CITY OF PALO ALTO DEPARTMENT OF PUBLIC WORKS STRATEGIC PLAN FY

Transcription

1 CITY OF PALO ALTO DEPARTMENT OF PUBLIC WORKS STRATEGIC PLAN FY

2 LETTER FROM THE DIRECTOR I am pleased to present our new three-year Palo Alto Public Works Department Strategic Plan a living document that binds together our multi-faceted organization so we can better serve our residents and businesses and meet the community s needs ahead. This Plan introduces our Department s vision, mission and values statements. The values direct how we accomplish our work and shape our culture. They define what is important to us, how we like to think of ourselves and how we would like others to perceive us. Other important parts of the Plan are the Critical Issues/Context section and each Division s Goals, Objectives and Success Indicators. The context reflects what we believe to be the primary challenges the Department will face over the next three years. Our Strategic Plan helps us make informed decisions about where to best direct our resources most efficiently, as well as outline our Division goals and how we expect to measure our progress towards accomplishing them. Our Department has experienced significant changes over the last few years while maintaining a staff of dedicated, talented and innovative professionals. I believe that all Public Works employees should become involved in the implementation of our Strategic Plan, by helping us to live up to our Vision, Mission and Values and by working on implementing the Strategic Goals. I view this Strategic Plan as a crucial tool to not only measure our performance, but to push us to look at the possibilities of what we can and should be doing to continue innovating as we deliver projects and services to the Palo Alto community. I hope each of our employees takes the time to read the plan, think about what we re trying to achieve and why. This is our plan and it will take the collective commitment of the entire Department staff to make it a success. With warmest regards, Mike Sartor Director of Public Works 1

3 VISION The men and women of the Public Works Department are a world class team of professionals that is instrumental in making Palo Alto the healthiest, most vibrant and sustainable community possible through its culture of YES and its dedication to excellence. 2

4 MISSION To make Palo Alto the ideal place to live, work and play by delivering the most efficient and responsive Public Works services that we can. 3

5 VALUES COLLABORATION Partner with stakeholders throughout the city organization and the community at large to deliver services and projects as a team ENVIRONMENTAL HARMONY Act as model stewards of the environment by applying adaptive management practices, whenever possible ETHICS Conduct business with courtesy, honesty and integrity INNOVATION Encourage and embrace creative thinking and an entrepreneurial spirit PROFESSIONALISM Deliver quality services and projects that we can all be proud of RESPONSIVENESS Complete projects and services in a timely, predictable manner 4

6 DIVISIONS The Department is comprised of four divisions: AIRPORT OPERATIONS Operates and maintains the Palo Alto Airport (PAO), a General Aviation airport with a Federal Aviation Administration-staffed Air Traffic Control Tower. Manages facility and field maintenance and tie down services and provides a hub for emergency medical, fire, law enforcement and disaster relief services. PAO acts as a gateway for many business and recreational visitors who produce a multiplier effect of economic benefits throughout the community. In addition to being the tenth busiest airport in California, it is an important reliever airport to three Bay Area airports. ENGINEERING SERVICES Plans, designs and manages construction and renovations of Cityowned facilities and parks infrastructure. Manages the streets and sidewalks capital maintenance programs. Designs and constructs storm drainage rehabilitation and capacity improvement projects and administers the National Flood Insurance Program. Provides engineering support to City departments and the private development community for construction in the public right-of-way. ENVIRONMENTAL SERVICES Operates and maintains the Regional Water Quality Control Plant that also serves the neighboring communities of Los Altos, Los Altos Hills, Mountain View, Stanford University and the East Palo Alto Sanitary District. Conducts a pre-treatment program to support industrial and commercial dischargers and provides pollution prevention information and programs to residents and businesses. Manages the City s solid waste programs including the Zero Waste program, Household Hazardous Waste Collection and Disposal Program and activities associated with the closure of the Palo Alto landfill. PUBLIC SERVICES Responsible for preventive maintenance and repair of City-owned and leased buildings, streets, sidewalks, storm drains, traffic signs and markings. The division also manages street sweeping operations, maintenance of the City s fleet and graffiti removal. The Urban Forestry section has overall responsibility for maintaining the City s thriving tree canopy and implementing the recently adopted Urban Forest Master Plan. 5

7 ORGANIZATION PUBLIC WORKS DIRECTOR Mike Sartor 1.00 Senior Management Analyst 1.00 Administrative Assistant PUBLIC SERVICES 1.00 Assistant Director, Public Services 1.00 Management Analyst 1.00 Administrative Associate III 3.00 Administrative Associate II 0.50 Administrative Associate I FACILITIES MAINTENANCE 1.00 Facilities Manager 1.00 Facilities, Maintenance Operations 2.00 Facilities Maintenance-Lead 6.00 Facilities Mechanic 2.00 Facilities Painter 1.00 Facilities Carpenter 1.00 Electrician 2.00 Building Service Person-Lead 1.00 Building Service Person 1.00 Engineering Technician III FLEET 1.00 Fleet Manager 1.00 Assistant Fleet Manager 1.00 Project Manager 2.00 Fleet Services Coordinator 2.00 Motor Equipment Mechanic-Lead 2.00 Equipment Maintenance Service Person 6.00 Motor Equipment Mechanic II URBAN FORESTRY 1.00 Manager Urban Forester* 1.00 Planning Arborist* 2.00 Project Manager (0.75 Utl Line Clr)* 2.00 Tree Maintenance Special (1.00 Utl Line Clr) 1.00 Tree Trim/Line Clear-Lead 7.00 Tree Trim/Line Clear TRAFFIC CONTROL/STREET SWEEPING 1.00 Manager, Maintenance Operations 1.00 Project Manager 2.00 Street Sweeper Operator 2.00 Street Maintenance Assistant 1.00 Coordinator, Public Works Projects 2.00 Traffic Control Maintenance II 2.00 Traffic Control Maintenance I STORM DRAIN/STREET MAINTENANCE 1.00 Manager, Maintenance Operations 2.00 Heavy Equipment Operator-Lead 3.00 Heavy Equipment Operator 4.00 Equipment Operator 1.00 Cement Finisher-Lead 3.00 Cement Finisher AIRPORT DIVISION 1.00 Airport Manager 1.00 Manager, Maintenance Operations 1.00 Management Analyst ENGINEERING SERVICES 1.00 Assistant Director, Engineering Services 1.00 Management Analyst 1.00 Administrative Associate III 1.00 Administrative Associate I FIELD SERVICES (SURVEY AND INSPECTION) 1.00 Supervisor Inspections/Survey 2.00 Inspector-Field Services 1.00 Surveyor CIP PROGRAM (STRUCTURES, STREETS & SIDEWALKS, STORM DRAIN, PARKS) 1.00 Senior Project Manager 3.00 Senior Engineer 1.00 Architect/Park Planner 6.00 Project Engineer 4.00 Engineer 3.00 Associate Engineer 1.00 Manager, Maintenance Operations 1.00 Project Manager 1.00 Management Analyst PRIVATE DEVELOPMENT 1.00 Senior Engineer 1.00 Engineer 3.00 Engineering Technician III FY 2016 POSITION TOTALS Full-time Hourly ENVIRONMENTAL SERVICES 1.00 Assistant Director, Environmental Services WATER QUALITY CONTROL PLANT 1.00 Water Quality Control Plant Manager 2.00 Administrative Associate II 2.00 Assistant Manager WQCP 1.00 Senior Engineer 3.00 Supervisor WQC Operations 6.00 Senior Operator, WQC Plant Operator II 1.00 Manager Laboratory Services 1.00 Senior Chemist 3.00 Chemist 3.00 Lab Technician 2.00 Electrician Lead 3.00 Electrician 1.00 Senior Mechanic 7.00 Maintenance Mechanic 1.00 Senior Technologist 1.00 Project Engineer 1.00 Technologist WATERSHED PROTECTION 1.00 Watershed Protection Manager 2.00 Manager Environmental Controls 2.00 Program Assistant II 1.00 Environmental Specialist 2.00 Associate Engineer 1.00 Senior Waste Investigator 2.00 Industrial Waste Investigator 3.00 Industrial Waste Inspector SOLID WASTE 1.00 Manager Solid Waste 3.00 Manager Environmental Controls 2.00 Zero Waste Coordinator 1.00 Program Assistant I 1.00 Environmental Specialist 1.00 Coordinator, Public Works Projects 1.00 Landfill Technician 6

8 CRITICAL ISSUES/CONTEXT The Public Works Department is dedicated to delivering the highest quality services to the Palo Alto community. Working with our partners, we are committed to providing innovative, cost effective and environmentally responsible services that make Palo Alto a beautiful, vibrant and appealing City in which to live and work. Public Works oversees a diverse range of responsibilities that include designing, constructing and maintaining city-owned infrastructure assets such as buildings, streets, sidewalks, storm drains and bridges; implementing citywide sustainability initiatives; administering the National Flood Insurance Program; maintaining the city s urban forest; regulating construction work performed in the public right-of-way; maintaining the city s fleet; overseeing integrated waste management and recycling efforts; operating the Palo Alto Airport; managing landfill closure activities; and operating the Regional Water Quality Control Plant. 7

9 The Department faces many challenges, including maintaining compliance with increasingly complex and stringent regulatory requirements. Additionally, we are vulnerable to significant threats associated with aging infrastructure, retiring management staff, rapidly changing technology and escalating costs of doing business. The strategic planning process has enabled the Department to better identify these risks, which has inspired us to set a course to mitigate them through a variety of tactics including succession planning, cross-training, financial planning, facility master planning and similar efforts. On a more positive note, the Department is also responsible for many programs and activities that are core values of the City s constituency, such as recycling and waste management initiatives, energy sustainability, stormwater quality enhancements, urban re-forestation, and mobility improvements. The Department is widely recognized among its peers as a leader in many of these areas, which generates pride amongst the staff and support within the community. 8

10 GOALS & PERFORMANCE MEASUREMENTS Public Works Airport Division 3-Year Strategic Goals, Key Performance Measures & Success Indicators Goals Key Performance Measures Year 1 Success Indicators (FY 2016) Year 2 Success Indicators (FY 2017) Year 3 Success Indicators (FY 2018) Operate a safe and viable airport as an enterprise fund while controlling expenses and generating sufficient revenues. Evaluate lease options for fixed base operator (FBO) leased operations and develop lease/own/operate scenarios to quantify best case revenue generation upon expiration of leases. Work with staff from City s Real Estate Division and City Attorney s Office to identify constraints and considerations for leasing vs. city owned operations. Monitor airport operations to ensure that expenses are aligned with revenue. Achieve a balanced budget not requiring General Fund support. Maximize vacant tie-down spaces to increase tenant occupancy. Increase by 2% annually until maximum occupancy is met. Maintain a 68% or better tie-down occupancy rate. Develop an Airport Master Plan that includes short and long-term goals and plans to meet future aviation demand at the Palo Alto Airport. Develop a Business Plan for the airport. Meet with stakeholders to develop key goals and get buy-in. Business Plan finalized. Complete the Airport Master Plan. 9

11 Public Works Engineering Services Division 3-Year Strategic Goals, Key Performance Measures & Success Indicators Goals Key Performance Measures Year 1 Success Indicators (FY 2016) Year 2 Success Indicators (FY 2017) Year 3 Success Indicators (FY 2018) Ensure the City s assets and infrastructure inventory are updated and well-maintained. Provide high quality, cost-effective oversight of the City s capital improvement program. Increase the citywide average Pavement Condition Index (PCI) score. Increase the percentage of citizens rating the quality of the City s sidewalks as good or excellent in the annual National Citizens Survey. Achieve an average PCI of 83. Achieve 70% good or excellent rating. Complete implementation of an Infrastructure Management System (IMS) to support planning, budgeting, and accountability for the City s assets in accordance with the Infrastructure Blue Ribbon Commission s recommendations. Develop an asset registry of the city s General Fund infrastructure assets and populate the IMS database using Maintenance Connection and Questica. Implement IMS data management and reporting procedures for all relevant user groups. Implement the Councilapproved infrastructure funding plan. Complete Fire Station #3 Replacement, a new Downtown Parking Garage, and the Adobe/ Highway 101 Bicycle & Pedestrian Bridge, as well as design and initiation of construction of the New Public Safety Building. Improve public awareness and knowledge of infrastructure improvements, and allow the public to avoid work areas, by completing implementation of a web-based application allowing the public to view all work taking place on City streets and sidewalks. In coordination with other City departments, launch the application. Reduce stormwater runoff and protect the quality of waters discharged to creeks and the San Francisco Bay while improving the storm drain system. Complete all seven storm drain system improvement projects by the storm drain fee expiration date of June 30, Complete a Green Infrastructure work plan that includes Low Impact Design (LID) for drainage features in public and private streets, parking lots, roofs, etc., to reduce adverse water quality impacts of development and urban runoff. All seven projects complete. Prepare a work plan with tasks and timeframes and begin implementation. 10

12 GOALS & PERFORMANCE MEASUREMENTS CONTINUED Public Works Environmental Services Division 3-Year Strategic Goals, Key Performance Measures & Success Indicators Goals Key Performance Measures Year 1 Success Indicators (FY 2016) Year 2 Success Indicators (FY 2017) Year 3 Success Indicators (FY 2018) Minimize waste generation and maximize recycling and reuse programs and achieve Zero Waste by Minimize the amount of Refuse being landfilled. (The FY 2015 estimate of landfilled Refuse is 47,000 Tons/year.) Demonstrate substantial progress on a path to zero waste by Increase the amount of materials being recycled or composted. (The FY 2015 estimate of total refuse being recycled or composted is 52,000 Tons/year.) Adopt new Mandatory Commercial Composting & Recycling Ordinance. Demonstrate substantial progress in enforcing the new Mandatory Commercial Composting & Recycling Ordinance. Effectively manage the City s wastewater, stormwater, solid waste, and hazardous waste, to protect public health and the environment. Steadily increase participation rate of households bringing in Hazardous Waste. Obtain fish acute toxicity bioassays with 100% survival. Achieve a participation rate of at least 16% of households bringing in Hazardous Waste. Reduce toxics in the Plant effluent and maintain 100% compliance. Maintain 99% discharge test compliance. Reduce new pollutants of concern and maintain 99% discharge compliance. Operate high quality, costeffective and sustainable facilities. Complete Environmental Services Division part of the 2016 Sustainability/Climate Action Plan. Implement the 2016 Sustainability/Climate Action Plan. Maximize the recovery of energy and products from Wastewater, Refuse and Stormwater. Meet milestones toward implementing the Recycled Water Master Plan. Complete the Phase 3 EIR. Complete the Reverse Osmosis Feasibility Study Complete Financial plan for Phase 3 of the Recycled Water System. Comply with all applicable regulatory requirements. Obtain and comply with all new permits needed. Obtain the required Title V Permit for the RWQC Plant. Demonstrate substantial compliance with new Air permit. 11

13 Public Works Public Services Division 3-Year Strategic Goals, Key Performance Measures & Success Indicators Goals Key Performance Measures Year 1 Success Indicators (FY 2016) Year 2 Success Indicators (FY 2017) Year 3 Success Indicators (FY 2018) Ensure the City s assets and infrastructure inventory are updated and well maintained. Implement Infrastructure Management System and train super users on new system. Achieve 30% rate of data input. Achieve 60% rate of data input. Achieve 95% rate of data input. Provide cost effective maintenance and repair services. Meet or exceed industry standards and/or best practices. Achieve a 90% rate of on-time completion for preventative maintenance. The planting of trees will equal or exceed the number of removals annually. Achieve a 95% rating of Sidewalk hot spots completed within 6 months. Provide timely and high quality service. Survey key customers, evaluate responses and devise strategies to improve satisfaction. Conduct surveys annually. Preservation of all City Assets. Reduce number of property damage claims due to negligence by Public Service employees. Achieve a reduction of 15% of damage claims. Achieve a reduction of 30% of damage claims. Achieve a reduction of 50% of damage claims. 12

14 REFERENCED PLAN SUMMARY Through linkage here, the Strategic Plan has specifically highlighted the various plans the Department staff has taken into account in setting the strategy, goals and metrics in this inaugural plan. Because of the diverse division responsibilities and the granular and very technical nature of some of these plans they are incorporated by reference and not by specific inclusion in this Strategic Plan document itself. AIRPORT LAYOUT PLAN Adoption Date: 2014 The Airport Layout Plan is prepared in accordance with FAA requirements and is a precursor to the preparation of a new Airport Master Plan. The plan identifies long term facility needs at the airport and is required in order to be eligible to request federal grant funds for airport improvement projects. Website: BAYLANDS MASTER PLAN Adoption Date: 2008 The Baylands Master Plan was originally adopted in 1978 and amended in 1979 and A fourth edition was adopted in It serves as a long-range plan for treating the Baylands as an integrated whole and balancing ecological preservation with continued commercial and recreational use. The overall goal is to preserve and enhance the unique irreplaceable resources of the Baylands while providing a framework and guide for future actions in the area. Website: CAPITAL IMPROVEMENT (INFRASTRUCTURE) PLAN Adoption Date: 2015 The Capital Improvement Plan is a rolling 5-year plan to fund capital projects not funded by enterprise or internal service funds. Examples of these projects include street maintenance, park improvements, facility improvements to libraries, community centers, and public safety facilities, traffic signals, and sidewalk improvements. A total of 79 projects are programmed over the CIP, with a cumulative total cost of $234.4 million. Website: CLEAN BAY POLLUTION PREVENTION PLAN Adoption Date: 2015 The Clean Bay Pollution Prevention Plan is an annual summary of the Palo Alto s Regional Water Quality Control Plant s efforts to reduce pollution from entering local creeks and the San Francisco Bay. Website: 13

15 COMPREHENSIVE PLAN Adoption Date: 1998 The Comprehensive Plan is the primary tool for guiding preservation and development in Palo Alto. It builds on shared community values and aspirations to guide preservation and to manage growth and change. The Plan fulfills the State requirement that the City adopt a General Plan to serve as its constitution, with internally consistent goals and policies that reflect the community s priorities regarding land use, circulation, conservation, housing, open space, noise, and safety. The Plan provides a foundation for the City s development regulations, capital improvements program, and day-to-day decisions. It is currently being updated and will be called Our Palo Alto Website: PARKS, TRAILS, OPEN SPACE AND RECREATION MASTER PLAN Adoption Date: 2015 (expected) The new long-range (25-year) master plan will provide guidance regarding future renovations and capital improvement needs for parks, trails, open space and recreation facilities. The goal of the master plan is to provide clear guidance and recommendations on how to meet the demands for future recreational, programming, environmental, and maintenance needs, as well as establish priorities for future park renovations and facility improvements. Website: RWQCP LONG RANGE FACILITY PLAN Adoption Date: 2012 This plan identifies the anticipated improvements that will be needed at the RWQCP over a 50-year time horizon. Website: STORM DRAIN MASTER PLAN Adoption Date: 1993 The Storm Drain Master Plan was first developed in High priority problems identified in that plan were incorporated into a 2005 ballot measure to increase storm drainage fees through An updated plan is being developed. The purpose of the updated plan is to identify and prioritize a new set of storm drain projects to further improve the storm drain system in the City. The prioritized set of storm drain improvement projects will be incorporated into a proposed funding package that will form the basis of another ballot measure anticipated in Website: 14

16 REFERENCED PLAN SUMMARY CONTINUED SUSTAINABILITY AND CLIMATE ACTION PLAN (S/CAP) Adoption Date: 2007 The Sustainability and Climate Action Plan (S/CAP) is an ambitious plan to reduce the city s and community s greenhouse gas emissions to meet climate protection goals and also consider broader issues of sustainability, such as land use and biological resources. The S/CAP charts a path towards a more sustainable future, finds ways to improve quality of life, grows prosperity and creates a thriving and resilient community, all while dramatically reducing the city s carbon footprint and other environmental impacts. Website: URBAN FOREST MASTER PLAN Adoption Date: 2015 The purpose of the Urban Forest Master Plan is to establish long-term management goals and strategies to foster a sustainable urban forest in Palo Alto. The plan calls out standards for the overall care of the city s urban forest and provides goals and objectives for this area of maintenance responsibility for the next 10 years. Website: ZERO WASTE OPERATIONAL PLAN Adoption Date: 2007 The Zero Waste Operational Plan was an outgrowth of the Zero Waste Strategic Plan, finalized in The Strategic Plan set goals of 73% diversion of waste from disposal and a goal of eliminating all waste sent to landfills by Website: 15

17 NEXT STEPS This Strategic Plan is a living document that will be updated every three years. In addition, as part of the annual budget development process, the Department staff will review the goals and performance measures set out in this document to assess our progress towards achieving our Strategic Plan priorities. As necessary, the specific strategies and tactics identified in this plan will be adjusted to keep each Division on target to meet its goals and the applicable performance metrics. The Department s budget is aligned with and supports the priorities in this initial Strategic Plan and it is expected that each annual budget and any subsequent strategic planning effort will continue to maintain this alignment. This Strategic Plan sets organizational priorities in line with our Department s vision, mission and values. We will continue to make the necessary decisions to invest resources such as personnel, equipment and funding to these priorities to further ensure their delivery and success. 16

18 CONTINUING A LEGACY OF ACHIEVEMENT University Avenue underpass construction 1940 City Hall construction 1969 El Palo Alto circa 1890 San Francisquito Creek bank stabilization work 1958 Survey crew circa 1893 Waverley Street sidewalk construction circa 1910 CITY OF PALO ALTO Department of Public Works 250 Hamilton Avenue 6th Floor Palo Alto, CA Tel: Web: