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HomeMy WebLinkAbout11-01-2016 Item 10 Public Works Department Annual Report Meeting Date: 11/1/2016 FROM: Daryl Grigsby, Public Works Director Prepared By: Ryan Betz, Administrative Analyst SUBJECT: PUBLIC WORKS DEPARTMENT’S ANNUAL REPORT RECOMMENDATION Receive and file the Public Works Department’s Annual Report. DISCUSSION Background On January 20, 2015 the City Council received and filed the Public Works Department’s 5 -Year Strategic Plan (Plan). One of the first tasks of the Strategic Plan was to identify a mission common to all twelve (12) operating programs of the Department. Since Public Works operates programs as diverse as transit, urban forest, parks, streets and facilities maintenance, construction management, capital project delivery, parking, traffic and others, it was important to develop a Mission Statement that represented the work of every employee in the Department. The Plan clarified the Public Works Mission statement as, ‘Preserving and Enhancing City Infrastructure for an accessible, safe and inclusive community’. Thus, infrastructure preservation is not the goal, the goal is an accessible, safe and inclusive community. In addition to clarifying the Department’s current mission, the Plan also communicates a clear vision of where the Department is headed, and articulates the specific steps and action plans to achieve that vision. The Plan was organized by three main Directions, which are noted below. 1) Providing & Managing Excellent Community Assets 2) Enhancing Productive Relationships 3) Supporting & Developing Staff. Each Strategic Direction includes a set of more detailed Strategic Goals, and those Goals are implemented through a series of measurable Annual Objectives. The Direction and Goals are noted on the charts below. Specifically, 88 annual objectives were identified to be completed over the next five years. The Plan is intended to be a dynamic and flexible document that can be adjusted over time to meet community and Department needs. While specific objectives could change, they would still fit within the structure of the directions and the goals. One of the annual objectives was to report the Department’s progress towards completing each year’s objectives through an annual report (Report). This report, titled Annual Report: Year 1, organized by the three main directions and their subsequent goals, highlights many of the results accomplished by the Department from July, 2015 through June, 2016. During the first year of the strategic plan, staff worked collaboratively on completing many of the objectives. Each objective was assigned a lead and completion of the objective was used as 10 Packet Pg. 193 part of the employee work program. Staff met monthly to discuss progress with each objective and any opportunities to align related objectives to maximize positive results. These results were also shared with the entire Department throughout the year to showcase how they were aligning with the Department’s mission and vision. It also may be helpful to see how the Strategic Plan fits within the context of all the work of the Public Works Department. Staff developed the chart below to illustrate where the Strategic Plan fits within the overall Department. The chart below also indicates how the Plan fits in with the overall ongoing work of the Department. It is our vision to produce an annual document that includes performance measures for each of these three important and inter-related areas. Public Works Annual Work Plan Annual Report Highlights The Report provides the City Council and community an opportunity to review the progress being made within the Department to improve the programs and service being offered to the community. Of the 45 annual objectives identified for Year 1 (2015-16), 41 have been completed. The remaining four objectives are expected to be completed in the fall of 2016. Many of the 41 objectives completed in the first year were exploratory in nature, such as reviewing best practices from other agencies, with implementation expected in Year 2 (2016-17) and Year 3 (2017-18). Completing the objectives have had positive results on the Department’s operations and decisions. For example, staff improved the tracking system for trip and fall claims and compared the data to the total annual sidewalk maintenance investment. This analysis will help staff make better decisions on the amount of sidewalk maintenance investment in preparing the capital improvement plan as part of the financial plan process. Below is a summary of the annual objectives completed, under the direction and goal, for 2015-16. 10 Packet Pg. 194 Proposed Year 2 (FY 2016-17) Annual Objectives As identified in the 5-Year Strategic Plan, Year 2 (2016-17) consists of 28 new objectives to be completed by the end of the year. After the Department’s management team met to review the Year 2 objectives, staff added 2 new objectives. Below are the number of proposed Year 2 annual objectives and directions and goals the fall under. Annual Objective Example: Direction 1: Providing and Managing Excellent Community Assets Goal: Proactively Managing Assets Annual Objective: Produce a Public Safety section in the annual report summarizing claims and pro-active maintenance. 