The Palo Alto Public Works Department Strategic Plan outlines their vision, mission, values, and goals for FY 2016-2018. The Director's letter introduces the plan and emphasizes the department's commitment to serving the community through innovative projects and services. The plan establishes the department's divisions and critical issues, such as maintaining infrastructure assets and complying with complex regulations. It is intended to guide resource allocation and measure progress towards goals over the next three years.
Whether it's for a new service area or for replacement of an existing water main, the process is the same. This start to finish presentation goes through the design, permitting, installation and construction of a water main.
This presentations outlines a draft update of the VTA Strategic Plan, and was presented on Oct. 12, 2016 for feedback from our Citizens Advisory Committee and members of the public.
This document provides a summary of the Sibale Master Development Plan, which outlines the vision, mission, management structure, and development goals for various areas such as utilities, infrastructure, environment, tourism, education, and more for the municipality of Sibale, Romblon in the Philippines. Key areas of focus include improving water distribution, exploring local water sources like waterfalls, upgrading infrastructure like roads and facilities, promoting sustainable development and tourism, and providing community services and leadership training.
The document is the 2015-2020 strategic plan for the Public Works Department of the City of Vallejo. It outlines the department's mission, values, organizational structure, responsibilities, and goals. The department has goals in areas like APWA accreditation, inter-divisional communication, training, and results-based performance management. The Engineering, Maintenance, and Water divisions each have specific multi-year goals such as establishing a 5-year CIP, improving streets, developing a marina plan, and creating a 10-year water infrastructure plan. The plan is intended to guide the department and its divisions through 2020.
The document provides a master development plan for Sibale Island. It outlines visions, missions, and plans for management and organization of the municipal government. Key areas of focus include utilities, infrastructure, environment, tourism, education, and health services. The plan proposes organizing departments and hiring a municipal manager to assist the mayor in implementing approved projects. It also recommends holding regular town meetings, training employees in ethics, and utilizing retired volunteers and eminent domain when needed for community development.
This document provides a master development plan for Sibale Island in the Philippines. It includes sections on management, utilities, infrastructure, environment, tourism, education, and other topics. The plan outlines a vision for Sibale to become self-reliant with efficient municipal governance and community services. It recommends establishing a municipal manager position and organizing regular town meetings to engage residents. Improving utilities like water distribution is prioritized through exploring water sources and building infrastructure like dams and canals.
The Public Works Department Strategic Plan for 2011-2013 aims to improve environmental stewardship, foster responsible use of public funds, make Public Works a great place to work, use technology to advance the department, and increase community partnerships. The plan identifies goals such as meeting environmental regulations, minimizing waste and incorporating green infrastructure, promoting efficiency, maintaining a stable workforce, implementing GIS and radio technology, and improving communication both internally and with the public. The Strategic Plan serves as a roadmap to help the department achieve its mission of providing excellent public service with entrusted resources over the next three years.
City of Gainesville, FL Public Works Department Strategic Plan FY 15-19Tracy Quintana
The Public Works Department developed a 5-year strategic plan to align its efforts with achieving the City Commission's goals. The plan outlines goals and objectives in areas such as operations and maintenance of infrastructure assets, safety, and quality of life. Key priorities include implementing a computerized asset management system, reducing crashes involving vulnerable road users, and protecting the environment through initiatives like expanding recycling programs. The strategic plan provides direction for the department to continuously improve services and infrastructure over the next 5 years.
Whether it's for a new service area or for replacement of an existing water main, the process is the same. This start to finish presentation goes through the design, permitting, installation and construction of a water main.
This presentations outlines a draft update of the VTA Strategic Plan, and was presented on Oct. 12, 2016 for feedback from our Citizens Advisory Committee and members of the public.
