2. Public Works Department
Strategic Plan
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CONTENTS
Contents
Letter From The Director Of Public Works..........................................................................3
Introduction.....................................................................................................................4
Mission, Vision And Values Statements .............................................................................5
Code Of Conduct.............................................................................................................5
Organizational And Community Profile...............................................................................6
Department Responsibilities And Duties ............................................................................7
S.W.O.T Analysis ............................................................................................................8
Goals And Objectives.......................................................................................................9
Department-Wide .......................................................................................................9
Maintenance Division ................................................................................................10
Engineering Division .................................................................................................10
Water Division ..........................................................................................................11
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Strategic Plan
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INTRODUCTION
The City of Vallejo Public Works Departmentโs Strategic Plan has been developed in conjunction
with the Departmentโs process of becoming an American Public Works Association (APWA)
Accredited Agency. The Plan is intended to share the Public Works Department goals and
measureable objectives in a single guiding document for staff and the public.
The Strategic Plan is the formalization of major goals established / updated by the Public Works
Department Management Team including Department-wide goals and operational goals by division:
Engineering, Maintenance, and Water. The Public Works Management Team consists of the
Director, three Assistant Public Works Directors, the Administrative Manager, Administrative
Analysts, and Managers from each operational division. During the Annual Retreat the
Management Team reviews the activities and progress of the previous year and revises goals as
necessary to reflect the direction of the Public Works Department and the City.
The City of Vallejo has implemented a Results Based Performance Management (RBPM) system
based on performance goals at each level of the organization. The Strategic Plan, along with
direction from the City Council, the City Manager, and the Public Works Director, guides the RBPM
Plan of each Assistant Public Works Director and their Division staff. Ultimately each employee has
a results-based plan that reflects the larger Strategic Plan.
The Public Works Director updates departmental staff about changes in the plan and the status of
goals during his quarterly All-Hands meetings.
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Strategic Plan
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MISSION, VISION AND VALUES STATEMENTS
MISSION
The Public Works Department provides high quality and professional services in engineering,
infrastructure maintenance, water treatment, and recycling and solid waste management that
enhances the safety and quality of life for all Vallejo residents and customers.
VISION
The City of Vallejo Public Works Department will be known as a department that functions with a
high level of professionalism, efficiency, and delivery of exception customer service.
To do so we will be characterized by:
๏ท Sharing information with customers and employees on an ongoing basis.
๏ท Working as a team that functions cooperatively and focuses on achieving goals together.
๏ท Developing a well-trained staff that is accountable to each other and to the customers we
serve, and that delivers quality performance.
๏ท Building an atmosphere of respect, integrity, and trust.
CODE OF CONDUCT
The Vallejo Public Works Department advocates the following Standards of Professional
Conduct to guide its employees in the conduct of their duties. The Department encourages its
employees to apply these standards to every aspect of their professional life.
โข Honesty & Integrity โ I will adhere to the highest standards of conduct to inspire
confidence and trust in public service. I will always demonstrate personal integrity and
never place myself in situations where my honesty and integrity may be questioned.
โข Accountability โ I will be responsible for my actions and obligations. I am accountable to
my co-workers and the public in the manner that I carry out my responsibilities.
โข Customer Service โ I will be polite, professional, respectful, and considerate in all
interactions with our customers; the citizens, guests of Vallejo, and my fellow City
employees.
โข Work Ethic โ I will always put forth my best effort and be committed to producing quality
work of which I can be proud.
โข Behavior โ I am a representative of the City of Vallejo. I will always maintain a professional
demeanor and appearance with colleagues and the general public.
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Strategic Plan
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โข Safety โ I will maintain a safe and sanitary workplace by wearing/using appropriate
protective equipment and staying in compliance with applicable laws, rules, and
regulations.
โข Attendance โ My colleagues depend on me to show up and provide my best each day. I
will be a courteous team player by scheduling time off as far in advance as possible and/or
by reporting I will be absent at the start of my work shift.
โข Punctuality โ I will be on time and ready to work (with the appropriate equipment) at the
start of my work shift each day.
โข Communication โ I will share ideas and concerns with my supervisors with the purpose of
making the Vallejo Public Works Department a more effective and responsive department.
โข Promoting a Positive Work Environment โ I will be a positive team player who promotes
working together to achieve team goals by respecting the privacy of individuals and
discouraging conduct that is divisive or harmful to the interests of the City.
โข Respect for the Process โ I will perform duties in accordance with the policies and
procedures set by the City of Vallejo.
โข Confidentiality โ I will respect and maintain the nature of confidential and privileged
information and opinions acquired as a result of my position. I will not disclose any
information until I have received authorization from my supervisor if I am unsure of when or
what information I can share.
โข Training โ I will partake in training to advance my knowledge for professional and personal
benefit.
