City of Edmond Department of Public Works STRATEGIC PLAN FY2017/18. Public Services that Work!

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1 STRATEGIC PLAN FY2017/18

2 LETTER FROM THE DIRECTOR I am pleased to present our Fiscal Year City of Edmond Public Works Department Strategic Plan. This living document binds together our multi-faceted organization so we can more effectively serve our residents and businesses, now and in the future. The Plan introduces our Department s Vision, Mission, and Values Statements. The values direct how we accomplish our work and shape our culture. They also define what is important to us as Public Works professionals how we like to think of ourselves, and how we would like others to perceive us. Other important parts of the Plan are the Key Issues, Goals, Objectives, Strategies and Success Indicators (what defines success). The Key Issues section reflects what we believe to be the primary challenges and opportunities the Department will face in the upcoming years.. Our Strategic plan helps us make informed decisions about where to best direct resources, both effectively and efficiently. The Plan also outlines how we expect to measure our progress toward accomplishing the established goals. Our Department has experienced significant changes over the last few years while maintaining a staff of dedicated, talented and innovative professionals. Therefore, it is my desire that our Public Works employees participate in the success of our Strategic Plan by helping us 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, not only to measure our performance, but to also inspire us to look for opportunities for Trustworthy Service through Continuous Improvement as we deliver projects and services to the Edmond community. I encourage each of our employees to read the Plan, and to think about what we hope to achieve and why. This is our Plan and it will take the collective commitment of the entire Public Works Department at all levels to make it a success. Respectfully submitted, Herb Blomquist Director of Public Works

3 MISSION and VISION The City of Edmond Public Works Department s mission is to deliver high quality, low cost, best in class, services to its customers. Our vision for achieving this mission includes the development of strategic operating plans, and a commitment to continuous improvement and professional growth. Annual Open House Backhoe Bowling

4 VALUES High Ethical Standards include integrity and honesty treating others professionally and with respect commitment to the highest standards of behavior at all levels of the organization maintaining balance Innovation opens the door to new ideas and possibilities encourages staff, thereby creating an atmosphere of teamwork and cooperation. eliminates the status quo while encouraging paradigm shifts motivates the organization to embrace technology Accountability means exhibiting accountability through performance measures rewarding accountability creating trust

5 DEPARTMENT OF PUBLIC WORKS * Street Maintenance * Water Line Maintenance * Waste Water Line * Traffic * Solid Waste Collection * Curbside Recycling * Bulk Collection *Household Hazardous Waste * Fleet Management * Fleet Replacement * Vehicle Maintenance * Transit Bus Maintenance * Facility Management * Facility Maintenance * Custodial Cleaning * Key Control * Public Works Oversight * Capital Project * Office Staff Support * Document Quality Assurance

6 DIVISIONS FIVE Facility Maintenance Responsible for the preservation and maintenance of all City of Edmond building facilities. The division ensures that all maintenance, design, and construction of City facilities comply with all related building codes and regulations. Also, the division works with other city departments in planning of new or renovated facilities to ensure constancy in components and efficient maintenance. Field Services Responsible for the maintenance and upkeep of all public roads, water distribution and wastewater collection within the city limits and ensures compliance with DEQ regulations. The division is also responsible for guardrails, signage and signal systems, curbs and gutters, pipe crossings, drainage systems in the right of way, and city owned sidewalks. Additionally, the division assists in maintenance in undeveloped areas and partners with Oklahoma County for rural arterial roadway improvements through interlocal agreements. Fleet Management and Vehicle Maintenance Responsible for planning, directing, managing, and coordinating programs for the acquisition, utilization, maintenance, repair, and replacement of the vehicles/equipment of the city. The division is also responsible for ensuring City of Edmond compliance with all rules, regulations and codes legally pertaining to vehicles, vehicle maintenance and vehicle operations.

