HomeMy WebLinkAbout01-20-2015 B2 Public Works Department 5-Year Strategic PlanCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Daryl Grigsby, Public Works Director
Prepared By: Ryan Betz, Administrative Analyst
SUBJECT: THE CITY OF SAN LUIS OBISPO PUBLIC WORKS DEPARTMENT
5-YEAR STRATEGIC PLAN
RECOMMENDATION
1. Receive and file the Public Works Department’s 5-Year Strategic Plan.
DISCUSSION
In 2011 the Public Works Department completed a major organizational assessment that
reviewed all facets of the Department. One of the primary recommendations of that document
was the need to develop a Strategic Plan (Plan). The Public Works strategic plan communicates
a clear vision of where the Department is headed, and articulates the specific steps and action
plans to achieve that vision. The Plan also also decribes the process used to engage the public,
staff and other stakeholders. The final chapter, titled the Action Plan, is included with the
Strategic Plan and is an important tool to ensure the specific and measureable tasks are
completed on time.
The development of the Plan proceeded in three phases. The first phase included the review of
the organizational assessment, employee surveys, reviews of operations and processes that were
completed over the past three years. This review was conducted by the Department Head,
Deputy Director’s, and each of the Department’s twelve program managers (management team).
The second phase involved stakeholder interviews designed to engage some of the Department’s
most frequently served internal and external customers. The interview questions were designed
to understand their biggest challenges over the next five (5) years and how the Department could
help them meet those challenges. Common themes emerged from those interviews and they in
turn guided the development of the Plan.
The third phase, with the assistance of an in-house facilitator, consisted of a series of staff
workshops designed to organize the material from the previous organizational assessment,
studies, and stakeholder input noted above. The compilation of that prior work and input enabled
the Management team to create a vision for the future. Specifically, the interests and expectations
of citizens, partners, stakeholders formed the basis for the Department’s Strategic Directions
(Direction), Goals and Annual Objectives. The workshops also offered the management team
opportunities for team-building, streamlining operations and identifing solutions to near and
long-term challenges.
Step 1 - Directions, Goals and Annual Objectives
The Directions, Goals and Annual Objectives take a variety of previous efforts and stakeholder
input and organize them into specific, result oriented tasks. Descriptions for the Direction, Goal
and Annual Objective are:
1/20/2015
B2
B2-1
PUBLIC WORKS DEPARTMENT’S 5-YEAR STRATEGIC PLAN Page 2
The Directions were organized into three broad categories:
1. Providing & Managing Excellent Community Assets
2. Enhancing Productive Relationships
3. Supporting & Developing Staff
Each of these Directions contained at least one Goal, which were more specific in nature and
captured multiple annual objectives. Using this process, staff developed nine goals and eighty-
four annual objectives to be completed over the next five-years.
Step 2 – Action Plan
After reviewing the organizational
assessment, holding stakeholder
interviews, conducting staff
workshops and presenting the results
to the Department, the management
team assigned the annual objectives
to a lead(s) staff person and a year.
The lead is the position responsible
for completing the annual objective
during the assigned year. For the
annual objectives that are more
complex, several lead staff postions
were assigned to help foster the
team-oriented approach developed
during the staff workshop. While
the number of annual objectives is
highest in Years 1 and 2, many of
these are exploratory in nature with
the implementation of the item
coming the following year.
Step 3 - Implementation
The Department will formally begin
implementation of the Strategic Plan
with the setting of staff goals for
fiscal year 2015-16, and each
DIRECTION
Broad, overarching
focus area for the next
five years
GOAL
A subset of the
Direction with a more
particular focus
ANNUAL OBJECTIVE
Measurable and clear
actions which when
completed meet the
Goal and Direction
B2-2
PUBLIC WORKS DEPARTMENT’S 5-YEAR STRATEGIC PLAN Page 3
following year. In reality, work is underway and some Objectives are expected to be completed
by the end of 2014-15. The action plan will be used as part of the Department’s employee work
programs and annual report to ensure the work effort is being completed and reported to the
Council and community. The annual report noted above will include a summary of the progress
of the Action Plan from the prior year, and restate the Annual Objectives for the upcoming year.
This report will be submitted to the City Council each year, and following that submittal; will be
shared with citizens and other stakeholders.
The Plan is intended to be an organic and living document. In addition to working on the specific
Annual Objectives each year; the Department management team will review the upcoming year’s
Objectives to insure they are still valid given existing and/or changed conditions. While specific
Objectives could change, they would still fit within the structure of the Direction and the Goals.
FISCAL IMPACT
Receiving and filing the Plan does not result in a direct fiscal impact. The Plan was designed so
that each of the annual objectives were attainable with limited need for additional resources.
Beause the objectives will be completed in-house, by teams of Public Works staff, direct costs
will be kept to a minimum. In cases where completion of annual objectives results in a
recommendation for additional resources, the Department will determine first if resources exist
anywhere within the Department’s program budgets. Should those resources not be available,
additional resources will be requested as part of a financial plan process.
ATTACHMENT
5-Year Strategic Plan
T:\Council Agenda Reports\2015\2015-01-20\Public Works 5-Year Strategic Plan
B2-3
1 | Page
5-Year Strategic Plan (2015-2020)
Department of Public Works
City of San Luis Obispo
ATTACHMENT 1
B2-4
2 | Page
It is an exciting time to be in Public Works – and to be part
of the partnership that enhances the present and shapes the
future of the City. The beauty of local government is that
what we do each day makes a tangible difference in the lives
of real people, in some cases in minutes, sometimes much
longer. Either way – our projects and services are an
essential part of a healthy, vibrant, mobile, sustainable and
livable San Luis Obispo.