ORGANIZATIONAL AND COMMUNITY PROFILE
The City of Vallejo Public Works Department is currently composed of one hundred and eighty
employees. This includes professional, technical, and support positions. The Department is
divided into three separate divisions: Engineering, Maintenance, and Water; as well as an
Administrative support function which supports the Director and Department-wide services. Each
division is divided into several sections based on need and services provided. Engineering has six
sections: CIP, Current Development, Engineering Support, Landscape Management Districts
(LMD), Traffic, and Solid Waste/Recycling. Maintenance has six sections: Equipment/Fleet,
Facilities and Grounds, Marina, Operations, Streets and Traffic, and Utilities. Water has five
sections: Facilities, Admin/Conservation, Engineering, Treatment, and Quality. Each division is
supervised by an Assistant Public Works Director who reports directly to the Director of Public
Works.
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Strategic Plan
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The operational teams of the Public Works Department are geographically separated in three main
locations. Engineering and Public Works Administration is located at City Hall, 555 Santa Clara
Street. The Maintenance Division is housed at the Corporation Yard, located behind the main
Police Station at 111 Amador Street. The Water Treatment Plant houses most Water Division
functions and employees, with the exception of Water Treatment staff located at the smaller
treatment plants, and is located at 202 Fleming Hill Road.
DEPARTMENT RESPONSIBILITIES AND DUTIES
The Public Works Department provides a variety of maintenance, operations, and engineering
services to our residents. The Department is overseen by the Public Works Director who provides
leadership, management, and budgetary and management direction.
The Engineering Division is responsible for contracting and overseeing capital projects, the
implementation of traffic control systems, Landscape Maintenance Districts (LMDs), storm drains,
providing education and outreach on recycling, and managing the Cityโs garbage waste and
recycling contract.
The Maintenance Division is the largest Division in Public Works and is responsible for the
maintenance and repair of City-owned infrastructure including traffic signals, water distributions
lines, the Municipal Marina, streets and alleys, City buildings and vehicles, as well as the upkeep of
City-owned grounds.
The Water Division provides administrative, engineering, treatment, and maintenance support for
the raw water conveyance, surface water treatment, potable water transmission, storage and
pumping, and distribution throughout the City of Vallejo and several unincorporated areas.
Dedicated, well-trained and licensed staff, along with diligent adherence and attention to operation
standards, policies, and procedures ensure that all state and federal regulations are met or
exceeded. The Water Division also works with the community and local schools to provide
education related to conservation and current rebate programs.
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Strategic Plan
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S.W.O.T ANALYSIS
The Management Team conducted an assessment of our current situation, and, taking into account
the Cityโs strengths and weaknesses, and looking at both opportunities to pursue and threats to
address, we developed our Strategic Plan. These four factors change over time, so we will continue
to assess our plan in light of a SWOT analysis each year.
Strengths Weaknesses
(Areas to be developed)
Internal Physical infrastructure
๏ท Municipal buildings (space, habitable,
functional)
๏ท Municipal infrastructure
o Streetlights (LED)
o Roads (major paving plans
implemented)
o Water (compliance with relevant
standards, functional)
Staff
๏ท Pride in the work we do
๏ท Customer Service (handbook)
๏ท Teamwork (cross-functional)
๏ท Communication (email access, building
atmosphere of respect, integrity, and
trust)
Physical infrastructure
๏ท Municipal buildings (maintenance)
๏ท Municipal infrastructure
o Street signs (inventory & bringing to
MUTCD compliance)
o Roads (road maintenance)
o Water (under maintained
infrastructure)
๏ท Limited asset inventory
Staff
๏ท Vacancies
๏ท Training (new Supervisors)
๏ท Customer Service (proactive vs.
complaint-driven)
๏ท Current Technology
๏ท Communication (consistent sharing
between divisions and all levels of staff)
Opportunities Threats
External ๏ท Inter-governmental relations framework
๏ท Expanding economy
๏ท Training opportunities available
๏ท Support from HR, IT, Finance
๏ท Limited financial resources
๏ท Vandalism of infrastructure
๏ท Deferred maintenance
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Strategic Plan
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GOALS AND OBJECTIVES
DEPARTMENT-WIDE
Goal 1: APWA Accreditation
Objective 1: Review all completed APWA procedures and practices in all divisions of the Public
Works Department.
Objective 2: Make updates as necessary to identified APWA practices to achieve Substantial or
Full Compliance on all practices.
Objective 3: Participate in accreditation evaluation team visit to the City of Vallejo, and
successfully fulfill requirements for APWA Accreditation by December 31, 2015.
Goal 2: Inter-Divisional Coordination and Communication
Objective 1: Continue to schedule All Hands quarterly meetings where all staff are updated on
status of the Strategic Plan as well as any relevant updated to the Department and the City.
Objective 2: Work with the Cityโs Communication Committee to launch the intranet, ensuring all
relevant Public Works SOPs, policies, and programs are uploaded to the intranet for
departmental use by December 31, 2015.
