Loading...
HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2023-2027 Strategic Business and Operating Plan Fiscal Years 2023-2027 METROPOLITAN ST. LOUIS SEWER DISTRICT 2 | Page 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. 3 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGIC BUSINESS AND OPERATING PLAN The Fiscal Year (FY) 2023 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 2023 goals may appear similar to the original set of goals, the underlying refinements and changes in these goals are significant. The FY 2023 SBOP is easily understood, the goals and resulting strategies are actionable, and the impact of the strategies is measurable. Additionally, the FY 2023 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 2023 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. 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. 4 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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. 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 2023 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 2023 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: 5 | Page 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 6 | Page 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: 2023 Initiation Timeframe Completion Timeframe Develop draft employee talking point protocol for Stormwater Capital Program. Q4 FY2022 Q1 FY2023 Gather employee input for employee talking point protocol for Stormwater Capital Program. Q4 FY2022 Q1 FY2023 Develop plan to engage stakeholder groups for specific deliverables for Stormwater Capital Program. Q4 FY2022 Q4 FY2023 Lead education and outreach activities among key stakeholders and community partners to advance public understanding and awareness of MSD’s roles and initiatives in improving the environmental quality within MSD’s service area. Q1 FY2023 Q4 FY2023 Develop a robust communications plan around the overall Green Infrastructure (Rainscaping) Program. Q3 FY2023 Q4 FY2023 Implement communications platform (MSDPC Connect) to keep stakeholders informed of District related Capital Project activities. Q1 FY2023 Q2 FY2023 7 | Page 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: 2024 Milestones Years 3 - 5: 2025 – 2027 Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with stormwater initiative. Continue education and outreach activities among key stakeholders and community partners to advance public understanding and awareness of MSD’s roles and initiatives in improving the environmental quality within MSD’s service area. Evaluate program outcomes and revise activities as needed. Develop and execute communications plan for wastewater bond election in April 2024. Continue to support initiatives around the recruiting and onboarding process with employees. Implement Green Infrastructure (Rainscaping) Communications Program. Annually evaluate and make necessary changes to communications platform (MSDPC Connect) to keep stakeholders informed of District related Capital Project activities. Evaluate communications platform (MSDPC Connect) to keep stakeholders informed of District related Capital Project activities. 8 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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: 2023 Initiation Timeframe Completion Timeframe Inform and engage officials on results of public’s desire for a District-wide stormwater capital program. Q3 FY2022 Q1 FY2023 Gather information from Municipal Stakeholders on how to Administer a Stormwater Capital Program. Q3 FY2022 Q1 FY2023 Engage elected officials to help build their understanding and awareness of MSD’s roles and initiatives in improving the environmental quality within their communities. Q1 FY2023 Q4 FY2023 9 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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: 2024 Milestones Years 3 - 5: 2025 – 2027 Engage elected officials as appropriate on any new stormwater capital funding initiative. Continue to engage elected officials to help build their understanding and awareness of MSD’s roles and initiatives in improving the environmental quality within their communities. Develop and execute communications plan for wastewater bond election in April 2024. Develop and execute a plan to engage Stakeholder groups around Stormwater Grant Program. Develop and execute communications plan for stormwater election in April 2024. Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with stormwater initiative. Continue to engage elected officials to help build their understanding and awareness of MSD’s roles and initiatives in improving the environmental quality within their communities. 10 | Page 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: 2023 Initiation Timeframe Completion Timeframe Continue implementation of Disparity Study results and recommendations based on findings, evaluate need for workforce development grants and update diversity programs as necessary. Q1, FY 2023 Q4, FY 2023 Continue collaboration and outreach with youth programs focused on early development of construction industry workers. Q1, FY 2023 Q4, FY 2023 Collaborate with area programs focused on increasing opportunities for hiring low income, unemployed and underemployed individuals for District projects. Q1, FY 2023 Q4, FY 2023 Identify opportunities which incentivizes women and minorities to enter and participate in the sewer construction industry. Q1, FY 2023 Q4, FY 2023 Leverage 10-year anniversary of Community Benefits Agreement to increase awareness of MSD programs and positive impacts in the community. Q2, FY 2023 Q3, FY 2023 Evaluate the need to update diversity reporting software system to support Disparity Study Updates and implementation. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 – 2027 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. Evaluate need to select a consultant in late FY2026 to perform a new Disparity Study. 11 | Page 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: 2023 Initiation Timeframe Completion Timeframe Begin discussions with Board of Trustees and other parties regarding the implementation of a pilot water shut-off program for commercial customers. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Implement commercial shut off program and calculate cost savings of shut-off program. Continue implementation of process improvements relating to the shut-off program. 