Palo Alto CA Strategic Plan

CITY OF PALO ALTO DEPARTMENT OF PUBLIC WORKS
STRATEGIC PLAN
FY 2016-2018

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

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

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

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

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

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

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

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

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

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

GOALS & PERFORMANCE MEASUREMENTS
CONTINUED
Public Works Environmental Services Division 3-Year Strategic Goals, Key Performance Measures
Minimize the amount of
Refuse being landfilled.
(The FY 2015 estimate of
landfilled Refuse is 47,000
Tons/year.)
Increase the amount of
materials being recycled or
composted. (The FY 2015
estimate of total refuse
being recycled or composted
is 52,000 Tons/year.)
Steadily increase
participation rate of
households bringing
in Hazardous Waste.
Obtain fish acute toxicity
bioassays with 100%
survival.
Maintain 99% discharge
test compliance.
Complete Environmental
Services Division part of the
2016 Sustainability/Climate
Action Plan.
Meet milestones toward
implementing the Recycled
Water Master Plan.
Obtain and comply with all
new permits needed.
Goals
Minimize waste
generation and maximize
recycling and reuse
programs and achieve
Zero Waste by 2021.
Effectively manage
the City’s wastewater,
stormwater, solid waste,
and hazardous waste, to
protect public health and
the environment.
Operate high quality, cost-
effective and sustainable
facilities.
Maximize the recovery of
energy and products from
Wastewater, Refuse and
Stormwater.
Comply with all applicable
regulatory requirements.
(FY 2016)
Adopt new Mandatory
Commercial Composting
& Recycling Ordinance.
Achieve a participation
rate of at least 16% of
households bringing in
Hazardous Waste.
Complete the Phase 3 EIR.
Obtain the required Title V
Permit for the RWQC Plant.
(FY 2017)
Reduce new pollutants of
concern and maintain 99%
discharge compliance.
Complete the Reverse
Osmosis Feasibility Study
Demonstrate substantial
compliance with new Air
permit.
(FY 2018)
progress on a path to zero
waste by 2021.
progress in enforcing
the new Mandatory
Commercial Composting
& Recycling Ordinance.
Reduce toxics in the Plant
effluent and maintain 100%
compliance.
Implement the 2016
Sustainability/Climate
Action Plan.
Complete Financial plan
for Phase 3 of the Recycled
Water System.
11

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

REFERENCED PLAN SUMMARY
Through linkage here, the Strategic Plan has specifically highlighted the various
plans the Department staff has taken into account in setting the strategy, goals and
metrics in this inaugural plan. Because of the diverse division responsibilities and the
granular and very technical nature of some of these plans they are incorporated by
reference and not by specific inclusion in this Strategic Plan document itself.
AIRPORT LAYOUT PLAN
Adoption Date: 2014
The Airport Layout Plan is prepared in accordance with FAA requirements and is a precursor to the preparation of
a new Airport Master Plan. The plan identifies long term facility needs at the airport and is required in order to be
eligible to request federal grant funds for airport improvement projects.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/48002
BAYLANDS MASTER PLAN
Adoption Date: 2008
The Baylands Master Plan was originally adopted in 1978 and amended in 1979 and 1988. A fourth edition was adopted
in 2008. It serves as a long-range plan for treating the Baylands as an integrated whole and balancing ecological
preservation with continued commercial and recreational use. The overall goal is to preserve and enhance the
unique irreplaceable resources of the Baylands while providing a framework and guide for future actions in the area.
CAPITAL IMPROVEMENT (INFRASTRUCTURE) PLAN
Adoption Date: 2015
The Capital Improvement Plan is a rolling 5-year plan to fund capital projects not funded by enterprise or internal
service funds. Examples of these projects include street maintenance, park improvements, facility improvements
to libraries, community centers, and public safety facilities, traffic signals, and sidewalk improvements. A total of
79 projects are programmed over the 2016-2020 CIP, with a cumulative total cost of $234.4 million.
CLEAN BAY POLLUTION PREVENTION PLAN
Adoption Date: 2015
The Clean Bay Pollution Prevention Plan is an annual summary of the Palo Alto’s Regional Water Quality Control
Plant’s efforts to reduce pollution from entering local creeks and the San Francisco Bay.
Website: http://www.cityofpaloalto.org/news/displaynews.asp?NewsID=1527&TargetID=65
13