This Strategic Plan (Plan) describes – in simple terms; why
we work (vision), what we do (mission), how we do it
(values). From that foundation, the Plan describes in detail
what specific enhancements we will do to make those words
(concepts?) a reality.
In addition, the word ‘Public’ in our Department title is no
accident. The Public has paid for – and owns – all the
facilities we maintain on their (your!) behalf. Consequently –
this plan is based, to a large degree, on comments and needs
from various segments of our community. That is why the
first sentence in my message speaks of ‘partnership’.
Everything we do involves partners; Council direction, City
Manager support, citizen engagement, other city and
regional agencies - - and an untold number of stakeholders
and residents.
The Strategic Plan is a straightforward and clear roadmap
of where we are going. Most important; it will inspire
citizens, employees, and other stakeholders to be an active
partner in the continual improvement in the services and
projects of the Public Works Department.
San Luis Obispo is a beautiful and vibrant community –
and the Public Works Department is privileged to be a part
of its exciting present and even brighter future. Public Works
has a role in every aspect of a community’s quality of life;
from safety, health, economic vibrancy, mobility, natural
resource protection.
Daryl Grigsby,
Director of Public Works
Welcome
Table of
Contents
Department
Overview
Programs &
Services
Our Mission
How We
Developed Our
5-Year Strategic
Plan
Directions and
Goals
Daryl Grigsby, Director
ATTACHMENT 1
B2-5
3 | Page
Department Overview
ATTACHMENT 1
B2-6
4 | Page
Programs & Services
ATTACHMENT 1
B2-7
5 | Page
Our Mission
What We Do
Preserving and enhancing city infrastructure for an accessible,
safe, and inclusive community experience.
How We Do It
Partnering for excellence, providing results.
Why We Do It
Inspiring you to have the best day you’ve ever had.
Street Maintenance
Program
Spent $1.2 million on
street reconstruction &
resurfacing in 2013-14
Maintains 130 miles of
streets & 240 miles of
sidewalks
Responds to 370
sidewalk repair & 195
debris removal requests
annually
ATTACHMENT 1
B2-8
6 | Page
Developing Our 5-Year Strategic Plan
This report is to provide a follow-up to the Organizational Assessment completed by
the Public Works Department in April of 2011 by the Matrix Consulting Group. Based
upon recommendations contained in that report, Public Works staff developed an
Implementation Plan, and has followed up with two Quarterly Status Reports that
were forwarded to the City Council.
The Organizational Assessment included 301 specific recommendations for the
Department to implement. Those recommendations focus on a Six Point Agenda for
Change. This Agenda for Change, now renamed Focus Areas, are:
1. Accountability 4. Administrative and
Management Structure
2. Asset Management 5. Preventative Maintenance
3. Maintenance Management 6. Service Delivery
This Strategic Plan is both a recommendation of, and essentially fulfills – the earlier
Organizational Assessment. The most notable examples are listed below:
1. Under Accountability there were two primary recommendations’ to develop a
Strategic Plan and Goals & Objectives. This document accomplishes both of those
tasks.
2. Three of the Focus Areas: Asset Management, Maintenance Management and
Preventative Maintenance – are thoroughly covered within this document’s Strategic
Direction of Providing and Managing Excellent Community Assets section.
3. The last Focus Area, Cost Effective Service Delivery, is embedded in the Strategic
Goal of Align Available Resources with Services (under Develop Employees Direction)
and Implement Innovative Maintenance Solutions (under Providing and Managing
Excellent Community Assets.)
4. The Focus Area of Administrative and Management Structure included
recommendations implemented prior to this report and is further explored in many
of the Annual Objectives included in this Strategic Plan.
Essentially – the Strategic Plan should be considered the measurable outcome and
natural successor to the Organizational Assessment.
ATTACHMENT 1
B2-9
7 | Page
The Process…inclusionary
UNDERSTANDING OUR ORGANIZATION
Staff gathered and reviewed the previous organizational assessments,
surveys, and reports to better understand what areas have been
addressed and which ones needed further focus.
STAKEHOLDER INVOLVEMENT
In June, 2014, the Public Works management team met with a variety of
stakeholders, including:
City Council
Neighborhood Groups
Downtown Association
Chamber of Commerce
Department Heads
Government Agencies (County of San Luis Obispo, Cal Poly, SLO
County of Governments, Regional Transit Authority (RTA),
California Department of Transportation (CalTrans)
The meetings were designed to engage some of the Department’s most
frequently served internal and external customers. The interview
questions were designed to understand their biggest challenges over the
next 5 years and how the Department could help them meet those
challenges. A variety of common themes were developed from those
interviews which helped guide the development of the Plan.
ATTACHMENT 1
B2-10
8 | Page
COMMON THEMES FROM STAKEHOLDERS
ATTACHMENT 1
B2
-
1
1
9 | Page
STAFF WORKSHOPS
With the help of an in-house facilitator, staff used the previous
organizational assessments and stakeholder input to develop specific
Direction, Goals and Annual Objectives for the next 5-Years.