7 DIVISIONS FIVE Public Works Administration Responsible for the Public Works call center and the City s switchboard, the recording of field work and asset history, payroll, budget management, and accounts payable for Public Works divisions, analyzing the quality of data, and facilitating accurate reporting and assistance to division heads. Solid Waste Responsible for the collection, transfer and disposal of solid waste for all residents and businesses within the City of Edmond. This responsibility includes maintaining an inventory of residential and commercial carts, containers and recycling bins for distribution and replacement within the City of Edmond, managing contracts with the private sector for recycling bin collection, and performing environmental inspections in compliance with DEQ regulations. In addition to routine collection, the division offers to City of Edmond residents the collection of bulky items, by appointment, and hosts one hazardous waste drop off event per year.

8 KEY ISSUES Edmond Public Works is working to provide the most effective service to the community, while doing so at the lowest possible cost. In meeting the increasing demand for more and better service, there are many issues we face as a progressive Public Works agency. These are key issues in our FY2017/18 Strategic Plan: Aging Infrastructure implementing new construction or reconstruction is a lengthy process, and we are responsible for ensuring the safety and condition of public roads and buildings and a continuous delivery of water and removal of waste water regardless capital project planning. To this end, we continue to build in our preventive maintenance programs in an effort to decrease emergency repairs. Sustainable Practices providing the most efficient solid waste services in order to save costs, yet still maintaining a level of personal customer service and environmental protection. Expanding the use of more efficient products in our facilities requires balancing environmental and energy saving measures with budget constraints. Advancing Technology utilizing technology in the field to improve efficiency, to provide real-time information to our customers, and to reduce paper consumption. These advantages are offset by challenges of initial and upgrade costs, staff training, IT capacity, and connectivity and security issues. Communication improving communication through collaboration that supports the delivery of quality services. With a diverse population, we look for ways to align our communication methods with customer preferences. Professional Growth and Accountability growing the capacity of our employees means training in leadership and performance management. Our internal costs for services provided should reflect a high level of accountability for the efficiency and effectiveness of work performed.

9 GOALS Improve the quality of reports and collaboration between Public Works (PW) divisions, and identify and coordinate with at least one other city department annually in order to project future needs, facilitate coordination, and build relationships. Achieve American Public Works Association re-accreditation. Improve data collection, tracking and management each year in all PW divisions to increase operational efficiencies through incremental implementation of digital (paperless) processes compatible with Cityworks and/or other IT department hardware and software. Demonstrate fiscal responsibility in each PW division through reporting mechanisms designed to validate actual cost of services; annually establish at least one production benchmark and identify at least one opportunity for cost sharing partnerships. Analyze opportunities for increased infrastructure preventative maintenance under area of responsibility and implement at least one new preventative maintenance program/process. Ensure each PW division is annually prepared and capable of responding to emergency situations and events.

10 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority High Performing Government: Remain committed to effective, efficient, and equitable delivery of superior services by aligning strategy with operational goals supported by best management practices and internal/external collaboration. City of Edmond Initiative: Improve communication and collaboration throughout the organization. Public Works Goal I Improve the quality of reports and collaboration between Public Works divisions, and identify and coordinate with at least one other city department annually in order to project future needs, facilitate coordination, and build relationships. Objectives Coordinate between Public Works divisions to develop benchmarking reports based on the current work order system, collaborate with IT on report development as needed, and implement analysis of the reports to track staffing needs. Initiate an action plan to partner with the Planning and Engineering Departments to inspect building plans for compliance with established codes for Solid Waste access prior to plan approval. Provide written Vehicle Maintenance reports on the condition of Solid Waste trucks at the time of service to communicate opportunities to reduce expenses and increase the useful life of the Solid Waste trucks and equipment. Measurements A minimum of five new benchmarking Crystal reports are implemented by December 31, Cityworks data tables and work order forms are updated by December 31, 2017 in order to begin tracking asphalt/concrete costs. Percentage of number of Facility Maintenance work orders assigned versus total number completed has been analyzed, and a production benchmark established by June 30, Percentage of custodial square footage assigned versus total amount of time is analyzed monthly in order to establish a benchmark for production by June 30, Action plan for partnering with Planning and Engineering is developed by June 30, Solid Waste truck condition reports are implemented by June 30, 2018.

11 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority High Performing Government: Remain committed to effective, efficient, and equitable delivery of superior services by aligning strategy with operational goals supported by best management practices and internal/external collaboration. City of Edmond Initiative: Retain and grow a skilled workforce through training, performance management, accountability, and succession planning. Public Works Goal II Achieve American Public Works Association re-accreditation. Objective Review existing policies and work practices to ensure they are documented, and develop new policies in accordance with APWA best practices to ensure Public Works continues to grow in professional services to the community. Measurement Re-accreditation is achieved by December 31, 2017.