12 | Page 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. b) Evaluate processes that could potentially be automated. Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Continue implementation of integrated payables (i.e., e-payments) and evaluate results. Q1, FY 2023 Q4, FY 2023 If applicable, implement non-traditional benefits. Q1, FY 2023 Q4, FY 2023 Implement any changes needed to the Wellness Program. Q1, FY 2023 Q4, FY 2023 Conduct assessment of worker’s compensation program and evaluate strategies for reducing cost. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Evaluate results of worker’s compensation program assessment and if applicable, implement changes If warranted by the evaluation, implement process automation. If warranted by the evaluation, implement process automation. 13 | Page 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: 2023 Initiation Timeframe Completion Timeframe Implement remaining Board approved rates resulting from the 2019 Wastewater Rate Commission Proposal. Q1, FY 2023 Q1, FY 2023 Update rate model to include results of Inflow and Infiltration (I/I) Allocation Study. Q1, FY 2023 Q2, FY 2023 Update rate model to include results of City Water Attribute Assumption Study. Q1, FY 2023 Q2, FY 2023 Start Rate Commission process and convene the Commission. Q1, FY 2023 Q2, FY 2023 Prepare and submit the FY 25-28 Rate Change Proposal to the Rate Commission. Q1, FY 2023 Q3, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Participate in Rate Commission process. Implement Board approved wastewater Rate Commission recommendations. If applicable, implement Board approved stormwater Rate Commission recommendations. 14 | Page 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: 2023 Initiation Timeframe Completion Timeframe Complete inaugural Information Governance audit. Q1, FY 2023 Q4, FY 2023 Address and mitigate risk identified by the District-wide Data Risk Assessment for data stored in IT Systems. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Assess enterprise compliance with retention schedules. Re-assess and evaluate IG Program milestones and objectives based upon regulatory requirements. Continue to develop plan to address any issues resulting from the Data Risk assessment. 15 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 2: INTEGRATE CAPITAL ASSET INFORMATION ACROSS SYSTEMS (ORACLE, MAXIMO, AND GIS) Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Gaps/discrepancies resolved between GIS (system of record for Collection System linear capital assets) and Oracle (system of record for financial data) for pre-Oracle Go Live capital assets prior to the Oracle upgrade to the Cloud. Q1, FY 2023 Q2, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Determine requirements and strategy for ensuring proper capitalization between Maximo (system of record for Treatment Plant and Pump Station non-linear capital assets) and Oracle (system of record for financial data) of non-linear capital assets based on the District’s capitalization policy. Design and implement automated interface for syncing Oracle and Maximo for non-linear capital assets. 16 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 3: ORACLE EBS UPGRADE AND OUTSOURCED PAYROLL & BENEFITS Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Complete Implementation of HRMS, Finance, Treasury, Capital Projects and Purchasing. Q1, FY 2023 Q2, FY 2023 User Acceptance, Training, and Go Live. Q2, FY 2023 Q3, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Continue to monitor the new implementation to ensure all business processes are working as expected. 17 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 4: MOBILE TECHNOLOGY STRATEGY Milestones Year 1: 2023 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 2023 Q2, FY 2023 Implement mobile technology standards and required IT infrastructure and processes. Q3, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Implement mobile technology standards and required IT infrastructure and processes. 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. 18 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 5: CIS SYSTEM REPLACEMENT Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Evaluate CIS system replacement alternatives. If applicable, create RFP Create Business Case for replacement/upgrade alternative. Implement new system or upgrade existing system. 19 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 6: IMPLEMENT INTEGRATED WASTEWATER OPERATIONS & COMPLIANCE SOFTWARE SOLUTION (WIMS/PIMS) Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Complete project scope and requirements for a new software solution that meets the regulatory, operational, and financial needs of the District. Q1, FY 2023 Q1, FY 2023 Create RFP for new integrated software solution. Q2, FY 2023 Q3, FY 2023 Select and award the contract based on RFP responses. Q4, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Begin project implementation, which includes deployment of new platform and developing interfaces with existing applications (e.g., MAXIMO, SCADA, XLIMS & eCIS+). Complete project implementation. Leverage integrated solution into improved business processes. 20 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS Objective 7: IMPLEMENT UPDATED CONSTRUCTION DOCUMENT MANAGEMENT SYSTEM (PROLOG) Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Procure and implement replacement construction management software system needed for large facility projects. Q1, FY 2023 Q2, FY 2023 Complete training on construction management system. Q3, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Provide support and system maintenance. 21 | Page 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 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, including environmental justice. Milestones Year 1: 2023 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 2023 Q4, FY 2023 Participate in Missouri-led stakeholder meetings on nutrient reduction strategies and nutrient trading. Q1, FY 2023 Q4, FY 2023 Participate in the Volkswagen Trust grant program stakeholder process, to help MSD affordably replace trucks with more emission friendly equipment. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 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. 