ANNUAL
OBJECTIVE
Specific items that can be
completed to meet the Goal and
Direction
GOAL
More specific and
detailed themes that
capture multiple annual
objectives
DIRECTION
Broad, overarching
themes that are
ongoing
PROVIDING AND
MANAGING EXCELLENT
COMMUNITY ASSETS
Proactively Manage
Assets
Review funding maintenance issues
and develop a new City policy for
funding maintenance of new
infrastructure.
Research lessons and experiences from
Asset Management in other public
works agencies.
Implement Innovative
Maintenance Solutions
Incorporate Low Impact Development
(LID) elements into projects and
request funds.
Investigate and implement AC
(Asphalt-Concrete) alternatives.
Urban Forest Program
Maintains 18,900 street
trees
Annually plants 100 new
Trees and prunes 1,900
trees
ATTACHMENT 1
B2-12
10 | Page
Directions and Goals
# of ANNUAL
OBJECTIVES
GOAL DIRECTION
Providing &
Managing Excellent
Community Assets
Proactively Manage
Assets 11
Implement Innovative
Maintenance Solutions 9
Using Technology to
Enhance Service 9
Enhance Safe and Efficient
Transportation 9
Enhancing
Productive
Relationships
Connect with Our
Community 14
Enhance Internal
Partnerships 7
Communicate
Results 7
Supporting &
Developing Staff
Invest in Employee
Development 12
Align Available
Resources with Service
Needs
6
ATTACHMENT 1
B2-13
11 | Page
Focus on Improving
the Culture
•Don Maruska;
‘Quality Work,
Quality People’
•Les Evans,
background work
Organization
Review & Study
•City Manager's
‘Hopes and Dreams’
for Public Works
•2011 Matrix
Organizational
Assessment
Building the
Organization
•Mattingly ‘Powering Up Public
Works’
•Jean Steel Training
•Adopt new Vision and Mission
Statements
•Develop 5-Year Strategic Plan
•Adopt Strategic Plan
•Implement Year 1 Objectives
STAFF FEEDBACK
Once the draft Direction, Goals and Annual Objectives were
developed, several presentations were provided to Public Works staff.
The purpose of the presentation was to:
Describe the process for developing the directions, goals and
annual objectives.
Demonstrate the role of each division and program within the
annual objectives.
Answer questions and gather feedback about each of the annual
objectives
Review the 1st year (July 2015-June 2016) Action Plan
TIMELINE
ACTION PLAN
After reviewing the organizational assessment, holding stakeholder
interviews, conducting staff workshops and presenting the results to the
Department, the management team assigned the annual objectives a
Lead(s) and a Year. The lead is the position responsible for completing
the annual objective during the assigned year. For many of the
objectives, there are several leads and will require additional staff
support to complete the objective. While the number of annual
objectives is highest in Years 1 and 2, many of these are exploratory in
nature with the implementation of the item coming the following year.
2009-11 2011-13 2013-15
ATTACHMENT 1
B2-14
12 | Page
Action Plan
Directions, Goals & Annual Objectives
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL A –Proactively Manage Assets
ANNUAL OBJECTIVES Lead
#1 Publish an Annual Work-plan section for the Public Works Department including establishing
priorities, roles in Major City Goals, selected key projects, and general assumptions about ongoing
maintenance activities. -
Analyst/Program
Managers
#2 Review funding maintenance issues and develop a new City policy for funding maintenance of new
infrastructure.
Dep. Dir.
Transportation/City
Engineer/Analyst
#3 Research lessons and experiences from Asset Management in other public works agencies. Facilities Sup./PW Intern
#4 Determine Asset Management capability of Cityworks City Engineer
#5 Outline Project Plan for development of an asset management system for the Public Works
Department – including role identification, purpose, outcomes, costs, etc.
City
Engineer/Director/Analyst
/Intern
#6 Request funding for Facilities Master Plan. Facilities Sup.
#7 Develop replacement and maintenance targets for key public assets (pavement, storm drains, curb
ramps, signals, etc. – and report on outcomes each year.
City Engineer
#8 Prioritize Long Range Capital Improvement Projects for large scale infrastructure. Dep. Dir.
Transportation/City
Engineer
#9 Request funding for an Urban Forest Master Plan. Arborist/Analyst
#10 Produce a Public Safety section in the annual report summarizing claims and pro-active
maintenance.
Streets Sup./Analyst
#11 Work with Finance to exceed deadline for Transit Fund submission. Transit Manager/Analyst
GOAL B –Implement Innovative Maintenance Solutions
ANNUAL OBJECTIVES Lead
#1 Incorporate Low Impact Development (LID) elements into projects and request funds. City Engineer
ATTACHMENT 1
B2
-
1
5
13 | Page
#2 Investigate and implement AC (Asphalt-Concrete) alternatives. Sup. Civil Eng.
#3 Publish ‘white paper’ which anticipates trends (Ex: climate change, community demographics) to
focus efforts related to PW managed assets and programs.
Director/PW Intern
#4 Investigate a Fleet Internal Service Fund. Fleet Sup./Analyst
#5 Update the Fleet purchase policy to streamline the process. Fleet Sup.
#6 Develop city-wide Asset Responsibility Matrix that indicates which Department/Division/Section is
responsible for specific components of each city asset.
City Engineer
#7 Research feasibility of APWA National Accreditation. Analyst/Transp.