12 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority Financial Responsibility: Maintain fiscal stability in order to deliver high quality services, which requires effective and transparent financial systems, accurate and reliable forecasting of revenues/expenditures, and responsible spending. City of Edmond Initiative: Promote fiscal stability by gaining efficiencies, mitigating costs, identifying new revenue opportunities, and exploring financial partnerships both internal and external. Public Works Goal III Improve data collection, tracking and management each year in all Public Works divisions to increase operational efficiencies through incremental implementation of digital (paperless) processes compatible with Cityworks and /or other IT provided hardware and software. Objectives Develop workflow and determine equipment needs for digital service request and work order completion and implement a pilot program utilizing the methodology within Field Services Traffic, which will identify opportunities and challenges to the process before expanding to other divisions. Conduct detailed digital route analysis for Solid Waste and partner with IT to utilize the G.I.S. system for Solid Waste purposes. Utilize a Vehicle Maintenance service entrance and desk to facilitate drop-offs and increase scheduling efficiency. Measurements Workflow and equipment needs are determined by December 31, Pilot program is implemented with Traffic by March 31, Digital route analysis is completed by December 31, Service entrance and desk is operational by December 31, 2017.

13 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority Financial Responsibility: Maintain fiscal stability in order to deliver high quality services, which requires effective and transparent financial systems, accurate and reliable forecasting of revenues/expenditures, and responsible spending. City of Edmond Initiative: Promote fiscal stability by gaining efficiencies, mitigating costs, identifying new revenue opportunities, and exploring financial partnerships both internal and external. Public Works Goal IV Demonstrate fiscal responsibility in each Public Works division through reporting mechanisms designed to validate actual cost of services; annually establish at least one production benchmark and identify at least one opportunity for cost sharing partnerships. Objectives Implement a pilot program using work order and financial data to identify historical and yearly averages of costs for internal and contracted services and supplies in order to analyze allocations compared to actual costs and national standards. Perform a cost analysis for each major category of services provided by Public Works Administration to substantiate allocation costs and discuss with Electric Administration the potential for increased call responsibility for the front desk personnel, which may result in reduced personnel overhead for both departments. Develop methodology for utilizing actuals compared to estimates in order to project future budgets for maintaining vehicles. Measurements Pilot program is initiated for at least one department by December 31, Cost analysis for administrative services is completed by December 31, Methodology for determining vehicle maintenance budgeted is completed by December 31, 2017.

14 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority Infrastructure: Maintain and develop Edmond s infrastructure to provide safe, reliable, adaptable, and responsive services to citizens and the business community. City of Edmond Initiative: Enable infrastructure to be utilized longer by giving the same level of importance and attention to the maintenance of infrastructure as to the construction of new facilities. Public Works Goal V Analyze opportunities for increased infrastructure preventative maintenance under area of responsibility and implement at least one new preventative maintenance program/process. Objectives Develop a preventative/routine maintenance program for cleaning storm water related infrastructure to maximize storm water capacity in order to reduce damage to roadway infrastructure, enhance safe driving conditions, and reduce property damage. Initiate a maintenance program for routinely inspecting City facilities and infrastructures, which will enhance and prevent deterioration of the city s properties, as well as promote the safety of employees and visitors. Measurements Storm water related infrastructure preventative maintenance program is fully utilized by December 31, A building inspection checklist is completed and process for submitting work orders based on checklist is established by September 30, Beginning October 1, 2017, inspections are completed monthly on two or more City facilities and work orders initiated as needed.