This document provides a summary of the Sibale Master Development Plan, which outlines the vision, mission, management structure, and development goals for various areas such as utilities, infrastructure, environment, tourism, education, and more for the municipality of Sibale, Romblon in the Philippines. Key areas of focus include improving water distribution, exploring local water sources like waterfalls, upgrading infrastructure like roads and facilities, promoting sustainable development and tourism, and providing community services and leadership training.
The document is the 2015-2020 strategic plan for the Public Works Department of the City of Vallejo. It outlines the department's mission, values, organizational structure, responsibilities, and goals. The department has goals in areas like APWA accreditation, inter-divisional communication, training, and results-based performance management. The Engineering, Maintenance, and Water divisions each have specific multi-year goals such as establishing a 5-year CIP, improving streets, developing a marina plan, and creating a 10-year water infrastructure plan. The plan is intended to guide the department and its divisions through 2020.
The document provides a master development plan for Sibale Island. It outlines visions, missions, and plans for management and organization of the municipal government. Key areas of focus include utilities, infrastructure, environment, tourism, education, and health services. The plan proposes organizing departments and hiring a municipal manager to assist the mayor in implementing approved projects. It also recommends holding regular town meetings, training employees in ethics, and utilizing retired volunteers and eminent domain when needed for community development.
This document provides a master development plan for Sibale Island in the Philippines. It includes sections on management, utilities, infrastructure, environment, tourism, education, and other topics. The plan outlines a vision for Sibale to become self-reliant with efficient municipal governance and community services. It recommends establishing a municipal manager position and organizing regular town meetings to engage residents. Improving utilities like water distribution is prioritized through exploring water sources and building infrastructure like dams and canals.
The Public Works Department Strategic Plan for 2011-2013 aims to improve environmental stewardship, foster responsible use of public funds, make Public Works a great place to work, use technology to advance the department, and increase community partnerships. The plan identifies goals such as meeting environmental regulations, minimizing waste and incorporating green infrastructure, promoting efficiency, maintaining a stable workforce, implementing GIS and radio technology, and improving communication both internally and with the public. The Strategic Plan serves as a roadmap to help the department achieve its mission of providing excellent public service with entrusted resources over the next three years.
City of Gainesville, FL Public Works Department Strategic Plan FY 15-19Tracy Quintana
The Public Works Department developed a 5-year strategic plan to align its efforts with achieving the City Commission's goals. The plan outlines goals and objectives in areas such as operations and maintenance of infrastructure assets, safety, and quality of life. Key priorities include implementing a computerized asset management system, reducing crashes involving vulnerable road users, and protecting the environment through initiatives like expanding recycling programs. The strategic plan provides direction for the department to continuously improve services and infrastructure over the next 5 years.
This document outlines the Downtown Arlington Management Corporation's (DAMC) 2013-2018 Strategic Action Plan. The plan establishes DAMC's vision and goals for downtown Arlington over the next five years. It identifies key priority areas such as economic development, marketing, safety, beautification, and operations. The plan was created through a public input process and aims to guide DAMC's efforts in improving and enhancing downtown Arlington.
This document summarizes Los Angeles' first Sustainable City pLAn, which aims to transform LA over the next 20 years to be environmentally healthy, economically prosperous, and equitable. The plan establishes long-term visions and outcomes in 14 areas including water, energy, housing, and transportation. It sets near-term goals by 2017 and outlines strategies to achieve transformational change by 2025 and 2035. The plan is intended to guide city policies and initiatives through collaboration across departments and with residents to improve LA now and in the future.
This document provides an overview of active transportation and its benefits. Active transportation, such as walking and cycling, provides public health benefits by encouraging physical activity. It also has environmental benefits as it generates fewer emissions than motor vehicles. Economically, active transportation infrastructure requires lower development and maintenance costs compared to other transportation. Improving active transportation can also enhance community livability and connectivity.
The document provides details of a proposed games and recreational center project in Kuala Lumpur, Malaysia. It includes sections on the project introduction and objectives, site analysis, project viability, design suitability, and project procurement. The key points are:
- The project aims to build a new games and recreational center to replace an existing sports complex and promote active living.
- A site analysis identifies strengths such as proximity to parks and schools, and weaknesses like limited site accessibility.
- The project goals are to create a sustainable environment and establish an active living identity for the site.
- Design considerations include layout, key features like a rock climbing wall, and ensuring programs are visually connected.
The document provides details about the proposed design of a marine park, including its objectives, methodology, and master plan. The methodology discusses site analysis, climatology, social factors, and other considerations. The master plan outlines various sections of the park such as the central coral tank, touch pool, freshwater section, reef colony, and more. It also discusses entrance areas, ticket counters, shops, cafes, and other park amenities. The overall aim is to provide both recreation and education about marine life through various exhibits and displays.
This project management report summarizes a proposed urban farming center to be built on a parking lot next to Central Market in Kuala Lumpur. The report outlines the project introduction, proposed programming, site introduction through SWOT and PESTLE analyses, and an assessment of the project's viability through objectives, goals, success criteria, and identification of key stakeholders. The client, Kha Seng Group, aims to revitalize the area by introducing urban farming and educational programs to engage the local community while promoting sustainability. The 16-month project has a budget of RM5 million.
Project 2 : Documentation For A Medium-Sized ProjectBryan Yeoh
This document provides details for Project 2, a proposed food and hang out centre in Taman Titiwangsa, Kuala Lumpur. It includes an introduction to the project, client, and stakeholders. It analyzes the design suitability of the site through a SWOT analysis, PESTLE analysis, and discussion of how the design responds to the site. It also includes sections on project viability, procurement, resource planning, maintenance strategy, risk analysis, and work breakdown structure. Floor plans and a cost estimate are provided. The overall goal is to revitalize the area by providing a new gathering space that promotes quality urban lifestyle and harmonizes with the landscape.
Toolkits for smarter planning was an event focused on providing local authorities with digital tools to improve planning services. The event featured presentations from representatives of the Ministry of Housing, Communities and Local Government (MHCLG) and local authorities. MHCLG aims to support transformation of local planning through tools that enable housing diversification, streamline the planning application process, and improve housing delivery. Representatives from Milton Keynes Council and Transport for London discussed how their organizations are using funding and tools to improve planning services through automation, data integration, and collaboration. The event concluded with a discussion around hands-on use of planning toolkits.
1. The document discusses Daniel D'Angelo's presentation on the design process used by the New York State Department of Transportation, their strategic planning approach, and workforce development program.
2. It outlines the capital project development process from planning through construction and describes their performance management system using a balanced scorecard approach.
3. The workforce development program aims to ensure staff have necessary skills to deliver projects on schedule, on budget and to a high quality through competency assessments, training opportunities, and individual development plans.
The document summarizes a proposal for a new facility for the Town of Chili's Department of Public Works, Highway, and Parks. It outlines the departments' roles and services, describes inadequacies of the current facility, and explains how a new facility would benefit operations and the community through improved safety, efficiency, and services. It also addresses frequently asked questions about the proposed facility and presents the estimated costs and funding sources.
This Sustainable City pLAn is a different kind of plan, drawing on the lessons of what works — and what doesn’t. Plans too often set unrealistic goals and fail to specify how goals will be implemented. Without specific milestones and ways to measure progress, they lack accountability — and end up gathering dust above the desks of the bureaucrats who commissioned them.
This document provides capital improvement plan proposals for the Town of Stonington, Connecticut for 2017-2018. It includes 11 town-wide proposals and 9 area-specific proposals. The town-wide proposals focus on developing plans and studies for biking/walking, signage, facilities, and sea level rise. The area-specific proposals focus on streetscape improvements and infrastructure in neighborhoods like Coogan Boulevard, Mystic, Pawcatuck, and gateways to town. If funded, the proposals aim to implement goals of the town's Plan of Conservation and Development.