#8 Research feasibility of Mandatory No-Parking signage for street sweeping; or other similar program. Parking Mangr./Streets
Sup.
#9 Investigate program to fund concrete transit pads in conjunction with Area Paving Program. Transit Manager/Sup.
Civil Eng.
GOAL C –Using Technology to Enhance Service
ANNUAL OBJECTIVES Lead
#1 Identify and prioritize business needs or programs that would benefit most from new technology. Analyst/Program
Managers
#2 Assess the use, benefits, untapped potential and unmet needs of all existing PW IT tools (Cityworks,
Cartegraph, project mgmt., etc.).
Fleet Sup., Sup. Civil Eng./
Street Sup.
#3 Designate PW IT Liaison to communicate with IT on PW needs and goals. Director
#4 Request funding for field technology and provide ongoing training. IT Liaison
#5 Develop and train internal specialists in technology within Public Works. IT Liaison
#6 Select Project Management software. Sup. Civil Eng.
#7 Implement Project Management software. Sup. Civil Eng.
#8 Assess ability of Cartegraph to provide foundation for Internal Service Fund for Fleet Fleet Sup.
#9 Add section within the annual report on Resource Management (fuel, energy, water ). Facilities Sup./Analyst
GOAL D –Enhance Safe and Efficient Transportation
ANNUAL OBJECTIVES Lead
#1 Implement Annual Traffic Safety Program and recommend projects, and summarize findings in year -Transp. Manager
ATTACHMENT 1
B2
-
1
6
14 | Page
end report.
#2 Complete the Short-range transit plan update and report to Council with recommendations. Transit Manager
#3 Investigate an upgrade to signal management system. Transp. Manager/Streets
Sup.
#4 Implement a Neighborhood Traffic Management (NTM) program and recommend projects. Transp. Manager
#5 Request Council endorsement of NACTO Urban Bike Design Guidelines. Transp. Manager
#6 Present plan for funding and construction of Palm-Nipomo Parking Garage Parking Manager
#7 Include ‘Mobility Update’ in the annual report, which summarizes a) parking spaces provided to
downtown visitor, transit ridership, citywide bike volumes, citywide pedestrian volumes, citywide
vehicle volumes.
Dep. Dir.
Transportation/Transp.
Manager
#8 Develop and implement new initiative to increase transit ridership. Transit Manager
#9 Identify work elements needed to implement Circulation elements and policies in the LUCE Transp. Manager/Transp.
Planner
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL A – Connect with Our Community
ANNUAL OBJECTIVES Lead
#1 Establish a community engagement program such as PW Citizen’s Academy, Ride-Alongs,
participation in City-wide Academy -
Director/Communications
Comm. (Chair)
#2 Explore consolidation BAC, MTC, into one overall Mobility Advisory Body Dep. Dir.
Transportation/Transit
Manager/Transp. Planner
#3 Coordinate and document ongoing community engagement with PW “Teams” out in the field ;
including summarizing forums and findings
Sup. Admin.
#4 Establish Community Stewards In Neighborhoods – educate citizens, provide equipment Communications Comm.
(Chair)
#5 Host an Annual Summit on Mobility Among Other Government Agencies Dep. Dir.
Transportation/Transp.
Manager/Transit Manager
#6 PW Program Mgrs. Host Annual Summit, County Wide, PW Managers Director/Streets
Sup/Parks Sup/Arborist
ATTACHMENT 1
B2
-
1
7
15 | Page
#7 Work with the school district to assess area of potential largest impact of PW engagement in school
program
Communications Comm.
(Chair)/Arborist/Transit
Manager
#8 Establish a partnership with one other PW or similar agencies that includes regular inf ormation-
sharing at annual joint meeting
Director/Parking Manager
#9 Prepare a Council study session “Sidewalk Safety and Maintenance: Roles and Responsibilities’” to
build Council understanding of sidewalk needs and benefits and clarify public and private roles, ADA
needs and co-existence of trees and sidewalks
City Engineer/Streets.
Sup./Senior Civil/Arborist
#10 Inform external stakeholders of our interest in being an active participant in their goal-
setting/Strategic Planning (Ex: DA, Chamber)
Sup. Admin.
#11 Establish meaningful measures of service to the public and report as part of budget and annual
report
Deputy Directors/Analyst
#12 Report annually - support for the Downtown area (DA boundaries) through cleaning efforts, event
staffing, and capital project improvements. Provide to DA Board
Analyst
#13 Complete the Development Review transition plan and report to stakeholders dep. Dir. Transportation
#14 Develop list of ongoing External Stakeholders Sup. Admin./Director
GOAL B –Enhance Internal Partnerships
ANNUAL OBJECTIVES Lead
#1 Define, through City Manager dialogue, expectations on addressing immediate issues and
developing expectations and protocols for response and notification
Director and Deputies
#2 Partner with Finance to achieve timely funding for project delivery City Engineer-Sup. Civil
Eng.
#3 Identify other upcoming city department goal setting/Strategic Planning and request participation Sup. Admin.
#4 Update and identify tasks and responsibilities (project plan) for PW Emergency Response Director, City Engineer,
Facilities Manager, Streets
Manager
#5 Identify PW Emergency Response (ER) Coordinator and create project plan for ER plan Designated PW ER
Coordinator
#6 Implement PW disaster response desk-top drill Designated PW ER
Coordinator
#7 Invite Department Heads to each Tri-Annual meeting and selected Program Manager meetings Sup. Admin. (Year 1)
ATTACHMENT 1
B2
-
1
8
16 | Page
GOAL C –Communicate Results
ANNUAL OBJECTIVES Lead
#1 Research and document outcomes regarding other agencies/cities proactive communication
programs
Sup. Admin./Arborist
#2 Produce Annual Report on 5-Year Strategic Plan Update, including status of Annual Objectives Analyst
#3 Participate in Citywide Dashboard/Performance Measurement Project. Analyst
#4 Develop and implement City Manager/City Council Request tracking system Sup. Admin.
#5 Develop checklist wherein every completed Capital Project, and/or discrete program has a Council
Note and one of the following: a.) Ribbon-cutting, b.) Press Release or c.) Other notification
Sup. Civil Engr.
#6 Submit local or national recognition for a project or service through a professional association Sup. Civil Engr.
#7 Update the 5-Year Strategic Plan Analyst/Director/Program
Managers
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL A – Invest in Employee Development
ANNUAL OBJECTIVES Lead
#1 Utilize Communications Comm. to create Staff Development Subcommittee and plan Analyst
#2 Define and publish attributes for success and promotion Sup. Admin /Program
Managers
#3 Establish internal coaching, mentoring and training program which matches the attributes for
success
Communications Comm.
(Chair)
#4 Enroll PW staff in Citywide Leadership Academy Sup. Admin
#5 Implement an internal Job-Shadowing Program Communications Comm.
(Chair)
#6 Identify funding to enhance professional development Analyst
#7 Establish Department-wide Training Tracking system that summarizes all training received by every
employee
Sup. Admin
#8 Complete a SWOT analysis with staff in each PW Program; and use results in future Annual
Objectives
Analyst/Program
Managers
#9 Tri-Annual Meetings include staff development element Communications Comm.
(Chair)
ATTACHMENT 1
B2
-
1
9
17 | Page
#11 Establish New Employee Orientation Director/Sup.
Admin./Transit
Manager/Arborist
#12 Research feasibility of proactive involvement in APWA Donald C Stone Center for Leadership
Excellence in Public Works
Parks Maint. Manager,
Transp. Manager, City
Engineer, Sup. Admin
GOAL B – Align Available Resources with Service Needs
ANNUAL OBJECTIVES Lead
#1 Identify existing service-level agreements that cover all existing service deliverables with City and
external partners and develop process for creating/managing future agreements.
Parks Sup./Program
Managers
#2 Develop and implement a Comprehensive Alternative Funding Strategy for new infrastructure. Dep. Dir.
Transportation/Analyst
#3 Establish a “Resource Impact” section as part of all staff reports similar to Finance Impact request
resource augments as needed.
Analyst/Facilities Sup
#4 Research resource level standards for all of the City’s existing assets (ex: staff/acre of park) City Engineer/Program
Managers
#5 Establish standards for service delivery consistent with available resources Analyst/Program
Managers
#6 Complete review of Program Manager duties, span of control, responsibilities; and internal equity Director and Deputy
Directors
Total # of Annual Objectives 84
ATTACHMENT 1
B2
-
2
0
18 | Page
Action Plan
Directions, Goals & Annual Objectives
By Year
YEAR 1 (July 2015-June 2016)
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL A –Proactively Manage Assets
ANNUAL OBJECTIVES Lead
#1 Research lessons and experiences from Asset Management in other public works agencies. Facilities Sup./PW Intern
#2 Determine Asset Management capability of Cityworks City Engineer
#3 Request funding for Facilities Master Plan. Facilities Sup.
#4 Request funding for an Urban Forest Master Plan. Arborist/Analyst
#5 Produce a Public Safety section in the annual report summarizing claims and pro-active
maintenance.
Streets Sup./Analyst
#6 Work with Finance to exceed deadline for Transit Fund submission. Transit Manager/Analyst
GOAL B –Implement Innovative Maintenance Solutions
ANNUAL OBJECTIVES Lead
#1 Investigate and implement AC (Asphalt-Concrete) alternatives. Sup. Civil Eng.
#2 Investigate a Fleet Internal Service Fund. Fleet Sup./Analyst
#3 Develop city-wide Asset Responsibility Matrix that indicates which Department/Division/Section is
responsible for specific components of each city asset.
City Engineer
#4 Investigate program to fund concrete transit pads in conjunction with Area Paving Program. Transit Manager/Sup.
Civil Eng.
GOAL C –Using Technology to Enhance Service
ANNUAL OBJECTIVES Lead
#1 Identify and prioritize business needs or programs that would benefit most from new technology. Analyst/Program
Managers
#2 Assess the use, benefits, untapped potential and unmet needs of all existing PW IT tools (Cityworks,
Cartegraph, project mgmt., etc.).
Fleet Sup., Sup. Civil
Eng./ Street Sup.
ATTACHMENT 1
B2
-
2
1
19 | Page
#3 Designate PW IT Liaison to communicate with IT on PW needs and goals. Director
#4 Select Project Management software. Sup. Civil Eng.
#5 Assess ability of Cartegraph to provide foundation for Internal Service Fund for Fleet Fleet Sup.
GOAL D –Enhance Safe and Efficient Transportation
ANNUAL OBJECTIVES Lead
#1 Implement Annual Traffic Safety Program and recommend projects, and summarize findings in year -
end report.