15 GOALS, OBJECTIVES & MEASUREMENTS City of Edmond Priority Safe Community: Provide a safe environment for the community and actively deliver the highest level of public safety programs and services. City of Edmond Initiative: Enable infrastructure to be utilized longer by giving the same level of importance and attention to the maintenance of infrastructure as to the construction of new facilities. Public Works Goal VI Ensure each PW division is annually prepared and capable of responding to emergency situations and events. Objectives Collaborate with Public Works divisions and City departments to ensure equipment is available and relocation is understood, and provide training on levels of emergency response to the public, and how the public may seek assistance with storm debris. Add a dedicated supply chain to facilitate increased accessibility to vehicle parts and sources in the case of an emergency to include cooperative agreements with other cities and suppliers. Assess NIMS compliance for all Public Works employees and obtain certification as needed. Assess hazmat training status and coordinate with the Fire Department for inclusion in any upcoming training exercises so that Field Services will be familiar with how they fit within the incident command structure and will be able to provide additional resources in the event of a hazardous material emergency. Measurements Public Works administrative offices are fully prepared to relocate and to provide accurate information to the public by December 31, Dedicated supply chain and cooperative agreements are in place by December 31, NIMS training required are identified and at least 50% of the appropriate training is obtained by December 31, By December 31, 2017, complete assessment of training needs and meet with counterparts in the Fire Department to coordinate joint exercises.

16 REFERENCED PLAN SUMMARY Our Strategic Plan has considered the various plans the department staff has taken into account in setting the strategy, goal and measurements for next three years. The diverse requirements of Public Works is incorporated by reference and not specifically included in the over-arching Strategic Plan document. CAPITAL IMPROVEMENT (INFRASTRUCTURE) PLAN 2000 and 2016 Dedicated Sales Tax The Capital Improvement Plan is a multi-year rolling plan designed to fund capital projects not funded by enterprise or internal service funds. Examples of these projects include roadway reconstruction, public facility construction and improvements, and traffic control. FACILITY MAINTENANCE ALLOCATIONS Reviewed and Updated: Annually The Facility Maintenance Allocations process is performed annually to ensure the necessary funding is reflected in the five-year budget plan in order to maintain existing facilities according to IFMA standards. URBAN FORESTRY MASTER PLAN Adoption Date: 1999 The purpose of the Urban Forestry Master Plan is to establish long-term management goals and strategies to foster a sustainable urban forest in the City of Edmond. The plan includes protection requirements of existing urban forest, landscaping requirements for new construction, and provides goals and objectives for maintenance responsibility. STORM WATER MASTER PLAN Adoption Date: 2005 The Storm Water Master Plan identifies high priority drainage issues and mitigation efforts, The plan is funded by an assessment fee with each utility bill. The purpose of the plan provides for the maintenance requirements and enforcement efforts necessary to reduce flooding and protect our waterways. SUSTAINABILITY AND ENVIRONMENTAL ACTION REPORT Reviewed and Updated: Biennially The Sustainability and Environmental Action Report is part of the city s effort to reduce greenhouse gas emission to meet climate protection goals. The report considers issues such as land use, waste reduction, and environmental impacts FLEET REPLACEMENT MASTER PLAN Adoption Date: 2000 The Fleet Replacement Master Plan was created to ensure the city s fleet is inventoried with the necessary and appropriate fleet to perform required services. The plan projects a rolling 20 year replacement analysis and is funded by lease rates to cover replacement cost upon anticipated lifespan. This program has proven very successful as it does not compete with General Fund annually. The plan includes usage analysis, operational costs and projected price increases.

17 NEXT STEPS This Strategic Plan is a living document to be updated every year. In addition, as part of the City of Edmond annual budget development process, Department staff will review the goals, objectives and success indicators as set out in this document to assess our progress toward achieving our Strategic Plan priorities. As necessary, the key issues, goals, objectives and indicators will be adjusted to keep each Division on target to meet objectives and applicable success indicators. The Department s budget is aligned and supports the goals of this Strategic Plan and City of Edmond priorities. It is also expected that each annual budget and any subsequent strategic planning effort will continue to maintain this alignment. This Strategic Plan sets organizational goals in line with the City of Edmond Strategic Plan and our Department s vision, mission, and core values. We will continue to make the necessary decisions to invest resources such as personnel, equipment, and funding to these goals to further ensure their delivery and success.

18 CONTINUING A LEGACY OF ACHIEVEMENT Photograph courtesy of the Edmond Historical Society & Museum CITY OF EDMOND Department of Public Works 2004 Old Timbers Drive Edmond, OK Tel: Web: