This document provides information about the American Public Works Association (APWA) accreditation process that the Rowlett, Texas Department of Public Works and Development is undergoing. It discusses the mission and vision of the department, what APWA accreditation involves, why it is important, and the steps the department is taking to achieve accreditation. These include forming chapter teams to review practices, conducting training, performing a self-assessment, and working with other city departments for support. The goal is to review 18 practices per month to complete the self-assessment process and schedule an accreditation site visit in summer 2015.

1. American Public Works
Association
Accreditation Process
Rowlett Texas
Department of
Public Works & Development
Jim Proce, Managing Director PW&D
Jake Gilliland, Utility Business Analyst, Accreditation Manager

2. APWA Accreditation &
Dept. of Public Works & Development
The Mission of the City of
Rowlett Department of Public
Works and Development Is To
Provide Quality Services With
The Least Disruption To Our
Community.

3. APWA Accreditation &
Dept. of Public Works & Development
The Vision of the Department of Public Works and
Development Is To Be an Organization That:
• Employs Safe, Efficient, Effective, Best Practices;
• Provides Quality Maintenance Programs and Systems
• Promotes Investment in Lasting Value in Our Community
• Provides Fiscally Sustainable Solutions for Our Community
• Provides Quality Infrastructure
• And Strives to Become an APWA Accredited Agency
Committed to Continuous Improvement and Respected by
Our Peers and Our Community!

4. APWA Accreditation – What is it?
A valuable tool to for
determining how an
agency’s policies,
procedures, and
practices compare to
recommended practices
identified by nationally
recognized experts in
the field of public works

5. APWA Accreditation
Why is it Important?
Accreditation is strategic in
nature.
• It ensures planning
functions exist in all areas
• Expectations are clear for
employees
• It creates value in an
organization by removing
obstacles to success
• It ties directly to the
organization mission and
vision
The self assessment process
is the needs assessment
process of strategic planning.
• It identifies challenges and
weaknesses
• It ensures vulnerabilities
are identified and
addressed
• It defines what is important
to the organization and the
community
Essential ingredients
required are:
• Committed leadership all
the way to the top
• High degree of employee
involvement
• Organized system of
documentation
• Commitment to continuous
improvement and
development

6. APWA Accreditation
How Can We Ensure Success?
To ensure success in the process:
Director
support of
accreditation
manager
Establish
agency wide
support
Seek support
from elected
and
appointed
official
Staff support
Direct
involvement
of director
Staff
familiarity
with Public
Works
Management
Practices
Manual

8. Management Practices Manual
39 chapters
27 chapters applicable to Rowlett*
617 practices
438 practices applicable to Rowlett*
*[if Meters Services (1 practice within Water Distribution Chapter)
and Fleet Services (1 chapter consisting of 26 practices) are
included in the effort]

9. Accreditation Chapters (1-9)
Organization &
Strategic Planning
Human Resource
Management
Occupied Facilities
Finance
Risk Management &
Legal Review
Communication
Information
Technology &
Telecommunications
Emergency
Management
Safety

10. Accreditation Chapters
Planning &
Development
Code
Enforcement
Engineering
Management
Bid Process
Project
Management
Right-of-Way
Management
Utility
Coordination
Facilities
Management
Equipment &
Fleet
Management
Street
Maintenance
Street
Cleaning
Snow Removal
& Ice Control
Stormwater &
Flood
Management
Potable Water
Distribution
System
Wastewater
Collection &
Conveyance
Traffic
Operations
Parking Bridges

11. Interdepartmental Support Needed
Human Resource Management
Finance
Risk Management & Legal Review
Communication
Information Technology & Telecommunications
Emergency Management

12. Where are we now?
PW&D department managers
and supervisory staff
attended webinar that
covered basic training items
A work plan for the
department had been
developed
Staff interest questionnaire
was distributed to all staff
and resulted reviewed by
accreditation manager
Webinar has been presented
to crews and other
employees in smaller groups
to facilitate discussion
Chapter teams are currently
being formulated by the
accreditation manager;
follow up meetings are in
progress to set expectations

13. Where are we now?
Met with Fleet Services to
initiate discussions on
potential, obstacles,
realities, and requirements;
follow up in a few weeks
Acquired Management
Practices Manual for staff
members and teams
Accessed and set up
tracking software which is a
web based application
(requires no IT support)
Created tracking
spreadsheet and other
forms
“Branding” of our team is
being developed

14. ROWLETT
ENERGY

15. Self Assessment
Practice Review Process
Chapter
Teams
Review Team
Accreditation
Manager
Director
Completed chapters will be reviewed by peer
agencies for compliance prior to site visit.

16. Practice Components
• Name of practice
• Purpose
• Objective
• Responsibility
• Authority
• Guidelines
• Content
• Forms (when required)
• Executed examples of forms (proof of being utilized)
• Revisions

17. Practice Compliance
There are levels of compliance:
• Full Compliance
• Substantial Compliance
• Partial Compliance
• Non-Compliance
• Not Applicable or Waived
MODEL PRACTICES – Recognized as outstanding practice

18. So What’s Next?
• Detailed training of teams – Self Assessment
Workshop scheduled within 60-90 days
• Begin Self Assessment process; Complete
preliminary analysis; establish reporting
schedule & meeting schedule for each team
• Overall goal is to review and complete 18
practices per month

19. So What’s Next?
• February 2013
– Meet with support departments to discuss preliminary steps and determine
expectations (in progress) DELAYED UNTIL AFTER RECSCHEDULED EXEC TEAM
MEETING
– Arrange meetings with peer agencies in region to secure network and observe
processes (in progress)
• March 2013
– Detailed training of teams – Self Assessment Workshop to be planned this
quarter; scheduled within 60-90 days
– Begin Self Assessment process; Complete preliminary analysis; establish
reporting schedule & meeting schedule for each team
– Review delivery expectations with teams
– Overall goals is complete 18 practices per month total all teams combined
• April/May 2013
– Sign agreement with APWA
– Brief City Council in a work session
• April 2015
– Presents results of self assessment to Council
– Set site visit date (dependent upon APWA availability; 90 to 120 days after
completed self assessment)

20. So What’s Next? (2015)
• 90 – 120 days prior to site visit
– Set Preferred Date of Site Visit (Projected Site Visit - Summer 2015)
• 45 days prior to site visit
– Copy of Original Accreditation Application
– Copy of Original Accreditation Agreement
– Final Payment of Accreditation Fees (if not already paid)
– List of agency staff members and their responsibilities relating to
individual chapters
– Written Request for Waivers
• 30 days prior to site visit
– On-Line Tracking Software Files Containing IPSR’s – Must be completed
and notify appropriate APWA staff of completion)
– Verification that Outline of Self Assessment/Re-Accreditation Findings
have been conveyed to Elected Governing Body
– Brief Description of Community and Agency

21. Rowlett PW&D has completed steps
1 & 2
Steps can be executed concurrently
Progress can be on several steps
concurrently

22. General Info
• Accreditation is good for 4 years
• Mid term reports are due two years after
initial accreditation
• The department maintains the process on-
going as a part of culture of continuous
improvement, reviewing practices regularly
• No organization has yet to drop accreditation
once achieved
• This is the ultimate team building experience

23. Questions