Transp. Manager
#2 Implement a Neighborhood Traffic Management (NTM) program and recommend projects. Transp. Manager
#3 Request Council endorsement of NACTO Urban Bike Design Guidelines. Transp. Manager
#4 Present plan for funding and construction of Palm-Nipomo Parking Garage Parking Manager
#5 Identify work elements needed to implement Circulation elements and policies in the LUCE Transp. Manager/Transp.
Planner
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL A – Connect with Our Community
ANNUAL OBJECTIVES Lead
#1 Report annually - support for the Downtown area (DA boundaries) through cleaning efforts, event
staffing, and capital project improvements. Provide to DA Board
Analyst
#2 Complete the Development Review transition plan and report to stakeholders Dep. Dir. Transportation
#3 Develop list of ongoing External Stakeholders Sup. Admin./Director
GOAL B –Enhance Internal Partnerships
ANNUAL OBJECTIVES Lead
#1 Define, through City Manager dialogue, expectations on addressing immediate issues and
developing expectations and protocols for response and notification
Director and Deputies
#2 Partner with Finance to achieve timely funding for project delivery City Engineer-Sup. Civil
Eng.
#3 Identify other upcoming city department goal setting/Strategic Planning and request participation Sup. Admin.
ATTACHMENT 1
B2
-
2
2
20 | Page
#4 Identify PW Emergency Response (ER) Coordinator and create project plan for ER plan Designated PW ER
Coordinator
#5 Invite Department Heads to each Tri-Annual meeting and selected Program Manager meetings Sup. Admin. (Year 1)
GOAL C –Communicate Results
ANNUAL OBJECTIVES Lead
#1 Produce Annual Report on 5-Year Strategic Plan Update, including status of Annual Objectives Analyst
#2 Participate in Citywide Dashboard/Performance Measurement Project. Analyst
#3 Develop and implement City Manager/City Council Request tracking system Sup. Admin.
#4 Develop checklist wherein every completed Capital Project, and/or discrete program has a Council
Note and one of the following: a.) Ribbon-cutting, b.) Press Release or c.) Other notification
Sup. Civil Engr.
#5 Submit local or national recognition for a project or service through a professional association Sup. Civil Engr.
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL A – Invest in Employee Development
ANNUAL OBJECTIVES Lead
#1 Enroll PW staff in Citywide Leadership Academy Sup. Admin
#2 Complete a SWOT analysis with staff in each PW Program; and use results in future Annual
Objectives
Analyst/Program
Managers
#3 Tri-Annual Meetings include staff development element Communications Comm.
(Chair)
#4 Implement Skills Based Pay and Assess program City Engineer/Program
Managers
#5 Establish New Employee Orientation Director/Sup.
Admin./Transit
Manager/Arborist
GOAL B – Align Available Resources with Service Needs
ANNUAL OBJECTIVES Lead
ATTACHMENT 1
B2
-
2
3
21 | Page
#1 Identify existing service-level agreements that cover all existing service deliverables with City and
external partners and develop process for creating/managing future agreements.
Parks Sup./Program
Managers
#2 Establish a “Resource Impact” section as part of all staff reports similar to Finance Impact request
resource augments as needed.
Analyst/Facilities Sup
Total # of Annual Objectives 40
YEAR 2 (July 2016- June 2017)
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL A –Proactively Manage Assets
ANNUAL OBJECTIVES Lead
#1 Publish an Annual Work-plan section for the Public Works Department including establishing
priorities, roles in Major City Goals, selected key projects, and general assumptions about ongoing
maintenance activities. -
Analyst/Program
Managers
#2 Review funding maintenance issues and develop a new City policy for funding maintenance of new
infrastructure.
Dep. Dir. Transportation/
City Engineer/Analyst
#3 Outline Project Plan for development of an asset management system for the Public Works
Department – including role identification, purpose, outcomes, costs, etc.
City Engineer/Director/
Analyst/Intern
#4 Prioritize Long Range Capital Improvement Projects for large scale infrastructure. Dep. Dir. Transportation/
City Engineer
GOAL B –Implement Innovative Maintenance Solutions
ANNUAL OBJECTIVES Lead
#1 Incorporate Low Impact Development (LID) elements into projects and request funds. City Engineer
#2 Update the Fleet purchase policy to streamline the process. Fleet Sup.
GOAL C –Using Technology to Enhance Service
ANNUAL OBJECTIVES Lead
#1 Request funding for field technology and provide ongoing training. IT Liaison
ATTACHMENT 1
B2
-
2
4
22 | Page
#2 Develop and train internal specialists in technology within Public Works. IT Liaison
#3 Implement Project Management software. Sup. Civil Eng.
#4 Add section within the annual report on Resource Management (fuel, energy, water ). Facilities Sup./Analyst
GOAL D –Enhance Safe and Efficient Transportation
ANNUAL OBJECTIVES Lead
#1 Complete the Short-range transit plan update and report to Council with recommendations. Transit Manager
#2 Develop and implement new initiative to increase transit ridership. Transit Manager
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL A – Connect with Our Community
ANNUAL OBJECTIVES Lead
#1 Prepare a Council study session “Sidewalk Safety and Maintenance: Roles and Responsibilities’” to
build Council understanding of sidewalk needs and benefits and clarify public and private roles, ADA
needs and co-existence of trees and sidewalks
City Engineer/ Streets
Sup./ Senior Civil/
Arborist
#2 Establish meaningful measures of service to the public and report as part of budget and annual
report
Deputy Directors/Analyst
#3 Explore consolidation BAC, MTC, into one overall Mobility Advisory Body Dep. Dir.
Transportation/Transit
Manager/Transp. Planner
#4 Coordinate and document ongoing community engagement with PW “Teams” out in the field ;
including summarizing forums and findings
Sup. Admin.
#5 Host an Annual Summit on Mobility Among Other Government Agencies Dep. Dir.
Transportation/Transp.
Manager/Transit
Manager
#6 Establish a partnership with one other PW or similar agencies that includes regular information -
sharing at annual joint meeting
Director/Parking
Manager
ATTACHMENT 1
B2
-
2
5
23 | Page
#7 Inform external stakeholders of our interest in being an active participant in their goal -
setting/Strategic Planning (Ex: DA, Chamber)
Sup. Admin.
GOAL B –Enhance Internal Partnerships
ANNUAL OBJECTIVES Lead
#1 Update and identify tasks and responsibilities (project plan) for PW Emergency Response Director, City Engineer,
Facilities Manager,
Streets Manager
#2 Implement PW disaster response desk-top drill Designated PW ER
Coordinator
GOAL C –Communicate Results
ANNUAL OBJECTIVES Lead
#1 Research and document outcomes regarding other agencies/cities proactive communication
programs
Sup. Admin./Arborist
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL A – Invest in Employee Development
ANNUAL OBJECTIVES Lead
#1 Utilize Communications Comm. to create Staff Development Subcommittee and plan Analyst
#2 Define and publish attributes for success and promotion Sup. Admin /Program
Managers
#3 Implement an internal Job-Shadowing Program Communications Comm.
(Chair)
#4 Identify funding to enhance professional development Analyst
GOAL B – Align Available Resources with Service Needs
#1 Develop and implement a Comprehensive Alternative Funding Strategy for new infrastructure. Dep. Dir.
Transportation/Analyst
Total # of Annual Objectives 27
ATTACHMENT 1
B2
-
2
6
24 | Page
YEAR 3 (July 2017- June 2018)
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL A –Proactively Manage Assets
ANNUAL OBJECTIVES Lead
GOAL B –Implement Innovative Maintenance Solutions
#1 Publish ‘white paper’ which anticipates trends (Ex: climate change, community demographics) to
focus efforts related to PW managed assets and programs.
Director/PW Intern
#2 Research feasibility of Mandatory No-Parking signage for street sweeping; or other similar program. Parking Mangr./Streets
Sup.
GOAL C –Enhance Safe and Efficient Transportation
ANNUAL OBJECTIVES Lead
#1 Investigate an upgrade to signal management system. Transp. Manager/Streets
Sup.
#2 Include ‘Mobility Update’ in the annual report, which summarizes a) parking spaces provided to
downtown visitor, transit ridership, citywide bike volumes, citywide pedestrian volumes, citywide
vehicle volumes.
Dep. Dir. Transportation/
Transp. Manager
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL A – Connect with Our Community
ANNUAL OBJECTIVES Lead
#1 Establish a community engagement program such as PW Citizen’s Academy, Ride-Alongs,
participation in City-wide Academy -
Director/Communication
s Comm. (Chair)
#2 PW Program Mgrs. Host Annual Summit, County Wide, PW Managers Director/Streets Sup/Parks
Sup/Arborist
ATTACHMENT 1
B2
-
2
7
25 | Page
#3 Work with the school district to assess area of potential largest impact of PW engagement in school
program
Communications Comm.
(Chair)/Arborist/ Transit
Manager
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL A – Invest in Employee Development
ANNUAL OBJECTIVES Lead
#1 Establish internal coaching, mentoring and training program which matches the attributes for
success
Communications Comm.
(Chair)
#2 Establish Department-wide Training Tracking system that summarizes all training received by every
employee
Sup. Admin
#3 Research feasibility of proactive involvement in APWA Donald C Stone Center for Leadership
Excellence in Public Works
Parks Maint. Manager,
Transp. Manager, City
Engineer, Sup. Admin
GOAL B – Align Available Resources with Service Needs
ANNUAL OBJECTIVES Lead
#1 Research resource level standards for all of the City’s existing assets (ex: staff/acre of park) City Engineer/Program
Managers
#2 Complete review of Program Manager duties, span of control, responsibilities; and internal equity Director and Deputy
Directors
Total # of Annual Objectives 12
ATTACHMENT 1
B2
-
2
8
26 | Page
YEAR 4 (July 2018-June 2019)
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL A –Proactively Manage Assets
ANNUAL OBJECTIVES Lead
#1 Develop replacement and maintenance targets for key public assets (pavement, storm drains, curb
ramps, signals, etc. – and report on outcomes each year.
City Engineer
GOAL B –Implement Innovative Maintenance Solutions
ANNUAL OBJECTIVES Lead
#1 Research feasibility of APWA National Accreditation. Analyst/Transp.
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL A – Connect with Our Community
ANNUAL OBJECTIVES Lead
#1 Establish Community Stewards In Neighborhoods – educate citizens, provide equipment Communications Comm.
(Chair)
GOAL B –Enhance Internal Partnerships
ANNUAL OBJECTIVES Lead
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL B – Align Available Resources with Service Needs
ANNUAL OBJECTIVES Lead
#1 Establish standards for service delivery consistent with available resources Analyst/Program
Managers
Total # of Annual Objectives 4
YEAR 5 (July 2019-June 2020)
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
GOAL C –Communicate Results
ANNUAL OBJECTIVES Lead
#1 Update the 5-Year Strategic Plan Analyst/Director
/Program Managers
Total # of Annual Objectives 1
ATTACHMENT 1
B2
-
2
9
27 | Page
Inspiring you
to have the
best day
you've ever
had
July, 2015 -
April, 2016
Work on
annual
objectives
April, 2016
Assess and
finalize
upcoming
year
objectives
May – June,
2016
Compile
annual
report
July, 2016
Submit
annual
report
Next Steps
The finest documents and loftiest words in the world are lacking without
subsequent action, meaningful growth, and ongoing transformation. To that
end – this document embodies the phrase – ‘a living document’. That means –
its importance is not in the language – but in the follow-up actions and
ongoing results.
Therefore – here are the substantive next steps of this plan:
ATTACHMENT 1
B2-30
Public Works Department
5-Year Strategic Plan
City Council 1-20-15
1
Background
Continual process improvement as a follow-up to the
Organizational Assessment in April, 2011.
2
The Strategic Plan should be considered the
measurable outcome and natural successor to the
Organizational Assessment.
Programs & Services
Developing Our 5-Year Strategic Plan
Understanding Our Organization
•Organizational Assessments
•Surveys
•Reports
All produced in-house and facilitated by Fire Chief Garret Olson
Stakeholder Involvement
•City Council
•Neighborhood Groups & Citizens
•Downtown Association
•Chamber of Commerce
•Department Heads
•Government Agencies (County of San Luis Obispo, Cal Poly,
SLO County of Governments, Regional Transit Authority (RTA),
California Department of Transportation (CalTrans)
Staff Input
Common Themes From Stakeholders
Our New Mission, Vision & Value
NEW (39 words)
What We Do
Preserving and enhancing city
infrastructure for an accessible,
safe, and inclusive community
experience.
How We Do It
Partnering for excellence, providing
results.
Why We Do It
Inspiring you to have the best day
you’ve ever had.
Old (157 words)
Vision Statement
To be a recognized Public Works leader by providing excellent quality
services which are competitive with the private sector.
Value Statement
The City of San Luis Obispo Public Works Department values:
Its Customers
•By responding to requests for service in a friendly, fast and efficient
manner
•By soliciting their feedback in order to provide effective service and
better understand their needs
Its Employees
•Who work in teams, communicate openly and honestly and support
each other in their efforts
•Who are open to and seek new ideas and technology to better provide
their services
•Who continually strive to be competitive with the public and private
sector via an ongoing comparative process
•Who recognize, support, utilize and develop the talents of one another
•Who recognize that the customer is the ultimate judge of their efforts
and success in that effort is paramount
•Who enjoy their profession, celebrate their successes and accept their
occasional failures as learning opportunities
Outcomes - Directions, Goals and
Annual Objectives
3
DIRECTION
Broad,
overarching
focus area for
the next five
years
GOAL
A subset of the
Direction with
a more
particular focus
ANNUAL OBJECTIVE
Measurable and
clear actions
which when
completed meet
the Goal and
Direction
Action Plan
4
Providing & Managing Excellent Community Assets
•Proactively Manage
Assets
•Implement Innovative
Maintenance Solutions
•Using Technology to Enhance Service
•Enhance Safe and
Efficient
Transportation
Enhancing Productive Relationships
•Connect with Our Community
•Enhance Internal
Partnerships
•Communicate
Results
Supporting & Developing Staff
•Invest in Employee Development
•Align Available
Resources with Service Needs
38 ANNUAL
OBJECTIVES
28 ANNUAL
OBJECTIVES
18 ANNUAL
OBJECTIVES
DI
R
E
C
T
I
O
N
GO
A
L
S
YEAR 1
(FY 2015-2016)
•40 Annual
Objectives
YEAR 2
(FY 2016-2017)
•27 Annual
Objectives
YEAR 3
(FY 2017-2018)
•12 Annual
Objectives
YEAR 4
(FY 2018-2019)
•4 Annual
Objectives
YEAR 5
(FY 2019-2020)
•1 Annual Objective
Action Plan
Directions,Goals &Annual Objectives
By Year
Example #1
YEAR 1 (July 2015-June 2016)
Lead
#3 Develop city-wide Asset Responsibility Matrix that indicates which
Department/Division/Section is responsible for specific components of each city asset.
City Engineer
DIRECTION ONE– PROVIDING AND MANAGING EXCELLENT COMMUNITY ASSETS
GOAL B –Implement Innovative Maintenance Solutions
ANNUAL OBJECTIVES
Example #3
Lead
#1 Enroll PW staff in Leadership Development Program with Center for Organization Effectiveness
(COE)
Sup. Admin
ANNUAL OBJECTIVES
DIRECTION THREE– SUPPORTING AND DEVELOPING STAFF
GOAL A – Invest in Employee Development
Example #2
Lead
#1 Produce Annual Report on 5-Year Strategic Plan Update, including status of Annual Objectives Analyst
GOAL C –Communicate Results
ANNUAL OBJECTIVES
DIRECTION TWO– ENHANCING PRODUCTIVE RELATIONSHIPS
Next Steps
Comments/Questions?
28