COMPREHENSIVE PLAN
Adoption Date: 1998
The Comprehensive Plan is the primary tool for guiding preservation and development in Palo Alto. It builds on
shared community values and aspirations to guide preservation and to manage growth and change. The Plan fulfills
the State requirement that the City adopt a General Plan to serve as its constitution, with internally consistent goals
and policies that reflect the community’s priorities regarding land use, circulation, conservation, housing, open space,
noise, and safety. The Plan provides a foundation for the City’s development regulations, capital improvements
program, and day-to-day decisions. It is currently being updated and will be called Our Palo Alto 2030.
Website: http://www.cityofpaloalto.org/news/displaynews.asp?NewsID=654&TargetID=240
PARKS, TRAILS, OPEN SPACE AND RECREATION MASTER PLAN
Adoption Date: 2015 (expected)
The new long-range (25-year) master plan will provide guidance regarding future renovations and capital improvement
needs for parks, trails, open space and recreation facilities. The goal of the master plan is to provide clear guidance
and recommendations on how to meet the demands for future recreational, programming, environmental, and
maintenance needs, as well as establish priorities for future park renovations and facility improvements.
Website: http://www.paloaltoparksplan.org/
RWQCP LONG RANGE FACILITY PLAN
Adoption Date: 2012
This plan identifies the anticipated improvements that will be needed at the RWQCP over a 50-year time horizon.
Website: http://cityofpaloalto.org/news/displaynews.asp?NewsID=2101&TargetID=65
STORM DRAIN MASTER PLAN
Adoption Date: 1993
The Storm Drain Master Plan was first developed in 1993. High priority problems identified in that plan were
incorporated into a 2005 ballot measure to increase storm drainage fees through 2017. An updated plan is being
developed. The purpose of the updated plan is to identify and prioritize a new set of storm drain projects to
further improve the storm drain system in the City. The prioritized set of storm drain improvement projects will be
incorporated into a proposed funding package that will form the basis of another ballot measure anticipated in 2016.
14

REFERENCED PLAN SUMMARY CONTINUED
SUSTAINABILITY AND CLIMATE ACTION PLAN (S/CAP)
Adoption Date: 2007
The Sustainability and Climate Action Plan (S/CAP) is an ambitious plan to reduce the city’s and community’s
greenhouse gas emissions to meet climate protection goals and also consider broader issues of sustainability, such
as land use and biological resources. The S/CAP charts a path towards a more sustainable future, finds ways to
improve quality of life, grows prosperity and creates a thriving and resilient community, all while dramatically reducing
the city’s carbon footprint and other environmental impacts.
URBAN FOREST MASTER PLAN
Adoption Date: 2015
The purpose of the Urban Forest Master Plan is to establish long-term management goals and strategies to foster
a sustainable urban forest in Palo Alto. The plan calls out standards for the overall care of the city’s urban forest
and provides goals and objectives for this area of maintenance responsibility for the next 10 years.
ZERO WASTE OPERATIONAL PLAN
Adoption Date: 2007
The Zero Waste Operational Plan was an outgrowth of the Zero Waste Strategic Plan, finalized in 2005. The Strategic
Plan set goals of 73% diversion of waste from disposal and a goal of eliminating all waste sent to landfills by 2021.
15

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

CITY OF PALO ALTO
Department of Public Works
250 Hamilton Avenue—6th Floor
Palo Alto, CA 94301
Tel: 650.329.2151
Web: http://cityofpaloalto.org/gov/depts/pwd/default.asp
CONTINUING A LEGACY OF ACHIEVEMENT
City Hall construction—1969 El Palo Alto—circa 1890
San Francisquito Creek bank
stabilization work—1958
Survey crew—circa 1893 Waverley Street sidewalk construction—circa 1910
University Avenue underpass construction—1940

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