10 Packet Pg. 195 Goals A - Proactively Managing Assets B - Implementing Innovative Maintenance Solutions C - Using Technology to Enhance Service D - Enhancing Safe and Efficient Transportation Goals A - C onnecting with Our C ommunity B - Enhancing Internal Partnerships C - C ommunicating Results Goals A - Investing in Employee DevelopmentB - Aligning Available Resources with Service Needs TOTAL Direction 1: Providing and Managing Excellent C ommunity Assets Direction 2: Enhancing Productive Relationships Direction 3: Supporting and Developing Staff # Annual Objectives 4 3 3 3 5 1 28 6 1 # Annual Objectives # Annual Objectives 2 FISCAL IMPACT Receiving and filing the report does not result in a direct fiscal impact. The completion of the annual objectives listed in the report were completed in-house, by Public Works staff, direct costs were kept to a minimum. For future years, in cases where the completion of annual objects 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 the financial planning process. Attachments: a - Year 1 Annual Report (2015-2016) 10 Packet Pg. 196 1 | P a g e Recently completed Los Osos Valley Road (LOVR) Interchange Project Annual Report: Year 1 Strategic Plan (2015-2020) Department of Public Works City of San Luis Obispo 10.a Packet Pg. 197 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 2 | P a g e This was an exciting year for the Public Works Department. In collaboration with a variety of stakeholders, including City departments, other public agencies and the community, Public Works completed the majority (91% to be exact) of the annual objectives under Year 1 of the 5-Year Strategic Plan. The Strategic Plan is the Department’s roadmap for improvement over the next 5 years and the the annual objectives will help ensure that improvement. More than half of the 88 objectives in the Strategic Plan were identified in Year 1. Completing the Year 1 objectives, while delivering projects and services to the community, was a big challenge but provided an opportunity to improve our operations and enhance service delivery. This report highlights many of those objectives and the positive results from their completion. The report is organized by the 3 main directions identified in the Strategic Plan: The report also showcases the 28 objectives we will be completing in Year 2 and, more importantly, an opportunity for Public Works to improve the projects and services delivered to San Luis Obispo. Daryl Grigsby, Director of Public Works An Exciting Year for PW 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. Daryl Grigsby, Director 2)Providing & Managing Excellent Community Assets 1)Enhancing Productive Relationships 3)Supporting & Developing Staff 10.a Packet Pg. 198 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 3 | P a g e Year 1 Objectives Goals # Annual Objectives # Annual Objectives Completed 1.1 Proactively Managing Assets 7 5 1.2 Implementing Innovative Maintenance Solutions 4 4 1.3 Using Technology to Enhance Service 5 5 1.4 Enhancing Safe and Efficient Transportation 6 5 Goals # Annual Objectives # Annual Objectives Completed 2.1 Connecting with Our Community 5 5 2.2 Enhancing Internal Partnerships 5 5 2.3 Communicating Results 5 5 Goals # Annual Objectives # Annual Objectives Completed 3.1 Investing in Employee Development 6 5 3.2 Aligning Available Resources with Service Needs 2 2 TOTAL 45 41 Direction 1: Providing and Managing Excellent Community Assets Direction 2: Enhancing Productivity Direction 3: Supporting and Developing Staff Programs & Services 10.a Packet Pg. 199 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 4 | P a g e Proactively Managing Assets In this past year, Public Works has increased its efforts to improve management of Department assets in order to better serve the community. The Department requested funding for two program Master Plans (Facilities and Urban Forest) to assess the capabilities of existing assets to optimize operations. Deliverables include a Public Safety section that summarizes trip and fall claims and pro- active sidewalk maintenance. Two objectives: 1) Research lessons and experiences from Asset Management in other public works agencies, 2) Develop matrix of active and potential grant opportunities are expected to be complete in Fall 2016. Implementing Innovative Maintenance Solutions New alternatives to asphalt and concrete are being investigated to institute more cost-effective and resilient paving. To further preserve the City’s street infrastructure, the Transit program has investigated opportunities to fund concrete transit pads in conjunction with the City’s Area Paving Program. A city-wide Asset Responsibility Matrix was created to assist staff in managing City assets. Using Technology to Enhance Service Public Works has assessed the capabilities of the existing project software (Cityworks, CIP ACE, Cartegraph, etc.), to determine any new opportunities for improving project and service delivery. The Department will also host an Information Technology (I.T.) summit in early 2017 with I.T. staff to discuss how new technology can assist with current project and service needs. Enhancing Safe and Efficient Transportation The Annual Traffic Safety, Neighborhood Traffic Management programs, and signal management system have been implemented and upgraded. New NACTO Urban Bike Design guidelines have been adopted and $3.2 M of grant funding has been secured to help construct the next segment of the Railroad Safety Trail. One objective, present a plan for funding the construction of the Palm- Nipomo parking