Objective 3: Begin sending regular division updates (Engineering bi-weekly, Maintenance
weekly meeting minutes, Water bi-weekly) to the entire department by January 1, 2016.
Goal 3: Training and Development
Objective 1: Build and implement Customer Service Training Manual by June 30, 2015.
Objective 2: Provide opportunities for Management and Supervisory Skills Training as part of
the citywide effort that will begin in October, 2015.
Objective 3: Strengthen the New Supervisor Mentoring Program by adding structure to the
existing process by June, 2016.
Objective 4: Establishing training procedures for on-the-job skills; build-in cross-training
between work groups and divisions where possible by May, 2017.
Goal 4: Results Based Performance Management (RBPM)
Objective 1: Complete the training and coaching of supervisors, administrative support staff, all
engineers, and leads in Maintenance in implementing RBPM by June 30, 2016.
Objective 2: Continuously improve productivity through RBPM by using our plans daily and
keeping plans updated to reflect current trends.
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Strategic Plan
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Objective 3: Provide regular performance evaluations for City staff by supervisors, using a
written narrative about measurable results, and including feedback about their contributions as
well as noting areas for improvement.
MAINTENANCE DIVISION
Goal 1: Paving Improvement Project - Create and follow plan to have 60% of streets brought up
by an average of 5 PCI rating points by 2017.
Objective 1: Identify streets to receive work.
Objective 2: Create timeline for improvement.
Objective 3: Review data collected and compiled by the section Manager to verify targets are
being consistently met.
Objective 4: Meet monthly with the section Manager to discuss operational issues.
Objective 5: Meet monthly with the Public Works Director and the section Manager to present
status of goals and critical information.
Goal 2: Marina Feasibility Study โ Develop a 5-year business plan for the Municipal Marina and
present to City Council by November, 2015.
Goal 3: Deferred Facilities Maintenance โ Create a plan to address the deferred maintenance of
City-owned facilities.
ENGINEERING DIVISION
Goal 1: 5-Year CIP โ Re-establish a 5-Year CIP document.
Goal 2: Engineering Plan Review Target Dates
Objective1: Ensure that Engineering staff consistently respond to developer and public inquiries
within two business days 95% of the time.
Objective 2: Monitor the plan review tracking log to ensure that turnaround goals are
consistently met.
Objective 3: Review data collected and compiled by the Section Manager to verify targets are
being consistently met.
Objective 4: Meet monthly with the section Manager to discuss operational issues.
Objective 5: Meet monthly with the Public Works Director and the Section Manager to present
status of goals and critical information.
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Strategic Plan
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WATER DIVISION
Goal 1: Five Year Water Rate Plan
Objective 1: Create a 218 project schedule by April 1, 2015.
Objective 2: Hire a PR firm by June 1, 2015.
Objective 3: Work with contractors and staff to have a complete rate model by August 21, 2015.
Objective 4: Begin the process of compliance with Proposition 218 (โThe Right to Vote on Taxes
Actโ) with a presentation to City Council for authorization by September 15, 2015.
Objective 5: Complete the Proposition 218 compliance process and receive City Councilโs
approval for the new Rate Plan by January 1, 2016.
Goal 2: Ten Year Water Infrastructure CIP and 20 Year Strategic Road Map
Objective 1: Complete Water Infrastructure Master Plan by May 1, 2015.
Objective 2: Hire a consultant to facilitate a project prioritization process by September 15,
2015.
Objective 3: Develop a draft 20-year Water Infrastructure Strategic Road map by January 1,
2016.
Objective 4: Develop a draft 10-Year Capital Improvement Plan by January 1, 2016.
Goal 3: SOPs/SMPs and Implement Asset Tracking for Water Facilities Maintenance
Objective 1: Develop an index of all Standard Operations Procedures (SOPs) and Standard
Maintenance Procedures (SMPs).
Objective 2: Create a prioritized list for development of SOPs and SMPs.
Objective 3: Implement the development of SOPs and SMPs.
Objective 4: Train maintenance personnel on the proper usage of SOPs/SMPs.
Objective 5: Implement a tracking system using CMMS to track asset management. Implement
infrastructure assessment program utilizing CMMS data.
Goal 4: PMI-based Program / Project Management and EVM tracking and reporting
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Strategic Plan
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Objective 1: Hire a consultant to augment staff and develop Project Management Institute (PMI)
based tools for project tracking.
Objective 2: Develop a staff Project Management training program.
Objective 3: Begin managing projects using the appropriate level of PMI based Project
Management and Earned Value Management (EVM) with weekly and quarterly project
managerโs meetings.
Objective 4: Continuously use a web-based portal to provide transparency on project
performance.
Objective 5: On a consistent and continuing basis, ensure all projects are delivered with an
average deviation from budget and schedule of less than 3%.
