HomeMy Public PortalAboutFY22 - 26 SBOP Final 6-15-21
Strategic Business and Operating Plan Fiscal Years 2022-2026 METROPOLITAN ST. LOUIS SEWER DISTRICT
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METROPOLITAN ST. LOUIS SEWER DISTRICT
VISION STATEMENT
Quality Service Always
MISSION STATEMENT
To protect the public’s health, safety, and water environment by responsibly providing wastewater and stormwater management
VALUES
INTEGRITY
Acting ethically at all times, treating everyone with honesty, fairness and respect.
TEAMWORK
Working together to accomplish our mission with open communication, trust, respect and diversity.
INNOVATION
Embracing continuous improvement and new solutions to achieve excellence and sustainability.
EMPLOYEES
Developing successful, responsible, and safety conscious employees and acknowledging their contributions.
CUSTOMERS
Building strong relationships by keeping our commitments, providing excellent service and being transparent in
everything we do.
Vision, Mission, Value statements are important elements of a strategic business plan. The Mission statement keeps the District focused on its essential activity,
the Vision statement points to its ideal purpose, and the Value statement conveys the principles that must shape our actions.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGIC BUSINESS AND OPERATING PLAN
The Fiscal Year (FY) 2022 Strategic Business and Operating Plan (SBOP) is a business-focused blueprint for serving our ratepayers now and into the future. It is
a plan that puts the ratepayers and the St. Louis community first. The SBOP’s goals are clear:
Deliver consistent, high quality customer service;
Comply with all legal and regulatory requirements and schedules;
Minimize customer rate increases; and
Be accountable to the St. Louis community.
These goals build on the public input and feedback that the District has received since the first SBOP was introduced in 2001. While the FY 2022 goals may
appear similar to the original set of goals, the underlying refinements and changes in these goals are significant. The FY 2022 SBOP is easily understood, the
goals and resulting strategies are actionable, and the impact of the strategies is measurable. Additionally, the FY 2022 SBOP continues a philosophy that
intimately links budgetary expenditures and strategic goals. Under this philosophy, the goals and strategies of the SBOP drive budgetary expenditures and
succinctly support the SBOP’s success. Further, the budgetary expenditures for the SBOP are business focused and ultimately serve the ratepayer.
To achieve these goals, the FY 2022 SBOP proposes six business-focused strategies:
Strategy 1: Inform, educate and partner to build stakeholder understanding.
Essential to our success is an active dialog with stakeholders to improve mutual understanding of the needs of the District and its stakeholders. Education will
focus on the District’s goals, needs and initiatives. When possible, we will partner with stakeholders to achieve win-win solutions on common issues. Partnering
will take many forms, including – but not restricted to – discussions with various stakeholder groups; District organized focus groups; employee participation
in civic organizations; and regulatory advisory committees.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
Strategy 2: Manage the District’s costs and revenues to optimize financial impacts.
The District continues to face increasing fiscal demands related to regulatory issues affecting its collection and treatment systems. In response to these
demands, the District is continuing its important work to protect local waterways, ensure compliance with State and Federal environmental regulations, and
provide effective, efficient wastewater and stormwater services to the St. Louis community. This work continues in the form of Project Clear, which includes
the District’s multi-decade, multi-billion dollar Capital Improvement and Replacement Program (CIRP). It is essential the District diligently manage costs and
minimize rate increases. Sound financial management, long-term planning, internal audit practices, and leveraging of data are critical components of
this strategy.
Strategy 3: Integrate and improve the District’s business processes.
Not accepting the status quo as justification for current and future business practices, and continually reviewing best practices amongst contemporaries are
cultural imperatives for continual improvement. The goal of this initiative focuses on identifying and implementing process improvements that will enable the
District to meet or exceed established performance, production and customer satisfaction goals.
Strategy 4: Promote appropriate standards through proactive regulatory and legislative involvement.
The most significant factors affecting current and future rate increases are federal and state regulations and legislation. It is often the case that implementation
of multiple regulations compete for the same, scarce funding resources. As authorities in wastewater and stormwater management, it is essential that we
assist in the creation of regulations that will efficiently achieve desired results. This strategy focuses on our involvement in the formation of regulations and
legislation that impact all areas of the District's operations. It is crucial that regulations and legislation be based on sound technical information and governance
frameworks. The District and others in the regulated community are in the best position to provide such information.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
Strategy 5: Address customer and regulatory needs through a comprehensive infrastructure management program.