structure, is not 100% complete, but is expected to be completed in 2016. Goals Completed Goals Incomplete 100% Goals Completed Goals Incomplete 100% 80% 20% Goals Completed Goals Incomplete Direction 1: Providing and Managing Excellent Community Assets 70% 30% Goals Completed Goals Incomplete 10.a Packet Pg. 200 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 5 | P a g e Connecting with Our Community Public Works encourages community participation in the maintenance of some of the City’s public facilities. A pilot program, managed by Parks Maintenance, has been implemented to assist community groups and organizations to perform ongoing maintenance tasks in the parks. The Department also supports the Downtown area by street cleaning, event staffing, and capital project improvements. To further assist the department maintain direction, a list of ongoing external stakeholders has been developed, including number of annual presentations, workshops, events, etc. One objective, complete the development review transition plan and report to stakeholders, is expected to be completed in Fall 2016. Enhancing Internal Partnerships Public Works has dedicated a substantial amount of time into improving cooperation and communication with other departments and among Public Works divisions. Department heads and selected program managers are now invited to attend Tri-Annual meetings to be informed about the activities of the other programs and direction of Public Works as a whole. Department goals have been set within the last year and Strategic Plans has been drafted in response. Public Works is actively working with the Finance department to achieve timelier funding for the projects and services the City’s resident’s value. Communicating Results Several efforts for increasing communication, including this Annual Report, developing a City Manager/City Council Request tracking system, checklists to account for Ribbon-cutting, press releases, and other notifications have been completed. Staff will continue to participate in the citywide performance measure project and has submitted several projects for local and national awards. Direction 2: Enhancing Productive Relationships Goals Completed Goals Incomplete 100% Goals Completed Goals Incomplete Goals Completed Goals Incomplete 100% 100% Ribbon Cutting for the Los Osos Valley Road Interchange Project 10.a Packet Pg. 201 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 6 | P a g e Investing in Employee Development In order to provide the best service possible, Public Works strives to ensure that employees feel valued and that value is added to their career experiences. Many programs and activities have been developed to help encourage career progression for existing employees and a New Employee Orientation has been instituted for new recruits. Several Public Works employees have been enrolled in the Citywide Leadership Academy to identify strengths and areas for improvement. Additionally, a SWOT (Strengths, Weaknesses, Opportunities, Threat) analysis has been performed with staff in each Public works program to gauge the team dynamic and identify areas for improvement for each employee. Results of the SWOT analysis will help define objectives and measures in future Annual Objectives. To encourage continuous improvement and growth, staff development topics have been introduced into the Tri- Annual meeting agendas. To expand knowledge and collective experience within the department, Public Works has developed a plan to enhance diversity, with focus on underrepresented members of the community in program management, technical fields, and operations units. The objective of increasing diversity in the workplace is not 100% complete, but is expected to be completed in 2016. Aligning Available Resources with Service Needs The department seeks to use existing resources to solve problems where appropriate. Employees and supervisors have successfully identified existing service-level agreements that cover all existing service deliverables with City and external partners. The team has also developed processes for creating and managing future agreements to standardize and simplify operations. To encourage good book- keeping, Public Works’ very own Administrative Analyst has established a “Resource Impact” section as a part of all staff reports, similar to “Finance Impact”. 80% 20% Goals Completed Goals Incomplete Direction 3: Supporting and Developing Staff 10.a Packet Pg. 202 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 7 | P a g e Measuring Tangible Results 41/45 Annual Objectives Completed Total Year 1 Annual Objectives 91% 9% Goals Completed Goals Incomplete Item Goal Last Year This Year Pavement Condition Index 80 72 73 Total Sidewalk Repairs Measure 55 44 Total Collisions Minimize 548 531 Total Work Orders: Parks Maintenance Measure N/A 9514 Total Work Orders: Street Maintenance Measure N/A 554 New hires in the last year Measure 10 8 Staff training – staff completing leadership, supervisory, development training (cumulative)Measure N/A 32% Total average years of City of SLO service for PW employees Measure 9.4 9.2 Item Goal Last Year This Year Multi-Modal Transportation 50%N/A 30% Downtown 50%N/A 40% Item Last Year This Year Next Year Goal Annual Objectives Completed N/A 91% (41/45)100% (28/28) Fundamentals - How are we Doing? Council Goals - How are we Doing? Strategic Plan - Moving Forward to Year 2 10.a Packet Pg. 203 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) 8 | P a g e Moving Forward: Year 2 Annual Objectives TOTAL 28 1.D.2. Develop and implement new initiative to increase transit ridership. Direction 2: Enhancing Productive Relationships Goal B - Aligning Available Resources with S ervice Needs 3.B.1. Participate in the city-wide fee study. 