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HomeMy Public PortalAboutStrategic Business and Operating Plan FY 2024-2028 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.