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Strategic Business and Operating Plan Fiscal Years 2024-2028 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.
STRATEGIC BUSINESS AND OPERATING PLAN
The Fiscal Year (FY) 2024 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 2024 goals may
appear similar to the original set of goals, the underlying refinements and changes in these goals are significant. The FY 2024 SBOP is easily understood, the
goals and resulting strategies are actionable, and the impact of the strategies is measurable. Additionally, the FY 2024 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 2024 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.
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 competes 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 2024 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 2024 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:
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
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: 2024 Initiation Timeframe Completion Timeframe
Develop draft employee talking point protocol for Stormwater Capital Program. Q1, FY 2024 Q2, FY 2024
Gather employee input for employee talking point protocol for Stormwater Capital
Program. Q2, FY 2024 Q4, FY 2024
Develop plan to engage stakeholder groups for specific deliverables for Stormwater
Capital Program. Q4, FY 2024 Q1, FY 2024
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.
Q4, FY 2024 Q4, FY 2024
Develop a robust communications plan around the overall Green Infrastructure
(Rainscaping) Program. Q4, FY 2024 Q4, FY 2024
Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with stormwater
initiative. Q1, FY 2024 Q4, FY 2024
STRATEGY 1: INFORM, EDUCATE AND PARTNER TO BUILD STAKEHOLDER UNDERSTANDING
Objective 1: EXECUTE COMMUNITY OUTREACH PROGRAMS AND ENGAGEMENT PROGRAMS
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 – 2028
Develop and execute communication plan for results of wastewater
bond election in April 2024.
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 communication plan for results of stormwater
election in April 2024.
Continue to support initiatives around the recruiting and onboarding
process with employees.
Implement Green Infrastructure (Rainscaping) Communications
Program.
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: 2024 Initiation Timeframe Completion Timeframe
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, FY 2024 Q2, FY 2024
Develop and execute communication plan for wastewater bond election in April 2024. Q1, FY 2024 Q4, FY 2024
Develop and execute communication plan for stormwater election in April 2024. Q1, FY 2024 Q4, FY 2024
Evaluate leveraging MSD 70th anniversary in 2024 in conjunction with stormwater
initiative. Q1, FY 2024 Q4, FY 2024
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: 2025 Milestones Years 3 - 5: 2026 – 2028
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.
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 a plan to engage Stakeholder groups around
Stormwater Grant Program.
Develop and execute a plan to engage Stakeholder groups around
Stormwater Grant Program.
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: 2024 Initiation Timeframe Completion Timeframe
Begin implementation of Disparity Study results and/or recommendations. Q1, FY 2024 Q4, FY 2024
Leverage 10-year anniversary of Community Benefits Agreement to increase
awareness of MSD programs and positive impacts in the community. Q1, FY 2024 Q3, FY 2024
Continue workforce development grant initiatives to increase opportunities for
construction contractor’s use of diverse workers. Q1, FY 2024 Q4, FY 2024
Identify opportunities for Mentor/Protégé programming which incentivizes women
and minorities to enter and participate in the sewer construction industry. Q1, FY 2024 Q4, FY 2024
Begin RFP process for applying updates to new or existing diversity reporting software
systems to support industry best practices, tracking and reporting requirements as a
result of Disparity Study program implementations and Oracle systems changes.
Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 – 2028
Continue collaboration and outreach with area youth programs focused
on early development of construction industry workers and STEM.
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.
Collaborate with area programs focused on increasing opportunities for
hiring low income, unemployed and underemployed individuals for
District projects.
Evaluate need to select a consultant in late FY2026 to perform a new Disparity
Study.
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: 2024 Initiation Timeframe Completion Timeframe
Continue discussions with Board of Trustees and other parties regarding the
implementation of a pilot water shut-off program for commercial customers. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement commercial shut off program and calculate cost savings of
shut-off program.
Begin discussions with Board on the results of the commercial pilot program.
Continue implementation of process improvements relating to the shut-off
program and begin implementation of a residential shut-off program.
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 & implement processes that could potentially be automated.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Evaluate results of integrated payables and adjust as necessary. Q1, FY 2024 Q4, FY 2024
Evaluate non-traditional benefits. Q1, FY 2024 Q4, FY 2024
Implement p-card program for small dollar purchases Q1, FY 2024 Q4, FY 2024
Implement any changes needed to the Wellness Program. Q1, FY 2024 Q4, FY 2024
Conduct assessment of worker’s compensation program and evaluate strategies for
reducing cost. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Evaluate results of worker’s compensation program assessment and if
applicable, implement changes
Evaluate p-card program and adjust as necessary.
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: 2024 Initiation Timeframe Completion Timeframe
Implement remaining Board approved rates resulting from the 2019 Wastewater Rate
Commission Proposal. Q1, FY 2024 Q1, FY 2024
Conclude Rate Commission process (i.e., adoption of new wastewater rates and new
potential stormwater impervious fee and tax). Q1, FY 2024 Q2, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement Board approved wastewater Rate Commission
recommendations. Implement Board approved wastewater Rate Commission recommendations.
If applicable, implement Board approved stormwater Rate Commission
recommendations.
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.
d) Continue to monitor changes in technology in general for best solutions and smart implementation strategy leveraging automated IG compliance and
reducing user impact.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Identify a data analysis solution to address stale or sensitive data (based on
Data Risk assessment results) and data loss prevention.
Q1, FY 2024 Q4, FY 2024
Identify and assess implementation of expert services for M365 Governance
(Teams, SharePoint, Email).
Q1, FY 2024 Q4, FY 2024
Re-assess best ECM solution option. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement data analysis solution for stale or sensitive data and
data loss prevention.
Continue to use solution to monitor for stale or sensitive data and
data loss prevention.
Complete inaugural Information Governance audit (i.e.,
Records Retention Schedule).
Complete inaugural Information Governance audit (i.e., sensitive
information).
Explore technology available for automated Information
Governance user assistance.
Implement technology for automated Information Governance
user assistance.
Continue implementation of M365 governance (Teams,
SharePoint, Email), with expert services.
Re-assess and evaluate IG Program milestones and objectives
based upon regulatory requirements.
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: 2024 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 2024 Q3, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
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.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 3: MOBILE TECHNOLOGY STRATEGY
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Explore cost benefit for Bring your Own Device (BYOD) strategy and scope (google
phone app etc.) for employees (based upon mgmt. level etc.), contractors, and
business partners with consideration for Security, Information Governance and
Personal records
Q1, FY 2024 Q2, FY 2024
Implement Mobile solution (cellular enabled) for inspections of district assets on
tablets and other mobile devices. i.e., Maximo Mobile or other solution.
Q1, FY 2024 Q2, FY 2024
Explore GPS enabled mobile asset maintenance technology i.e., Pump Stations,
Plant maintenance technicians
Q1, FY 2024 Q2, FY 2024
Explore solutions for permanently installed combined Hotspot and GPS for MSD
maintenance vehicle.
Q1, FY 2024 Q2, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement mobile technology standards and required IT infrastructure
and processes.
Continue to identify and leverage mobile technology to improve district
business processes.
Implement combined hotspot and GPS solution for District maintenance
vehicles.
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 4: CIS SYSTEM REPLACEMENT
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Evaluate CIS system replacement alternatives. Q1, FY 2024 Q2, FY 2024
Create Business Case for replacement/upgrade alternative Q2, FY 2024 Q3, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2027
If applicable, create RFP Implement new system or upgrade existing system.
Bid and award contract
STRATEGY 3: INTEGRATE AND IMPROVE THE DISTRICT’S BUSINESS PROCESS
Objective 5: MAXIMO SYSTEM UPGRADE
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Gather requirements for future state Maximo in preparation for upgrading to Maximo
Application Suite. Set up demonstrations and presentations on enhanced and new
Maximo functionality.
Q1, FY 2024 Q2, FY 2024
Develop strategy for historical record retention based upon information governance
retention schedules. Q1, FY 2024 Q2, FY 2024
Develop and issue RFP for selecting an implementation partner.
Q3, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Migrate to Maximo Application Suite and refine business processes.
Develop and deliver training for Operations staff.
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, PFAS, 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 and climate
resiliency.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Continue to participate in Missouri-led stakeholder meetings on Clean Water Act
permit fees and advocate for an equitable fee structure. Q1, FY 2024 Q4, FY 2024
Continue to participate in Missouri-led stakeholder meetings on nutrient reduction
strategies and nutrient trading. Q1, FY 2024 Q4, FY 2024
Participate in Missouri and national-led stakeholder meetings regarding monitoring
and regulation of PFAS in wastewater effluent and biosolids. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
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 Missouri and national-led stakeholder
meetings regarding monitoring and regulation of PFAS in wastewater
effluent and biosolids.
Continue to participate in Missouri-led stakeholder meetings on nutrient
reduction strategies and nutrient trading.
Continue to participate in Missouri and national-led stakeholder meetings
regarding monitoring and regulation of PFAS in wastewater effluent and
biosolids.
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 emerging contaminants, PFAS,
greenhouse gases (GHG), cyber security, and the availability of state & federal funding.
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) and/or watershed plans 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: 2024 Initiation Timeframe Completion Timeframe
Advocate for reasonable and affordable policy and regulations affecting available
State and Federal infrastructure funding. Q1, FY 2024 Q4, FY 2024
Advocate for regulations and policies that promote environmental justice through
infrastructure investment. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 – 2028
Continue to advocate for reasonable and affordable policy and
regulations affecting available State and Federal infrastructure funding.
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 regulations and policies that promote
environmental justice through infrastructure investment.
Continue to advocate for reasonable and affordable policy and regulations
affecting available State and Federal infrastructure funding.
Continue to advocate for regulations and policies that promote
environmental justice through infrastructure investment.
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: 2024 Initiation Timeframe Completion Timeframe
Implement FY 2024 stormwater CIRP program based on funds generated from
OMCI taxes to address flooding and erosion. Q1, FY 2024 Q4, FY 2024
Administer OMCI Municipal Grant Program with funding from OMCI taxes to
address the needs of the municipalities' served by the OMCI’s. Q1, FY 2024 Q4, FY 2024
Initiate implementation of Stormwater CIRP to address flooding and erosion based
on District Rate proposal and April 2024 election outcome. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement Stormwater CIRP to address flooding and erosion based on
District Rate proposal and April 2024 election outcome.
Initiate spenddown of stormwater CIRP OMCI taxes to address flooding
and erosion.
Determine disposition of OMCI taxes as part of Districtwide Rate
Proposal.
Implement stormwater program commensurate with anticipated
stormwater revenues.
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 flow metering 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: 2024 Initiation Timeframe Completion Timeframe
Continue Training and implementation of new modeling software and make
process changes to maximize efficiencies. Q1, FY 2024 Q4, FY 2024
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 2024 Q2, FY 2024
Implement Wastewater CIRP to comply with Consent Decree and Asset
Management needs based on approved District Rate proposal. Q3, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Initiate comprehensive evaluation of CSO Volume Reduction Green
Infrastructure and Cityshed Programs for program compliance and future
CIRP programming.
Finalize planning and staffing for commissioning of new Fluidized Bed
Incineration facilities at Bissel and Lemay WWTPs.
Initiate planning and staffing for commissioning of new Fluidized Bed
Incineration facilities at Bissel and Lemay WWTPs.
Continue planning and staffing for commissioning of new Fluidized Bed
Incineration facilities at Bissel and Lemay WWTPs.
Commissioning of new nutrient control facilities at various WWTPs.
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: 2024 Initiation Timeframe Completion Timeframe
Implement software tools necessary to support asset management plan that
incorporates the monetized ratings process for the District’s linear assets. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Ensure that Asset Management is incorporated into CIRP and annual
budget process.