3.A.2. Implement the Department's onboarding program. 2.A.5. Publish document that clarifies maintenance responsibilities for downtown assets (building frontage, bike racks, trash cans, signs, news racks, way-finding signs, Goal A - C onnecting with Our C ommunity 2.A.1. Participate in the ADA transition plan. 2.A.2. Identify potential performance measures and develop tracking mechanisms. 2.A.3. Explore the expansion of the BAC to include pedestrians. 2.A.4. Implement formal volunteer program whereby individuals and organizations take responsibility for specific tasks – program includes formal agreement, standards of Direction 3: Enhancing Productive Relationships Goal A - Investing in Employee Development 3.A.1. Encourage PW employees to participate in professional development programs (ex. S TART, Leadership Lab, S upervisor's Academy). Goal B - Enhancing Internal Partnerships 1.B.3. Request funding for a full fleet management system. 2.B.1. Hold an annual Departmental Operations Center (DOC) activation exercise. 2.B.2. Monthly process improvement discussion with Finance Goal C - C ommunicating Results 2.C.1. Participate in the Administration Department’s Public Information Officer (PIO) initiative. 2.B.3. Collaborate with the Utilities Department to insure ongoing city functions and services at the corporation yard and transit base are sustained in the context of the development of the Water Resource Recovery Facility (WRRF) project. 2.B.4. Collaborate with the Community Development Department, development community and other stakeholders – to enhance the transportation review portion of the development review process 2.B.6. In collaboration with other city departments, take leadership role in delivering the Capital portion of the 17-19 Financial Plan process and document. 2.B.5. Assist in the creation and implementation of the One-S top S hop for the development review process with Community Development, Utilities and Fire. 1.D.3. Establish a long-term Cal Poly transit service agreement. Direction 1: Providing and Managing Excellent C ommunity Assets 1.A.3. Optimize Cityworks as an asset management tool. 1.A.2. Review funding maintenance issues and incorporate maintenance funding into the CIP and private development of public infrastructure process. 1.A.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. Goal A - Proactively Managing Assets 1.C.3. Add section within the annual report on Resource Management (fuel, energy, water consumption ). 1.C.2. Optimize useage of Project Management software. 1.A.4. Prioritize Long Range Capital Improvement Projects for large scale infrastructure. 1.D.1. Complete the S hort-range transit plan update and report to Council with recommendations. Goal B - Implementing Innovative Maintenance S olutions Goal C - Using Technology to Enhance S ervice Goal D - Enhancing S afe and Efficient Transportation 1.B.1. Incorporate Low Impact Development (LID) standards into the engineering standards. 1.B.2. Update the Fleet purchase/replacement policy to streamline the process. 1.C.1. Implement PW/IT Annual S ummit. 10.a Packet Pg. 204 Attachment: a - Year 1 Annual Report (2015-2016) (1486 : Public Works Department Annual Report) Public Works Annual Report: Year 1 (2015-16) Recommendation: Receive and File the Public Works Department’s Annual Report Public Works: Annual Report (Year 1) Mission, Vision and Values 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. Public Works: Annual Report (Year 1) Programs & Services Public Works: Annual Report (Year 1) Annual Report Highlights Overall, 91% (41/45) of Year 1 Annual Objectives Were Completed 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 NeedsDIRECTION GOALS86% (19/22) Annual Objectives Were Completed 100% (15/15) Annual Objectives Were Completed 88% (7/8) Annual Objectives Were Completed Public Works: Annual Report (Year 1) Positive Impacts for the Community Partnerships with community volunteers Connecting with Our Community 23 PW Employees participated in S.T.A.R.T., Leadership & Supervisors Academy Supporting and Developing Staff Improved tracking of Sidewalk Trip & Fall Claims Providing and Managing Excellent Community Assets Public Works: Annual Report (Year 1) Positive Impacts for the Community Meadow Park Volleyball Court Connecting with Our Community Local, regional and national trainings Supporting and Developing Staff Improvements to the Rail Road Safety Trail Providing and Managing Excellent Community Assets Public Works: Annual Report (Year 1) Moving Forward to Year 2 (2016-17) 28 Annual Objectives for Year 2 Providing & Managing Excellent Community Assets •13 Annual Objects Enhancing Productive Relationships •12 Annual Objectives Supporting & Developing Staff •3 Annual Objectives Example of Year 2 Annual Objectives 1)Review funding maintenance issues and incorporate maintenance funding into the CIP process into the 2017-19 Financial Plan process. 2)Identify potential performance measures and develop tracking mechanisms. 3)Implement the Department's onboarding program. Public Works: Annual Report (Year 1) Comments/Questions?