Maintaining customer service expectations and meeting regulatory requirements are paramount concerns within the District’s mission. However, these must
be balanced against the need to cost effectively maintain the District’s wastewater, stormwater, and supporting assets, including data and information
technology security. This can only be achieved through investigation, planning, maintenance and capital replacement programs with continual consideration
for emerging technology. A model infrastructure management program effectively integrates these processes while considering risk and required service
levels. The resulting program minimizes the life-cycle costs of infrastructure assets at an acceptable level of risk, while continually delivering established levels
of service.
Strategy 6: Create a learning and business oriented culture based on competency and accountability.
The District’s success is dependent upon employees having appropriate competencies and skills within a culture of accountability: a culture that is rooted in
ethical integrity and seeks a balance between effectiveness, efficiency and cost management. Improving employee and organizational performance at all levels
is the core of this strategy. Special emphasis will be placed on leadership development, management/supervisory skill training, open communications, general
operational and administrative needs, and building awareness of individual employee’s role in the success of the overall organization.
FISCAL YEAR 2022 OBJECTIVES
The District has developed a set of specific objectives that support these strategies and, thus, achieve the goals of the Strategic Business and Operating Plan.
Objectives are segmented into “Year 1”, “Year 2” and “Years 3-5” categories. Combined, these objectives make up the tactical blueprint that we will engage in
during FY 2022 and beyond, as we strive to protect the public’s health, safety and water environment by responsibly providing wastewater and stormwater
management.
Achieving these objectives is the responsibility of various departments within the District. These departments are shown on the following
organizational chart:
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METROPOLITAN ST. LOUIS SEWER DISTRICT
THE METROPOLITAN ST. LOUIS SEWER DISTRICT
ORGANIZATIONAL CHART
BOARD OF TRUSTEES
Rate Commission
Internal Auditor Secretary-Treasurer
Civil Service Commission
Executive Director
General Counsel
Engineering Human
Resources
Information
Technology Operations Finance
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 1: INFORM, EDUCATE AND PARTNER TO BUILD STAKEHOLDER UNDERSTANDING
Objective 1: EXECUTE COMMUNITY OUTREACH PROGRAMS AND ENGAGEMENT PROGRAMS
Annual Support Activities
a) Maintain relationships with stakeholders and engage additional stakeholders with message synergy to educate and inform on MSD and its goals and
initiatives
b) Review and update public communication and outreach programs goals and staffing.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Complete stormwater listening sessions. Q1, FY 2022 Q4, FY 2022
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 1: INFORM, EDUCATE AND PARTNER TO BUILD STAKEHOLDER UNDERSTANDING
Objective 1: EXECUTE COMMUNITY OUTREACH PROGRAMS AND ENGAGEMENT PROGRAMS
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 – 2026
Develop draft employee talking point protocol for Stormwater Capital
Program.
Get stakeholder groups feedback on engagement topics and process for
Stormwater Capital Program.
Gather employee input for employee talking point protocol for
Stormwater Capital Program. Develop final talking point protocol and implement.
Develop plan to engage stakeholder groups for specific deliverables
for Stormwater Capital Program. Implement stakeholder group engagement plan.
Follow-up on results of stormwater program polling.
Measure results of stakeholders group engagement plan.
Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with
stormwater initiative.
Develop and execute communications plan for wastewater bond election
in April 2024.
Develop and execute communications plan for stormwater election in
April 2025 or August 2025.
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STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: EXECUTE OUTREACH PROGRAMS FOR ELECTED REPRESENTATIVES AND OTHER MUNICIPAL OFFICIALS
Annual Support Activities
a) Develop legislative agenda for both State and Federal activities.
b) Conduct meetings with St. Louis City (Mayor’s office and Board of Aldermen) and St. Louis County (County Executive’s office and
County Council) regarding District goals and needs.
c) Enhance relationships with local governments through briefings on projects and other topics of mutual concern with a focus on
expanding peer to peer relationships with staff counterparts.
d) Provide annual review of the Legislative Outreach Program results and assess future activities for enhancing effectiveness.
e) Conduct annual outreach and Jefferson City briefings for State of Missouri legislators.
f) Conduct annual legislative briefing for Federal legislators.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
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STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 2: EXECUTE OUTREACH PROGRAMS FOR ELECTED REPRESENTATIVES AND OTHER MUNICIPAL OFFICIALS
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 – 2026
Inform and engage officials on results of public’s desire for a District-wide
stormwater capital program.
Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with
stormwater initiative.
Engage elected officials as appropriate on any new stormwater capital
funding initiative.
Develop and execute communications plan for wastewater bond election
in April 2024.
Develop and execute communications plan for stormwater election in
April 2025 or August 2025.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 1: EDUCATE AND PARTNER WITH STAKEHOLDERS TO BUILD SUPPORT
Objective 3: EXECUTE DIVERSITY AND ASSOCIATED OUTREACH PROGRAMS
Annual Support Activities
a) Participate in networking outreach activities and community events to increase stakeholder relationships and participation with the District’s Diversity
Programs.
b) Identify opportunities to increase women workforce participation on CIRP construction projects.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Continue implementation of Disparity Study results and recommendations
based on findings, and update diversity programs as necessary.
Q1, FY 2022
Q4, FY 2022
Continue collaboration and outreach with youth programs focused on early
development of construction industry workers.
Q1, FY 2022
Q4, FY 2022
Collaborate with area programs focused on increasing opportunities for hiring
low income, unemployed and underemployed individuals for District projects.
Q1, FY 2022
Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 – 2026
Evaluate job placement and impact of the Workforce Development Grant
Program and make adjustments if needed.
Consider whether or not to include the impact of the utilization of other
classes of disadvantaged individuals prior to the execution of the next
Disparity Study.
Identify opportunities which incentivizes women to enter and participate
in the sewer construction industry.
Evaluate need to select a consultant in late FY2026 to perform a new
Disparity Study.
Leverage 10 year anniversary of Community Benefits Agreement.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 1: INCREASE COLLECTION OF DELINQUENT REVENUE
Annual Support Activities
a) Continue to assess and modify collection process to reduce net average collection period by 1 day each fiscal year.
b) Evaluate and implement changes to the Customer Assistance Program (CAP) in order to increase participation.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Implement a pilot water shut-off program for commercial customers and
assess effectiveness.
Q1, FY 2022
Q4, FY 2022
Evaluate alternatives for acquiring water data for commercial customers Q1, FY 2022
Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Calculate cost savings of shut-off program. Continue implementation of process improvements relating to the shut-off
program.
If applicable, implement alternative for acquiring water data for
commercial customers if evaluation concludes it is appropriate.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 2: IDENTIFY AND IMPLEMENT COST SAVINGS INITIATIVES
Annual Support Activities
a) Maintain annual operating budgets that are aligned with approved Rate Commission report.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Evaluate integrated payables process results (i.e., e-payments). Q1, FY 2022 Q4, FY 2022
Investigate the District’s ability to offer non-traditional benefits. Q1, FY 2022 Q4, FY 2022
Continue to evaluate processes that could potentially be automated. Q1, FY 2022 Q4, FY 2022
Assess changes needed to Wellness Program. Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Continue to evaluate and implement process automation. Continue to evaluate and implement process automation.
If applicable, implement non-traditional benefits.
Implement any changes needed to the Wellness Program.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 2: MANAGE THE DISTRICT’S COSTS AND REVENUES TO OPTIMIZE FINANCIAL IMPACTS
Objective 3: MAXIMIZE LONG-TERM FINANCIAL PLANS FOR DISTRICT NEEDS
Annual Support Activities
a) Manage capital program (wastewater and stormwater) within supporting revenue while assuring Consent Decree compliance and regulatory
requirements.
b) Manage District’s key financial ratios to maintain current bond ratings and Consent Decree compliance.
c) Manage multi-decade financing plan to support current and future requirements.
d) Pursue external sources of funding, where available.
e) Continue using predictive analytics to improve financial forecasting and revenue collection.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Implement remaining Board approved rates resulting from the Wastewater Rate
Commission Proposal.
Q1, FY 2022 Q1, FY 2022
Complete Inflow and Infiltration (I/I) Allocation Study. Q1, FY 2022 Q2, FY 2022
Complete City Water Attribute Assumption Study. Q1, FY 2022 Q2, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Start Wastewater Rate Commission process. Participate in Wastewater Rate Commission process.
If applicable, start Stormwater Capital Rate Commission process.
Implement Board approved Rate Commission recommendations.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 1: IMPLEMENT INFORMATION GOVERNANCE PROGRAM THAT MEETS THE DISTRICT’S RECORDS & INFORMATION DISCOVERY, COMPLIANCE AND
INFORMATION SECURITY POLICIES
Annual Support Activities
a. Continue communication and change management, marketing and messaging campaigns for the IG Program.
b. Continue implementation of business process and organization changes.
c. Continue to train employees and manage physical and electronic records storage pursuant to the Records Retention Schedule.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Complete inaugural Information Governance audit. Q1, FY 2022 Q4, FY 2022
Complete digitizing of MSD employee personnel records. Q1, FY 2022 Q4, FY 2022
Conduct a District-wide Data Risk Assessment for physical records and data
stored in IT Systems.
Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Assess enterprise compliance with retention schedules. Re-assess and evaluate IG Program milestones and objectives
based upon regulatory requirements.
Develop plan to address any issues resulting from the Data Risk
assessment.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 2: INTEGRATE ASSET INFORMATION ACROSS SYSTEMS (ORACLE, MAXIMO AND GIS))
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
1. Assess impact of business process changes resulting from automation of asset
capitalization manual processes (milestone from FY21 SBOP) and determine plan
to address financial impact (if any).
Q1, FY 2022
Q2, FY 2022
2. Design and implement automated interfaces for syncing Oracle and Maximo non-
linear fixed assets inventory.
Q1, FY 2022 Q2, FY 2022
3. Design requirements and strategy for capitalization of non-linear fixed assets –
Treatment Plants, Pump Station
Q2 FY 2022 Q3 FY 2022
4. Perform cost benefit analysis of reconciling (pre-Oracle) ‘bundled’ collections
system assets between GIS and Oracle.
Q1 FY 2022 Q1 FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Implement capitalization of non-linear fixed assets (#3 from milestone year
1).
Implement reconciled asset book in conjunction with Oracle EBS
upgrade based upon cost benefit analysis (#4 from milestone year 1).
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: ORACLE EBS UPGRADE
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Develop implementation plan and identify implementation partner(s). Q1, FY 2022
Q1, FY 2022
Implementation of HRMS, Finance, Treasury, Capital Projects and Purchasing. Q1, FY 2022 Q4, FY 2022
User Acceptance and Go Live. Q4, FY 2022
Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Continue to monitor the new implementation to ensure
all business processes are working as expected.
Continue to improve business processes.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 4: MOBILE TECHNOLOGY STRATEGY
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Continue to develop District mobile technology strategy to standardize mobile
hardware and software including Mobile Device Management (MDM) for secure
usage of MSD applications on Bring Your Own Device (BYOD) and shared remote
network access devices
Q1, FY 2022
Q3, FY 2022
Implement provision mobile technology standards and required IT infrastructure and
processes
Q4, FY 2022 Q1, FY 2023
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Continue to provision standards and infrastructure to support Mobile
strategy.
Continue to identify and leverage mobile technology to improve district
business processes.
Assess consumer facing mobile communication strategy utilizing mobile
application and text messaging for relaying project status, working in the
area notices and for reporting issues.
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STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 5: CIS SYSTEM REPLACEMENT
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Evaluate CIS system replacement alternatives Create RFP
Create Business Case for replacement alternative Implement new system
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STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 1: PARTICIPATE IN STAKEHOLDER GROUPS TO DEVELOP SOUND TECHNICAL BASIS FOR REGULATORY ISSUES
Annual Support Activities
a) Advocate in regulatory stakeholder groups created to address nutrient criteria, ammonia criteria, emerging contaminants, bacteria criteria, wet
weather issues, Impaired Waters (303d) Listing & Methodology and other changes to the Missouri Department of Natural Resources (MDNR) effluent
regulations and water quality standards, air emission limits, and biosolids regulations.
b) Advocate in state and local environmental and economic organizations such as the Association of Missouri Cleanwater Agencies (AMCA) and the
Missouri Water Environment Association (MWEA).
c) Advocate in the Water Environment Federation (WEF), Water Research Foundation (WRF) and the National Association of Clean Water Agencies
(NACWA).
d) Maintain a dialog with the Non-Governmental Organizations (NGOs) on critical environmental issues.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Participate in Missouri-led stakeholder meetings on Clean Water Act permit fees
and advocate for an equitable fee structure.
Q1, FY 2022 Q4, FY 2022
Participate in Missouri-led stakeholder meetings on nutrient reduction strategies
and nutrient trading.
Q1, FY 2022 Q4, FY 2022
Participate in the Volkswagen Trust grant program stakeholder process, to help
MSD affordably replace trucks with more emission friendly equipment.
Q1, FY 2022
Q4, FY 2022
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 1: PARTICIPATE IN STAKEHOLDER GROUPS TO DEVELOP SOUND TECHNICAL BASIS FOR REGULATORY ISSUES
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Continue to participate in Missouri-led stakeholder meetings on Clean
Water Act permit fees and advocate for equitable fee structure.
Implement the stakeholder process for submitting a Municipal Separate
Storm Sewer System (MS4) application and Stormwater Management Plan.
Continue to participate in Missouri-led stakeholder meetings on
nutrient reduction strategies and nutrient trading.
Continue to participate in the Volkswagen Trust grant program
stakeholder process, to help MSD affordably replace trucks with more
emission friendly equipment.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 4: PROMOTE APPROPRIATE STANDARDS THROUGH PROACTIVE REGULATORY AND LEGISLATIVE INVOLVEMENT
Objective 2: PROMOTE APPROPRIATE REGULATORY AND LEGISLATIVE INITIATIVES THAT IMPACT ALL AREAS OF DISTRICT OPERATIONS
Annual Support Activities
a) Monitor new regulations and legislation and develop appropriate strategies that impact MSD’s operations, such as legislation on emerging
contaminants.
b) Work with MDNR as required to develop scientifically-based Total Maximum Daily Loads (TMDLs) with reasonable implementation
plans for the St. Louis area.
c) Support Missouri DNR’s determination that whole body contact (e.g., swimming) is not an attainable use of the water in the Mississippi River at St.
Louis and in the lower River Des Peres.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Advocate for a national peak wet weather rule that is consistent with Missouri
regulations and the 2013 8th Circuit Iowa League of Cities decision.
Q1, FY 2022
Q4, FY 2022
Advocate for reasonable, affordable, and consistent air and water permit
requirements for all of MSD’s facilities.
Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Continue to advocate for a national peak wet weather rule that is consistent
with Missouri regulations and the 2013 8th Circuit Iowa League of Cities decision.
Renew the Regional General Permit 44 issued by the U.S. Army Corps of
Engineers to streamline stormwater and sanitary sewer infrastructure
maintenance and repair.
Continue to advocate for reasonable, affordable, and consistent air and water
permit requirements for all of MSD’s facilities.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 1: IMPLEMENT STORMWATER OPERATING AND CAPITAL IMPROVEMENT PROGRAM
Annual Support Activities
a) Continue to implement stormwater program commensurate with anticipated stormwater revenues.
b) Review Stormwater CMOM results and consider adjustments to I/R funds and staffing needs.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Implement FY 2022 stormwater CIRP program based on funds generated from
reinstated OMCI taxes to address flooding and erosion. Consider potential for
additional OMCI tax reinstatement.
Q1, FY 2022
Q4, FY 2022
Administer OMCI Municipal Grant Program with funding from reinstated OMCI
taxes to address the needs of the municipalities' served by the OMCI’s.
Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Begin development of Stormwater CIRP to address flooding and erosion
based on District Rate proposal.
Complete development of Stormwater CIRP to address flooding and
erosion based on District wide Rate proposal.
Continue to Implement FY 2023 stormwater CIRP program based on
funds generated from reinstated OMCI taxes to address flooding and
erosion.
Continue implementation of stormwater CIRP program based on funds
generated from reinstated OMCI taxes to address flooding and erosion.
Determine disposition of OMCI taxes as part of Districtwide Rate Proposal.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 2: IMPLEMENT WASTEWATER OPERATING AND CAPITAL IMPROVEMENT PROGRAM
Annual Support Activities
a) Implement the CIRP commensurate with anticipated wastewater revenues.
b) Continue to monitor progress and adjust resources, schedule, delivery, method and funding as needed to ensure CMOM requirements per Consent
Decree are met and proposed changes are warranted.
c) Continue to monitor progress and rate of spending for green infrastructure projects program; adjust program as needed.
d) Evaluate post-construction flow metering for I/I program and re-assess the need for future capital projects to eliminate Constructed Sanitary Sewer
Overflows and provide Capacity Assurance. Update the CIRP based on the results.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Procure and implement modeling software upgrades to take advantage of new
technology that will increase engineering efficiencies in flow metering, modeling,
and capacity assurance analysis.
Q1, FY 2022
Q4, FY 2022
Conduct quarterly meetings with Engineering and General Counsel staffs to
monitor and adjust projects in order to ensure compliance with the Consent
Decree performance measure for the elimination of 85% Constructed Sanitary
Overflows by the end of calendar 2023.
Q1, FY 2022
Q2, FY 2024
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Assess new modeling software upgrades and make process changes to
maximize efficiencies.
Evaluate the CSO Volume Reduction Green Infrastructure and Cityshed
Programs for program compliance and future CIRP programming.
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STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 3: IMPLEMENT ASSET MANAGEMENT PROGRAM
Annual Support Activities
a) Continue implementation of the monetized ratings process that incorporates business risk exposure into the prioritization of CIRP projects at
wastewater plants and pump stations.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Purchase and implement software tools necessary to support asset management
plan that incorporates the monetized ratings process for the District’s linear
assets.
Q1, FY 2022
Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Ensure that Asset Management is incorporated into CIRP and annual
budget process.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 4: ENHANCE RELIABILITY OF INFORMATION TECHNOLOGY INFRASTRUCTURE
Annual Support Activities
a) Strategically leverage Information Technology to sustain, protect and foster innovation of the IT Infrastructure and Enterprise Applications that support
the District’s critical business operations.
b) Continue to enhance and sustain the Technology Security Risk Program.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Continue the development and implementation of the IT Disaster Recovery
Strategy which includes Critical Tier 1 business systems and associated
infrastructure that support the District’s critical operations (Maximo, EBS,GIS).
Q1, FY 2022
Q2, FY 2022
Complete the development of the Technology Security Risk Program through the
introduction of additional governance processes, policies, and an employee
security awareness program to further protect MSD
hardware/software/information assets.
Q1, FY 2022
Q2, FY 2022
Continue to develop a Master Data Management (MDM) Program Strategy and
associated technical infrastructure to centralize, manage and govern enterprise
data (Customer, Address Parcel Owner, lateral and horizontal assets).
Q1, FY 2022
Q3, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Implement Master Data Management Program. Continue to enhance Master Data Management Program and
extend capabilities to enhancing customer digital experience.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 5: ADDRESS CUSTOMER AND REGULATORY NEEDS THROUGH A COMPREHENSIVE INFRASTRUCTURE MANAGEMENT PROGRAM
Objective 5: IMPLEMENT TECHNOLOGIES AND DATA DRIVEN SOLUTIONS TO REDUCE CAPITAL COSTS AND INCREASE UTILITY PERFORMANCE
Annual Support Activities
a) Engage a Wet Weather Optimization Team to continually evaluate new technology for cost savings and operational efficiencies.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Develop Wet Weather Optimization Plan for Lemay Service Area. Q1, FY 2022 Q4, FY 2022
Design SCADA system upgrade. Q1, FY 2022 Q4, FY 2022
Plan Wet Weather Operational Structure for Organization. Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Execute Wet Weather Optimization Plan for Lemay Service Area. Complete Wet Weather Optimization Plan for Lemay Service Area.
Execute SCADA system upgrade. Complete SCADA system upgrade.
Implement Wet Weather Operational Structure for Organization. Evaluate additional Service Areas for Wet Weather Optimization
opportunities.
Finalize CIRP based on Wet Weather Optimization Plan for Lemay Service
Area.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 1: INCREASE ORGANIZATIONAL PERFORMANCE THROUGH IMPROVED COMMUNICATIONS
Annual Support Activities
a) Conduct onboarding and orientation training for new employees.
b) Facilitate annual compliance training for employees.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Work with departments to identify mandatory compliance training to be
administered during the first 90 days of employment.
Q1, FY 2022 Q3, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Complete and establish mandatory compliance training for all employees.
Training will include employee workplace safety protocols and
professional development.
Review metrics of annual compliance training for all employees to ensure
goals are met and make revisions as necessary.
Develop department specific onboarding training for new hires and newly
promoted employees.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 2: IMPROVE ORGANIZATIONAL EFFECTIVENESS THROUGH LEADERSHIP DEVELOPMENT AND SUCCESSION MANAGEMENT
Annual Support Activities
a) Provide external and internal training opportunities to support leadership goals.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Identify key positions that may be at risk of vacancy within the next 3-5 years
and then assess the knowledge, skills, and abilities needed to support business
continuity.
Q1, FY 2022 Q4, FY 2022
Establish a compensation study to determine pay and benefits for employees. Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Present Leadership Development and Succession Management initiative
to the Department Directors and Board for necessary approvals.
Implement the initiative within Human Resources processes and efforts to
attract, retain, develop, and sustain high quality employees.
Establish a compensation plan aligned to the District’s business goals. Continuously plan, support, and measure the development progress of
existing and emerging leaders for future vacancies within the organization.
Establish compensation resources on where to compete, how competitive
we need to be and what we choose to enhance in salaries and benefits.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 3: INCREASE INDIVIDUAL ACCOUNTABILITY AND JOB SATISFACTION THROUGH CONTINUAL PERFORMANCE
COACHING AND TRAINING
Annual Support Activities
a) Design and develop training programs to support improved performance outcomes.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Develop a training course on Writing Effective Performance Improvement Plans
and Impact of Changed Behavior, outlining in detail any issues or behaviors
causing problems, corrective actions to take, and resources available to offer
support.
Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024- 2026
Implement Writing Effective Performance Improvement Plans and Impact of
Changed Behavior Training Program as a pilot course to managers and then offer
as a scheduled classroom and online course.
Follow up with managers in 30–90 days to assess the impact of
Effective Performance Improvement Plans and Impact of Changed
Behavior as a practical application tool.
Establish a fair and consistent document to help employees understand their
current challenges and long-term goals and to take an active role in supporting
them.
Equip managers with a consistent tool to administer all employee
performance improvement plans by providing guidelines throughout
the process.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 4: RESTRUCTURE A RECRUITMENT STRATEGY THAT PROMOTES AND RETAINS A TALENTED AND DIVERSIFIED WORKFORCE
Annual Support Activities
a) Leverage recruitment sources and various referral systems for support with MSD job openings and vacancies.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Conduct department specific focus groups to discuss their experiences, gather
input related to current processes, and identify areas for improvement.
Q1, FY 2022 Q4, FY 2022
Re-evaluate and assess the process of recruiting and hiring to secure the right
people with the right skill sets needed for the organization’s business.
Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Establish an internal recruitment process with diverse high-quality candidates
within the organization who can be cross trained to fill specific position gaps.
Increase opportunities to develop more internal trainee and
apprenticeship programs in key areas that are difficult to fill from
the outside (due to competitors or other factors).
Develop different recruitment approaches and methods of hiring for
specific positions within the organization, through “Internal” job
fairs, and more focused competency criteria methods for screening
specific applicants for advanced selection of qualified applicants.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 5: “SHOW ME MSD” – BUSINESS PARTNERSHIP TO MEET THE NEEDS OF THE COMMUNITIES THAT SUPPORT THEM
Annual Support Activities
a) Attend job fairs at colleges and agencies to assist in obtaining qualified and diverse applicants for open positions.
b) Recruit qualified interns for open positions.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Develop a school and business collaboration plan for a mentorship program
focused on diverse students who have an interest in STEM careers.
Q1, FY 2022 Q1, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Establish mentorship program focused on diverse students who have an interest
in STEM careers.
Recruit non-traditional students who may be interested in the ERTC
scholarship and/or other apprenticeship or internship programs.
Establish an externship for teachers to spend time at the “District” to learn
through direct experience about skill requirements and opportunities related to
classroom subjects that will enhance their teaching abilities and relevance to
students learning.
Recruit teachers interested in an externship partnership with
“MSD” professionals to develop enhanced teaching approaches to
“real-life” occupations.
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METROPOLITAN ST. LOUIS SEWER DISTRICT
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 6 IIMPLEMENT SAFETY AND SECURITY TRAINING TO SUPPORT TRAINING TO SUPPORT A SAFE WORK ENVIRONMENT.
Annual Support Activities
a) Provide Annual Safety and Disaster Training Employees.
b) Review Safety Communication and Training Protocols.
Milestones Year 1: 2022 Initiation Timeframe Completion Timeframe
Assess security monitoring and access issues in the field and at all facilities. Q1, FY 2022 Q4, FY 2022
Identify gaps in security, safety and incident response and reporting. Q1, FY 2022 Q4, FY 2022
Milestones Year 2: 2023 Milestones Years 3 - 5: 2024 - 2026
Develop plans to address gaps in security, safety and incident response and
reporting.
Execute plans to address any security monitoring, safety, as well as
incident response and reporting. This may include implementing
additional security measures and added security personnel.
Identify plans and systems required to properly support safe work
environment.
Measure success of implemented processes and systems required to
properly support safe work environment.