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 District’s Security and Risk management Programs.
c) Exercise the IT Disaster Recovery plan bi-annually which includes Critical Tier 1 business systems and associated infrastructure that support the
District’s critical operations (Maximo, EBS, GIS).
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Develop the Master Data Management (MDM) Program Strategy for Customer
data.
Implement the technical infrastructure to centralize, manage and
govern critical customer information
Improve accuracy and integrity to enable customer insights and
analytics.
Q1, FY 2024 Q4, FY 2024
Improve the District’s plant, yard and pump station network infrastructure
availability by implementing Software Defined Network technology (SDWAN) to
enable direct internet access to cloud-based applications, redundancy of ISPs
network services and redundancy of network routers
Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Implement Master Data Management infrastructure and technology and
integrate with Oracle Fusion, Maximo and GIS
Continue to enhance Master Data Management Program and extend
capabilities to enhancing customer digital experience.
Continue to evaluate and refine SDWAN technology to improve network
availability and resiliency for the District’s Plant, Yard and Pump stations.
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: 2024 Initiation Timeframe Completion Timeframe
Develop Wet Weather Optimization Plan for Lemay Service Area. Q1, FY 2024 Q4, FY 2024
Design and execute SCADA system upgrade. Q1, FY 2024 Q4, FY 2024
Plan Wet Weather Operational Structure for Organization. Q1, FY 2024 Q4, FY 2024
Finalize CIRP based on Wet Weather Optimization Plan for Lemay Service Area. Q1, FY 2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
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.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 1: IMPROVE ORGANIZATIONAL EFFECTIVENESS THROUGH LEADERSHIP DEVELOPMENT
Annual Support Activities
a) Conduct SWOT analysis to assess department specific onboarding needs.
b) Conduct focus group meetings with management to evaluate opportunities for leadership development.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Present leadership Development & Succession Management initiative to Department
Directors. Q2, FY 2024 Q3, FY 2024
Identify gaps and assess leadership onboarding needs for staff including Operations
Team Leads Q4, FY2024 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Develop department specific onboarding training for new hires and newly
promoted employees.
Implement department specific onboarding training for new hires and
newly promoted employees
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 2: INCREASE INDIVIDUAL ACCOUNTABILITY AND JOB SATISFACTION THROUGH CONTINUAL PERFORMANCE COACHING AND TRAINING
Annual Support Activities
a) Design and develop performance management training programs for managers and employees.
b) Design job satisfaction survey based on employee best practices.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Develop and distribute new hire survey at the 90- and 180-day point Q3, FY 2023 Q4, FY 2024
Evaluate current exit interview questions and process. Q3, FY 2023 Q4, FY 2024
Evaluate job descriptions to ensure main duties are accurately reflected in
performance objectives. Q4, FY 2023 Q3, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 - 2028
Evaluate satisfaction survey results and identify key areas for improvement. Measure improvement in key areas and present results to senior
management
Develop improvement plan based on exit interview data. Auto-schedule exit interviews based on Oracle termination process.
Develop training and coaching plan for evaluators.
STRATEGY 6: CREATE A LEARNING AND BUSINESS-ORIENTED CULTURE BASED ON COMPETENCY AND ACCOUNTABLILITY
Objective 3: INCREASE EMPLOYEE SATISFACTION THROUGH TRAINING AND FAIR COMPENSATION
Annual Support Activities
a) Design and develop training programs to support improved performance outcomes.
b) Complete compensation study to ensure positions are compensated at fair market values.
Complete compensation study to ensure positions are compensated at fair market values.
Milestones Year 1: 2024 Initiation Timeframe Completion Timeframe
Create and deliver training courses for the enhanced Performance Management
module of the Human Resources Information Management (HRIS) software. Q3, FY 2023 Q3, FY 2024
Establish a compensation plan aligned to the District’s business goals. Q3, FY 2023 Q4, FY 2024
Milestones Year 2: 2025 Milestones Years 3 - 5: 2026 – 2028
Create and deliver 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.
Establish compensation resources on where to compete, how competitive we
need to be and what we choose to enhance in salaries and benefits.