Accessible Design in Municipal DevelopmentsTravis Smith
The document discusses accessibility standards and guidelines in municipal developments in Ottawa, Canada. It outlines the importance of accessibility given disability statistics, and how Ottawa has implemented accessibility standards and guidelines through its Accessibility Design Standards and oversight committees. The planning process requires considering accessibility, and existing developments pose challenges to retrofitting accessibility features. Ottawa aims to be a leader in implementing accessible design for all residents.
The document discusses planning and the role of the Chattanooga-Hamilton County Regional Planning Agency. It defines planning as creating a vision for the future and making strategic choices to achieve goals. The Regional Planning Agency develops comprehensive plans, area plans, and regulatory tools to guide growth and development. It provides planning services to local municipalities. The agency staff works to achieve community goals around quality of life, economic vitality, and transportation/land use through planning, analysis, facilitation, and review.
Developing A Sustainable Transportation Environmental Improvement Plan_BazeleyRoger Bazeley, USA
Developing a Sustainable Transportation Environmental Improvement Plan; “All children deserve a safe and healthy trip to and from school; via all modes of transportation including walking, biking, public transportation, school bus, or by automobile.
Walking and biking are proven to increase activity for children and adults that reduces obesity and contributes to a more healthy life style, more livable and walkable communities with greater accessibility for all.”
This document provides guidelines for designing, permitting, and building parklets in Seattle. It outlines the parklet process from pre-planning through post-installation. Key steps include identifying a location, getting community support, developing design concepts, obtaining permits, and addressing ongoing maintenance. The goals are to activate streets, support local businesses, and create public spaces, while prioritizing safety and neighborhood context.
This document provides details of two development proposals for an empty plot of land in Sungai Ara, Penang, Malaysia. The first proposal is for a commercial and recreational area consisting of a low-cost food court. The second proposal is for a community area with a food court on the ground floor and facilities like a gym and event hall on the first floor. Both proposals discuss the rationale, benefits, impacts, sketches, and professions involved in the projects.
Laf june 13 presentation final at 4.41pm ymdsanelsonator
The document discusses issues facing downtown Los Altos such as a lack of businesses, tax revenues, and understanding of how to attract and retain businesses. It notes that Los Altos does not have a formal downtown master plan and various city planning documents were updated without one. Creating a master plan would help set goals and give direction to other plans. The document outlines factors to consider in the master planning process like parking, housing, offices, and creating a vibrant downtown.
Planning And Development Department Strategic Operational PlanFrank Miles
The document outlines a strategic plan for the Planning and Development Department of Madison County, Illinois. It includes developing a vision and mission statement, identifying the department's functions, and establishing goals and objectives. Strategies discussed are improving information sharing, modernizing processes, raising public awareness, expanding training, and emphasizing green programs to improve recycling and environmental management.
Highland Park IL Strategic Plan DocumentationTracy Quintana
The strategic plan outlines the public works department's goals and objectives over the next 5-10 years. It establishes levels of service, long-term and short-term goals, and plans to monitor progress towards goals. The plan focuses on infrastructure investment, operational efficiency, personnel succession planning, and maintaining community vibrancy.
This document outlines the strategic plan for the Public Works Division (PWD) of Sumter County. It includes the vision, mission, goals, and objectives for PWD and its branches of Engineering, Operations, and Services over the next 5 years. The plan aims to achieve accreditation from the American Public Works Association and improve levels of service across nine operating departments through goals such as infrastructure improvement projects, staff development, and enhanced maintenance programs.
This document outlines the Downtown Arlington Management Corporation's (DAMC) 2013-2018 Strategic Action Plan. The plan establishes DAMC's vision and goals for downtown Arlington over the next five years. It identifies key priority areas such as economic development, marketing, safety, beautification, and operations. The plan was created through a public input process and aims to guide DAMC's efforts in improving and enhancing downtown Arlington.
This document summarizes Los Angeles' first Sustainable City pLAn, which aims to transform LA over the next 20 years to be environmentally healthy, economically prosperous, and equitable. The plan establishes long-term visions and outcomes in 14 areas including water, energy, housing, and transportation. It sets near-term goals by 2017 and outlines strategies to achieve transformational change by 2025 and 2035. The plan is intended to guide city policies and initiatives through collaboration across departments and with residents to improve LA now and in the future.
This document provides an overview of active transportation and its benefits. Active transportation, such as walking and cycling, provides public health benefits by encouraging physical activity. It also has environmental benefits as it generates fewer emissions than motor vehicles. Economically, active transportation infrastructure requires lower development and maintenance costs compared to other transportation. Improving active transportation can also enhance community livability and connectivity.
The document provides details of a proposed games and recreational center project in Kuala Lumpur, Malaysia. It includes sections on the project introduction and objectives, site analysis, project viability, design suitability, and project procurement. The key points are:
- The project aims to build a new games and recreational center to replace an existing sports complex and promote active living.
- A site analysis identifies strengths such as proximity to parks and schools, and weaknesses like limited site accessibility.
- The project goals are to create a sustainable environment and establish an active living identity for the site.
- Design considerations include layout, key features like a rock climbing wall, and ensuring programs are visually connected.
The document provides details about the proposed design of a marine park, including its objectives, methodology, and master plan. The methodology discusses site analysis, climatology, social factors, and other considerations. The master plan outlines various sections of the park such as the central coral tank, touch pool, freshwater section, reef colony, and more. It also discusses entrance areas, ticket counters, shops, cafes, and other park amenities. The overall aim is to provide both recreation and education about marine life through various exhibits and displays.
This project management report summarizes a proposed urban farming center to be built on a parking lot next to Central Market in Kuala Lumpur. The report outlines the project introduction, proposed programming, site introduction through SWOT and PESTLE analyses, and an assessment of the project's viability through objectives, goals, success criteria, and identification of key stakeholders. The client, Kha Seng Group, aims to revitalize the area by introducing urban farming and educational programs to engage the local community while promoting sustainability. The 16-month project has a budget of RM5 million.
Project 2 : Documentation For A Medium-Sized ProjectBryan Yeoh
This document provides details for Project 2, a proposed food and hang out centre in Taman Titiwangsa, Kuala Lumpur. It includes an introduction to the project, client, and stakeholders. It analyzes the design suitability of the site through a SWOT analysis, PESTLE analysis, and discussion of how the design responds to the site. It also includes sections on project viability, procurement, resource planning, maintenance strategy, risk analysis, and work breakdown structure. Floor plans and a cost estimate are provided. The overall goal is to revitalize the area by providing a new gathering space that promotes quality urban lifestyle and harmonizes with the landscape.
Toolkits for smarter planning was an event focused on providing local authorities with digital tools to improve planning services. The event featured presentations from representatives of the Ministry of Housing, Communities and Local Government (MHCLG) and local authorities. MHCLG aims to support transformation of local planning through tools that enable housing diversification, streamline the planning application process, and improve housing delivery. Representatives from Milton Keynes Council and Transport for London discussed how their organizations are using funding and tools to improve planning services through automation, data integration, and collaboration. The event concluded with a discussion around hands-on use of planning toolkits.
1. The document discusses Daniel D'Angelo's presentation on the design process used by the New York State Department of Transportation, their strategic planning approach, and workforce development program.
2. It outlines the capital project development process from planning through construction and describes their performance management system using a balanced scorecard approach.
3. The workforce development program aims to ensure staff have necessary skills to deliver projects on schedule, on budget and to a high quality through competency assessments, training opportunities, and individual development plans.
The document summarizes a proposal for a new facility for the Town of Chili's Department of Public Works, Highway, and Parks. It outlines the departments' roles and services, describes inadequacies of the current facility, and explains how a new facility would benefit operations and the community through improved safety, efficiency, and services. It also addresses frequently asked questions about the proposed facility and presents the estimated costs and funding sources.
This Sustainable City pLAn is a different kind of plan, drawing on the lessons of what works — and what doesn’t. Plans too often set unrealistic goals and fail to specify how goals will be implemented. Without specific milestones and ways to measure progress, they lack accountability — and end up gathering dust above the desks of the bureaucrats who commissioned them.
This document provides capital improvement plan proposals for the Town of Stonington, Connecticut for 2017-2018. It includes 11 town-wide proposals and 9 area-specific proposals. The town-wide proposals focus on developing plans and studies for biking/walking, signage, facilities, and sea level rise. The area-specific proposals focus on streetscape improvements and infrastructure in neighborhoods like Coogan Boulevard, Mystic, Pawcatuck, and gateways to town. If funded, the proposals aim to implement goals of the town's Plan of Conservation and Development.
Accessible Design in Municipal DevelopmentsTravis Smith
The document discusses accessibility standards and guidelines in municipal developments in Ottawa, Canada. It outlines the importance of accessibility given disability statistics, and how Ottawa has implemented accessibility standards and guidelines through its Accessibility Design Standards and oversight committees. The planning process requires considering accessibility, and existing developments pose challenges to retrofitting accessibility features. Ottawa aims to be a leader in implementing accessible design for all residents.
The document discusses planning and the role of the Chattanooga-Hamilton County Regional Planning Agency. It defines planning as creating a vision for the future and making strategic choices to achieve goals. The Regional Planning Agency develops comprehensive plans, area plans, and regulatory tools to guide growth and development. It provides planning services to local municipalities. The agency staff works to achieve community goals around quality of life, economic vitality, and transportation/land use through planning, analysis, facilitation, and review.
Developing A Sustainable Transportation Environmental Improvement Plan_BazeleyRoger Bazeley, USA
Developing a Sustainable Transportation Environmental Improvement Plan; “All children deserve a safe and healthy trip to and from school; via all modes of transportation including walking, biking, public transportation, school bus, or by automobile.
Walking and biking are proven to increase activity for children and adults that reduces obesity and contributes to a more healthy life style, more livable and walkable communities with greater accessibility for all.”
This document provides guidelines for designing, permitting, and building parklets in Seattle. It outlines the parklet process from pre-planning through post-installation. Key steps include identifying a location, getting community support, developing design concepts, obtaining permits, and addressing ongoing maintenance. The goals are to activate streets, support local businesses, and create public spaces, while prioritizing safety and neighborhood context.
This document provides details of two development proposals for an empty plot of land in Sungai Ara, Penang, Malaysia. The first proposal is for a commercial and recreational area consisting of a low-cost food court. The second proposal is for a community area with a food court on the ground floor and facilities like a gym and event hall on the first floor. Both proposals discuss the rationale, benefits, impacts, sketches, and professions involved in the projects.
Laf june 13 presentation final at 4.41pm ymdsanelsonator
The document discusses issues facing downtown Los Altos such as a lack of businesses, tax revenues, and understanding of how to attract and retain businesses. It notes that Los Altos does not have a formal downtown master plan and various city planning documents were updated without one. Creating a master plan would help set goals and give direction to other plans. The document outlines factors to consider in the master planning process like parking, housing, offices, and creating a vibrant downtown.
Planning And Development Department Strategic Operational PlanFrank Miles
The document outlines a strategic plan for the Planning and Development Department of Madison County, Illinois. It includes developing a vision and mission statement, identifying the department's functions, and establishing goals and objectives. Strategies discussed are improving information sharing, modernizing processes, raising public awareness, expanding training, and emphasizing green programs to improve recycling and environmental management.
Highland Park IL Strategic Plan DocumentationTracy Quintana
The strategic plan outlines the public works department's goals and objectives over the next 5-10 years. It establishes levels of service, long-term and short-term goals, and plans to monitor progress towards goals. The plan focuses on infrastructure investment, operational efficiency, personnel succession planning, and maintaining community vibrancy.
This document outlines the strategic plan for the Public Works Division (PWD) of Sumter County. It includes the vision, mission, goals, and objectives for PWD and its branches of Engineering, Operations, and Services over the next 5 years. The plan aims to achieve accreditation from the American Public Works Association and improve levels of service across nine operating departments through goals such as infrastructure improvement projects, staff development, and enhanced maintenance programs.
Clark Reg Wastewater Dist WA Budget and Strategic Plan FY 2016Tracy Quintana
This document is the adopted budget for Clark Regional Wastewater District for fiscal year 2016. The budget totals $28.6 million, with sources including sewer service charges, connection fees, other revenues, and carryover fund balance. Uses include salaries and benefits, supplies and services, treatment costs, debt service, and capital expenditures. The budget reflects a decrease in total sources compared to the prior year due to no planned loan draws, offset by increases in sewer rates and projected new connections.
This document provides an overview of Clark Regional Wastewater District. It discusses that the district was established in 1958, serves a population of around 90,000 across 46 square miles, and has an annual budget of $34.2 million. It also notes that the district coordinates with other agencies to provide wastewater treatment, maintains high customer satisfaction ratings, and has achieved accreditation since 2005, distinguishing it as the only special purpose district to earn this recognition.
The Public Works Department Strategic Work Plan for Fiscal Year 2017 outlines goals and action items for the department. The department is organized into six divisions: Administration and Executive Management, Airport, Engineering, Maintenance, Parks and Open Space, and Wastewater. The Administration division provides leadership, financial management, human resources, public communication, and other support services to help policymakers and citizens. Key action items for the department include participating in climate recovery planning, implementing technology and equity recommendations, and preparing for major events like the 2021 World Athletics Championships.
This document summarizes the budget and activities for the Infrastructure & Environmental Resources program of Orange County. It includes budgets for various county departments that deal with infrastructure, environmental resources, public works, facilities maintenance, and development services. The OC Public Works department, which manages many of these functions, has a proposed budget of $48.9 million for FY2015-2016. It oversees projects and services related to facilities, development, infrastructure, environmental protection, and more. The document provides details on the budgets and key accomplishments of departments involved in infrastructure and environmental management in Orange County.
The 2013 Strategic Plan outlines the vision, mission, operating principles, and strategic focus areas of the City of Encinitas. The vision is for Encinitas' five communities to thrive as one great city. The mission is to preserve, protect, and provide innovative services that enhance quality of life. Key strategic focus areas include transportation, recreation, economic development, environment, arts/culture, public safety, organizational effectiveness, and community planning. Goals within each focus area aim to achieve the vision and mission over 2013-2015.
The County Public Works Agency (PWA) maintains infrastructure including roads, bridges, flood control channels, and vehicles. It provides landscape, streetscape, and flood control services. Key goals are to minimize environmental impacts, ensure flood protection, optimize infrastructure lifespan and maintenance, ensure housing development adheres to codes, and maximize mobility through road maintenance. Performance is measured through metrics like vegetation planting, debris diversion, and numbers of projects completed.
Union Township, OH Strategic plan 2014-2016Tracy Quintana
This strategic plan from the Union Township Service Department outlines their mission, goals, and objectives for 2014-2016. The department's mission is to improve quality of life through unparalleled services delivered efficiently and effectively. Their goals are to achieve reaccreditation in 2015 by improving operations, enhance snow removal by producing brine, install retroreflective signage by 2016, and undertake capital projects. The objectives provide specifics on how the department will work to accomplish their goals over the three year period covered in the plan.
This document provides a strategic plan for the City of Maryland Heights Department of Public Works. It includes an introduction and sections on the community and organizational profiles, progress monitoring processes, and goals and objectives for the department overall and each of its divisions (Administration/Engineering, Construction, and Operations). The 5-year strategic plan aims to achieve goals such as obtaining accreditation from the American Public Works Association, improving multi-modal transportation connections in the community, enhancing customer service and communication, fostering employee understanding of department values, and strengthening community identity. Progress on goals and objectives is monitored annually.
City of Lakeland, FL Public Works Strategic Plan 2016 2017Tracy Quintana
The document is the 2016-2017 Strategic Plan for the City of Lakeland Public Works Department. It outlines eight divisions within Public Works including Engineering, Construction & Maintenance, Traffic Operations & Parking, Lakes & Stormwater, Solid Waste & Recycling, Facilities Maintenance, Fleet Maintenance. The director introduces changes from the previous strategic plan, including new goals around Communications and Quality Public Spaces. The plan provides overviews of each division's services and accomplishments for fiscal year 2015.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
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Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
1. CITY OF PALO ALTO DEPARTMENT OF PUBLIC WORKS
STRATEGIC PLAN
FY 2016-2018
2. 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
3. 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
4. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
5. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
6. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
7. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
1.00 Project Manager
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
1.00 Manager, Maintenance Operations
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 Management Analyst
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
3.00 Senior Engineer
1.00 Architect/Park Planner
6.00 Project Engineer
4.00 Engineer
3.00 Associate Engineer
1.00 Manager, Maintenance Operations
1.00 Project Manager
1.00 Management Analyst
PRIVATE DEVELOPMENT
1.00 Senior Engineer
1.00 Engineer
3.00 Engineering Technician III
1.00 Senior Management Analyst 1.00 Administrative Assistant
6
AIRPORT DIVISION
1.00 Airport Manager
1.00 Manager, Maintenance Operations
1.00 Management Analyst
PUBLIC WORKS DIRECTOR
Mike Sartor
FY 2016 POSITION TOTALS
198.50—Full-time
13.06—Hourly
8. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
9. 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
10. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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.
Year 2 Success Indicators—
(FY 2017)
Achieve a balanced budget
not requiring General Fund
support.
Year 3 Success Indicators—
(FY 2018)
Complete the Airport
Master Plan.
9
11. Key Performance Measures
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.
Year 1 Success Indicators—
(FY 2016)
Develop an asset registry
of the city’s General Fund
infrastructure assets and
populate the IMS database
using Maintenance
Connection and Questica.
Year 2 Success Indicators—
(FY 2017)
Implement IMS data
management and reporting
procedures for all relevant
user groups.
All seven projects
complete.
Year 3 Success Indicators—
(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
12. PALO ALTO DEPARTMENT OF PUBLIC WORKS
GOALS & PERFORMANCE MEASUREMENTS
CONTINUED
Public Works Environmental Services Division 3-Year Strategic Goals, Key Performance Measures
& Success Indicators
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.
Year 1 Success Indicators—
(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.
Year 2 Success Indicators—
(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.
Year 3 Success Indicators—
(FY 2018)
Demonstrate substantial
progress on a path to zero
waste by 2021.
Demonstrate substantial
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
13. Public Works Public Services Division 3-Year Strategic Goals, Key Performance Measures
& Success Indicators
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.
Year 1 Success Indicators—
(FY 2016)
Achieve 30% rate of data
input.
Achieve a reduction of 15%
of damage claims.
Year 2 Success Indicators—
(FY 2017)
Achieve 60% rate of data
input.
Achieve a reduction of 30%
of damage claims.
Year 3 Success Indicators—
(FY 2018)
Achieve 95% rate of data
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.
Achieve a reduction of 50%
of damage claims.
12
14. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/14882
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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/47082
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
15. 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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/48040
14
16. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/9946
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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/36187
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.
Website: http://www.cityofpaloalto.org/civicax/filebank/documents/10289
15
17. PALO ALTO DEPARTMENT OF PUBLIC WORKS
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
18. 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
PALO ALTO DEPARTMENT OF PUBLIC WORKS
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