22 | Page 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 PFAS, other emerging contaminants such as microplastics and viruses, and cyber security. b) Advocate for reasonable, affordable, and consistent air and water permit requirements for all of MSD’s facilities. c) Work with MDNR as required to develop scientifically based Total Maximum Daily Loads (TMDLs) with reasonable implementation plans for the St. Louis area. d) 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: 2023 Initiation Timeframe Completion Timeframe Advocate for reasonable and affordable numeric nutrient wastewater effluent limits. Q1, FY 2023 Q4, FY 2023 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. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 – 2027 Continue to advocate for reasonable and affordable numeric nutrient wastewater effluent limits. 23 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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: 2023 Initiation Timeframe Completion Timeframe Implement FY 2023 stormwater CIRP program based on funds generated from reinstated OMCI taxes to address flooding and erosion including the addition of the Gravois Creek OMCI. Q1, FY 2023 Q4, FY 2023 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 2023 Q4, FY 2023 Continue development of Stormwater CIRP to address flooding and erosion based on District Rate proposal. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Complete and implement development of Stormwater CIRP to address flooding and erosion based on approved District Rate proposal. Continue implementation of development of Stormwater CIRP to address flooding and erosion based on new District wide Rate proposal. Continue to Implement FY 2024 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. 24 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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 and Cityshed 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: 2023 Initiation Timeframe Completion Timeframe Continue procurement implementation and provide training for modeling software upgrades to take advantage of new technology that will increase engineering efficiencies in flow metering, modeling, and capacity assurance analysis. Q1, FY 2023 Q4, FY 2023 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 2023 Q4, FY 2023 Complete development and implement Wastewater CIRP to comply with Consent Decree and Asset Management needs based on approved District Rate proposal. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 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. Implement Wastewater CIRP to comply with Consent Decree and Asset Management needs based on approved District Rate proposal. Monitor and finalize 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. 25 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT 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: 2023 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 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Ensure that Asset Management is incorporated into CIRP and annual budget process. 26 | Page 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: 2023 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 2023 Q2, FY 2023 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 2023 Q2, FY 2023 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 2023 Q3, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Implement Master Data Management Program. Continue to enhance Master Data Management Program and extend capabilities to enhancing customer digital experience. 27 | Page 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: 2023 Initiation Timeframe Completion Timeframe Develop Wet Weather Optimization Plan for Lemay Service Area. Q1, FY 2023 Q4, FY 2023 Design and execute SCADA system upgrade. Q1, FY 2023 Q4, FY 2023 Plan Wet Weather Operational Structure for Organization. Q1, FY 2023 Q4, FY 2023 Finalize CIRP based on Wet Weather Optimization Plan for Lemay Service Area. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Begin Wet Weather Optimization Plan for Lemay Service Area. Complete Wet Weather Optimization Plan for Lemay Service Area. Continue SCADA system upgrade. Complete SCADA system upgrade. Implement Wet Weather Operational Structure for Organization. Evaluate additional Service Areas for Wet Weather Optimization opportunities. 28 | Page 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: 2023 Initiation Timeframe Completion Timeframe Complete and establish mandatory compliance training for all employees. Training will include employee workplace safety protocols and professional development. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Develop department specific onboarding training for new hires and newly promoted employees. Review metrics of annual compliance training for all employees to ensure goals are met and make revisions as necessary. 29 | Page 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) Review Human Resources policies and practices for accuracy and effectiveness. Milestones Year 1: 2023 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 2023 Q4, FY 2024 Establish a compensation study to determine pay and benefits for employees. Q1, FY 2022 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 Present Leadership Development and Succession Management initiative to the Department Directors 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. 30 | Page 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: 2023 Initiation Timeframe Completion Timeframe Create training courses for the enhanced Performance Management module of the Human Resources Information Management (HRIS) software. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 – 2027 Create training courses for the enhanced Payroll Processing module of the new Payroll processing system. Implement training courses for the enhanced Performance Management modules of the Human Resources Information Management (HRIS) software. Implement training courses for the enhanced Payroll Processing module of the new Payroll processing system. 31 | Page METROPOLITAN ST. LOUIS SEWER DISTRICT STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY Objective 4: IMPLEMENT SAFETY AND SECURITY TRAINING TO SUPPORT A SAFE WORK ENVIRONMENT Annual Support Activities a) Identify gaps in security, safety, incident response and reporting. Milestones Year 1: 2023 Initiation Timeframe Completion Timeframe Assess security monitoring and access issues in the field and at all facilities. Q1, FY 2023 Q4, FY 2023 Identify gaps in security, safety and incident response and reporting. Q1, FY 2023 Q4, FY 2023 Milestones Year 2: 2024 Milestones Years 3 - 5: 2025 - 2027 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.