Palm Bay

Public Works Department

Strategic Plan

2006 2011 2021

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Table of Contents

Section 1: Defining Strategic Planning for the Palm Bay Public Works

Department Section 2: Realities and Challenges Section 3: Vision 2021 Section 4: Goals 2011 Section 5: Mission Section 6: Core Businesses Section 7: Core Beliefs

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Section 1: Defining Strategic Planning for the Palm Bay Public

Works Department Vision “What we want to become as the Public Works Department. Our preferred future as defined by value-based principles.” Plan “A road map for realizing the Public Works Department’s vision, which includes achievable goals defined through objectives, meaning to our citizens, challenges and opportunities, actions, major projects, and actions on the horizon.” Execution “Actions the Public Works Department needs to take to implement the strategic plan. The strategic plan serves as a work program with a ‘to do’ list for the Department and creates accountability for the results.” Mission “Identifies the purpose of the Public Works Department and is described by core and secondary businesses defined through operating elements, business successes, challenges and opportunities, and service improvements.” Beliefs “The Public Works Department’s core beliefs are the foundation for our department. Core beliefs create performance standards to guide behaviors and actions. Core beliefs are how we expect to conduct Public Works Department business.”

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Section 2: Realities and Challenges

• Legacy of the General Development Corporation and moving beyond the past

o Poorly panned, designed, constructed and maintained infrastructure (General Development Corporation and City)

o Large land areas undeveloped or developed with a lack of complete utility infrastructure

o Pre-platted development without control for the future o Incomplete infrastructure being maintained impedes future

development o City assigned responsibility of drainage system without ownership

of the property or easements for maintenance

• Significant amount of land available for potential development o Lack of homeowner’s association (HOA) responsibility for

maintenance of private infrastructure o Potential for upscale housing o Vacant single individual lots o Acquiring land for roads to support growth and development o Increased cost of land: acquisition for right-of-way and drainage

• Transition from units to neighborhoods o City fragmented into units o City’s staff and old residents refer to “units,” not neighborhood o Units remind people of General Development Corporation o Geographic Information System (GIS) using units o Unit number is legal name for area o New annexations: future development having a name

• Waterways, canal systems and swale systems needing assistance o Maintenance: waterways, canals and swales o Need to upgrade waterways, canals and swales o Dredging for navigable waterways o Managing stormwater runoff – National Pollutant Discharge

Elimination System (NPDES) requirements and audits o Significant stormwater projects identified and not funded

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• Aging, older neighborhoods

o Neglected infrastructure needing maintenance and upgrades including some areas not accepted for maintenance by the city

o Lack of basic utilities in areas requiring upgraded streets, drainage, sidewalks

o Lack of neighborhood water and sewer utilities o Lack of city funding for upgrades o Construction traffic impacts on older existing streets o Septic elevation set by State creating localized drainage issues

• Unattractive areas within the city

o Poorly landscaped streets, streetscape and medians o No design standards for right-of-way o Street and right-of-way – lack of uniqueness and character o Need to design public spaces and streetscapes and use buffers o “Dirty,” unsightly streets throughout the City

• Stable funding needed for City infrastructure

o Focus on the immediate crisis of the day o Shifting priority based upon the immediate crisis o Conflicting priorities: visual enhancement vs. base level

maintenance o Minimal emphasis on routine/preventative maintenance or at asset

preservation o Facing an impending infrastructure failure unless maintenance

funding is adequate and consistent over time o Resident resistance to tax increase or funding necessary

maintenance

• Maintaining older infrastructure o Poor quality of infrastructure o Infrastructure in need of replacement o Knowing the location and condition of infrastructure o Infrastructure problems due to increased construction activity o Availability of and increased cost for basic resources (concrete,

asphalt, pipes, chemicals, fuels) o Limited funding for upgrade or replacement of bridges o Quality staffing for maintenance and competing with

contractors/developers

• Upgrading infrastructure in older neighborhoods o Primarily “residential communities” o Rising new residents’ expectations and standards o Increasing citizen demands for service o Future infrastructure at higher standards

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o Funding sources for infrastructure upgrades o Unwillingness of neighborhoods and residents to support the

funding for infrastructure upgrade • Traffic capacity and volume

o A growing Palm Bay population that is auto dependent means increased trip generations

o Under utilized and incomplete public transit system o Traffic volume approaching road capacity o Variable conditions of roads o Problems not as severe as perceived (e.g. Impatience with traffic

signals and short-term congestion)

• Environmental problems o Presence of endangered species (Scrub Jay, Cara Cara, Gopher

Tortoises, Manatees): restriction on development and construction o Wetland impact and mitigation o Drainage problems with pollutant discharge o Closed landfill monitoring mitigation and potential reuse o City’s fuel tanks above ground and below ground o Old gas stations with Leaking Underground Storage Tank

(L.U.S.T.) in redevelopment area

• City facilities and space needs o New Public Works Department facilities, Traffic Operations facility,

Fleet Expansion o Emergency facilities for Public Works Department and satellite

offices o Need for more space for offices, storage and records: more

positions than offices o Decentralize maintenance staff – satellites to reduce costs and

enhance responsiveness

• New infrastructure to support growth and new development o High demand for housing in Palm Bay: reasonable value for homes o Annexations of new acres for future development o Future development: more gated, planned unit developments o Investors purchasing homes for resale or rental without investing in

the neighborhoods o Unit 51, 52 and 53: Saint Johns River Water Management District

(SJRWMD) permit never closed, liability for city, no electricity and utility services

o Transportation impact fee: fee structure needs to be updated (last adjusted in 2006)

o Developing a capacity enhancement program that prioritizes projects

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• Priority of maintenance

o Creating an infrastructure for a sustainable City o Conflict between visual enhancements and maintenance needs o Limited dollars available and conflicting priorities o Shifting direction from crisis response to a problem to preventive

and ongoing maintenance o Paying today for years of infrastructure neglect

• Customer service demands

o New residents expect “City” services o Declining infrastructure conditions resulting in more service calls o Increasing volume of service requests difficult to manage o Responsiveness to customer service requests declining o Current systems and processes not facilitating customer service o Frustrated customers seeking solutions outside the established

process resulting in a frustrated staff due to citizens circumventing process

o Lack of adequate staffing

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Section 3: Vision 2021 Palm Bay Public Works Department contributes to an attractive City(A) with a clean environment; (B) quality roads and trails; (C) well maintained, upgraded infrastructure; (D planned and built infrastructure for growth;(E) and satisfied customers. (F)

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PRINCIPLE A ATTRACTIVE CITY Means

• Designing and maintaining city facilities • Designing and maintaining gateways and entrances • Designing and maintaining streetscapes and right-of-ways • Designing, livable neighborhoods through driveway, drainage, and right-

of-way use permits • Having quality signage throughout the City • Having clean City with no visible litter

PRINCIPLE B CLEAN ENVIRONMENT Means

• Protecting of City’s natural resources and open space • Maintaining trees, green spaces and public areas to a high standard • Having clean and usable creeks and waterways accessible by the public • Having an effective Storm Water Management System including a well

designed and maintained drainage system • Having a fuel efficient fleet

PRINCIPLE C QUALITY ROADS AND TRAILS Means

• Improving vehicular and pedestrian connectivity throughout Palm Bay • Maintaining city paved city roads • Having quality roads, sidewalks and trails (all streets up to city standards) • Having multi use trails and pathways network throughout the city • Having roads with capacity for growth • Having southern I-95 Interchange and Parkway around city

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PRINCIPLE D WELL MAINTAINED, UPGRADED INFRASTRUCTURE Means

• Maintaining infrastructure up to city standards throughout the Palm Bay community with consistency among neighborhoods

• Having proactive maintenance program at defined service levels to extend life of infrastructure and to save dollars

• Upgrading the drainage system to meet state and federal mandates and standards

• Having property owners responsible for property and drainage maintenance

• Providing adequate funding for infrastructure projects PRINCIPLE E PLANNED AND BUILT INFRASTRUCTURE FOR

GROWTH Means

• Designing and building infrastructure to support City growth, capacity and sustainability

• Having developers contributing to infrastructure for new developments • Annexing areas with planned infrastructure • Acquiring property for future public needs: roads, storm water, trails,

public facilities, etc. • Having adequate impact fees for infrastructure planning and development • Having attractive, functional Public Works Department facilities with

adequate workspace, satellite operations and emergency areas PRINCIPLE F SATISFIED CUSTOMERS Means

• Demonstrating “Service with PRIDE” in daily work activities and individual behavior

• Providing convenient access to services while striving for 100% customer satisfaction

• Customers are confident that the Public Works Department will be responsive to their issues

• Having a consistent response standard throughout the Public Works Department

• Providing timely response to a citizen contact within one business day, a site visit within three days, and follow up contact within three days.

• Evaluating the performance, results, and looking for ways to improve customer service

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Section 4: Goals 2011 COMMUNITY GOALS 2011

• Improved Quality of Existing Infrastructure and Roads

• Community Improvements through Managed Growth

• Outstanding Customer Service

DEPARTMENT GOALS 2011

• Better Management of Projects

• Top Quality Workforce in Public Works Department

• More Effective Use of Technology

• Upgraded City Facilities and Vehicles

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GOAL 1 IMPROVED QUALITY OF EXISTING INFRASTRUCTURE AND ROADS

Objectives

• Provide planning time and adequate funding for maintenance and replacement schedule for infrastructure

• Improve quality and condition of city streets, sidewalks, streetscapes and medians

• Improve effectiveness of stormwater and drainage system • Maintain effective pavement management system (PCI of 60 and Above) • Establish a signing, striping and signalization inventory and maintenance

program Means to a Citizen

• Easy traffic flow and smooth roads for a good ride • No flooding of roads, homes and businesses during heavy rains • Value for the tax dollar • More attractive city, public spaces, streets and medians • Protection of property values • Safe streets for cars, bikes and pedestrians with visible street signs

Challenges and Opportunities

• Obtaining community support for taxes and paving program • Getting recurring revenues for maintaining and upgrading infrastructure • Developing public information on infrastructure and a dedicated inventory

program • Having adequate staffing for pavement management system (PMS), sign

management system (SMS) and culvert management system (CMS) • Obtaining appropriate equipment for drainage maintenance and other

specialized tasks • Determining project and maintenance schedule and determining what is

the priority • Building organizational capacity to support public improvements • Having connected sidewalks and trails • Coordinating with utility projects

Actions 2006 - 2007

• Drainage maintenance equipment assessment and plan with funding • Infrastructure condition inventory and plan update • Pavement management system: update • Road capacity plan update and funding • Public education on infrastructure needs and funding • Roads and landscaping maintenance fee policy and plan • Equipment replacement program: quarterly review • Website enhancement

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Actions on the Horizon

• Specialty equipment for maintenance plan and funding • Sidewalk and trails program evaluation, funding sources and direction • Road revenues/funding for maintenance study and direction • Grants goals and program expansion (dedicated to Public Works

Department), including training programs for obtaining and managing grants

• Sidewalks and trails maintenance plan • Temporary employees or contracting for project completion • Project management training and system update • Stormwater utility evaluation study and policy direction

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GOAL 2 COMMUNITY IMPROVEMENT THROUGH MANAGED GROWTH Objectives

• Design new infrastructure for efficient maintenance • Design more attractive corridors and streetscapes • Have road capacity to accommodate traffic volume: current and future • Provide for a “greener” community • Protect neighborhood integrity from traffic impacts • Upgrade standards through Public Works Department Manual

Means to a Citizen

• Increased property values. • Roads keeping up with growth • Protection of neighborhoods from outside intrusion • Growth and developers paying for growth • More attractive City

Challenges and Opportunities

• Working with developers • Having large tracts ready for development • Need for development plan • Believing higher standards will lead to a more livable community • Having enforceable ordinances • Having adequate impact fees • Maintaining the green: staffing and funding • Having the infrastructure and service capacity to respond to growth

Actions 2006 - 2007

• Public Works Department Manual review and refinement • Assessing impact of single lot home construction on City infrastructure

(road damage) • Parkway development project and right-of-way acquisition • NPDES requirement review and action • Construction standards review and refinement • Impact fee reevaluation and direction • Landscaping and maintenance standards refinement and policy direction,

including funding and City’s responsibility for maintenance • Street lighting master plan development • Malabar four-laning project, right-of-way acquisition and funding • Minton/Jupiter intersection bridge: funding, design and construction • Code of ordinance (Public Works Department responsibilities) corrections

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Actions on the Horizon • City growth management plan: staffing, facilities and equipment • City plans for future development: commercial and residential • Interchange development plan and maintenance plan • Neighborhood enhancement and litter control strategy and action (CLUB,

BEST, etc.) • Code of ordinance (Public Works Department responsibilities) corrections • “Greening” regulations review and direction

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GOAL 3 OUTSTANDING CUSTOMER SERVICE Objectives

• Reflect “Service with Pride” in each Public Works Department Division and in our individual work products

• Achieve a high level of customer satisfaction • Provide timely response to problems consistent with defined performance

standards • Provide a consistent Public Works Department response across all

divisions • Have convenient access to customer service

Means to a Citizen

• Personal and courteous service • Timely response to a service call • Follow up to check on your level of satisfaction • Public Works Department employees looking for ways to facilitate a

mutually agreeable resolution • Helping to citizens to solve your own problems

Challenges and Opportunities

• Consistent performance standards and responses across the Public Works Department’s Divisions

• Lack of individual responsibility for the task or outcome • Listening to and understanding citizen needs and concerns • By looking for new and better ways to do the job the Public Works

Department can overcome bureaucratic management approaches; outdated policies, processes and procedures; and ineffective, non-integrated technology

• Citizens seeking alternative solutions (Elected Officials and City Manager’s Office) due to frustration

• Lack of staff, system and facility resources to satisfy customer requests Actions 2006 - 2007

• Customer service standards and parameter: implementation and monitoring

• Service with PRIDE implementation • Customer satisfaction survey: internal and external • Performance evaluations system revision • Customer service training program development • Customer service processes: evaluation and improvements • Web access services development (enter and monitor requests) • Customer service technology enhancement plan and actions (including

field automation) • Regular status reports to customer on long-term projects

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Actions on the Horizon

• Citywide 311: integration • Website: fully accessible services • Customer service ombudsman: establishment • Flexible staff plan for customer service including cross training

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GOAL 4 BETTER MANAGEMENT OF PROJECTS Objectives

• Define scope of project, orderly planning and execution process for capital projects

• Have adequate funding for projects, including grants • Complete projects: on time, within budget • Develop workable change order process from budget estimate to changes

in scope • Having high standards and holding contractors, vendors and city staff

accountable for performance quality Means to a Citizen

• More value for the tax dollar • Predictable start and finish times on City projects • Less inconvenience in the daily lives of citizens • City delivering on the commitments • Quality jobs and projects

Challenges and Opportunities

• Obtaining compliance with contract terms • Having limited number of vendors and market: limited choices for the City • Marketing the Public Works Department to the community • Having inadequate staffing and training • Pursuing limited number of grant opportunities • Having the capacity for multiple departmental projects with multiple job

tasks • Having staff buy into new processes • Integrating and managing a variety of funding sources • Marketing bond package/projects • Streamlining contracting and more workable process

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Actions 2006 - 2007 • Contract document and process evaluation, check list, refinement • Annual review of contracts (internal City) and revision • Alternative road materials (e.g. road base material) evaluation and

direction • Contracting for services guidelines and process on major projects • Financial tracking on projects (real time) • Development of training and safety coordinator position • American Public Works Association (APWA) accreditation process • Project schedule and tracking • Plan for recruiting vendors (Statewide) • Project management software: update

Actions on the Horizon

• American Public Works Association (APWA) accreditation completed • Citywide project tracking development and implementation • Project management software: expanded accessibility • Public information program on project status development • Project filing system and upgrade, including use of technology and funding

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GOAL 5 TOP QUALITY WORKFORCE IN PUBLIC WORKS DEPARTMENT

Objectives

• Instill Public Works Department core beliefs: “Serving with Pride” • Have competitive compensation in the local and regional market: salaries

and benefits • Develop an effective training program • Recruit and select a top quality workforce • Increase workforce productivity through continuous improvement • Have an adequate workforce to keep up with growth and increased

service demands Means to a Citizen

• Better service and quick response time on a daily basis. • Knowledgeable, highly motivated employees with expert skills. • More customer friendly service delivery. • Employees developing new methods for doing daily business. • Consistent response from the City. • Better preventive maintenance of facilities.

Challenges and Opportunities

• Employees taking responsibility and having ownership • Developing a more effective training program • Difficult job market in Central Florida: private sector and public sector • Attracting quality employees • Increasing staffing to respond to growth • Having competitive salaries • Using more creative recruitment process to find best candidate • Employee willingness to change to be more efficient

Actions 2006 - 2007

• Salary and benefit study and recommendation (market driven) • Employee retention evaluation and program development • Career development program for employees (with career plans) • Blue collar salary realignment and contract, including job descriptions and

classification • Flexibility of salary for “new hires” policy • Recruitment program development (in the Central Florida market) • Job fairs program for recruitment and career opportunities • Hiring and selection process evaluation and recommendation (with Human

Resource) • Comprehensive Public Works Department staffing comparative analysis

and recommendation

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• Multi-year staff plan and funding for Public Works Department with application of national standards (link long term equipment plan)

Actions on the Horizon

• Cross training program development and funding • Training program coordinator position: development and funding

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GOAL 6 MORE EFFECTIVE USE OF TECHNOLOGY Objectives

• Develop effective geographic information system (GIS) including the population of data

• Enhance customer service through better use of technology • Upgrade computers/laptops and keep software current • Improve public presentations, reports and public education through

information technology • Develop an integrated information system for the Public Works

Department Means to a Citizen

• Accurate, consistent information from the City the first time • Quicker response to citizen information requests • Access to information on their own • Better knowledge about City projects both current and future • Cost effective

Challenges and Opportunities

• Funding for technology • Fragmented GIS • Lack of involvement in GIS development • Inadequate software training • Obsolete hardware • Interdepartmental conflicts regarding hardware and software decisions • Inadequate network • Outdated and incompatible software

Actions 2006 - 2007

• Customer service software and system development (dedicated to and applicable to the Public Works Department)

• Mobile hardware (laptops/wireless) and docking stations: development and funding decision

• Wireless system development (personal digital assistant (PDA), digital cameras) and funding decision

• AutoCAD and Land Desk: update • Global Positioning System (GPS) for infrastructure inventory system and

staffing • GIS development, staffing and funding sources • Plotters/printers and other hardware needs development plan and funding • Five year technology plan for Public Works Department and funding • Fiber optic network development, implementation and funding

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Actions on the Horizon • Training program on new technology • 800 MHz communications system (City and County emergencies)

development and funding decision • 3-1-1 system: application to Public Works Department use • Training and testing software development and funding decision • Cell phone replacement and upgrading annual program • Standardize City’s computers, operating system and software • Phone system for Public Works Department: upgrade and funding

decision • Global Positioning System (GPS) for City vehicles: development and

funding • Information and innovation – Public Works Department: joint planning for

information technology and purchases • Security system with link to payroll: development and Funding • Public Works Department user team development and link to City team • Website: upgrade • Bar code system for inventory • Process software and funding (access to databases) • Technology specialist position for development • Records management system software: evaluate options and funding

decision • ICPR stormwater software, staffing and funding (NPDES requirement)

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GOAL 7 UPGRADED CITY FACILITIES AND VEHICLES Objectives

• Complete a new Public Works Department building • Expand Fleet Services and small equipment repairs • Develop adequate vehicle and equipment replacement program • Complete new fleet facility • Develop satellite locations (4) to increase operating efficiencies • Develop traffic operations facility • Have adequate number vehicles for services and service level and a

loaner fleet Means to a Citizen

• Reliable City services • City responding with the right equipment to handle service requests,

emergency calls or problems • Saves fuel and quicker response with satellite locations • Easier and cheaper to maintain new equipment • Better access and customer friendly buildings and work environment • Good working conditions that increases productivity

Challenges and Opportunities

• Funding • Planning for growth and future needs • Securing and purchasing critical properties for City’s future facilities • Obtaining public support and understanding for the need for new or

upgraded facilities • Working with City Council and City management on priorities and support • Identifying the need for facilities and describing value to citizens and how

services will be enhanced • Defining new building purposes and designs for future needs • Purchasing existing buildings for satellite facilities

Actions 2006 - 2007

• Vehicle replacement program standards and on going funding • Satellite offices identification of purposes and options, including evaluation

of utility facility and sites in the south and northeast • Loaner system: additional vehicles • Allocation charges revision (“fair charges” system) • Fleet business plan with recommendations • Electronic gate system development • Car and truck wash facility plan, design, funding source • Vehicle and equipment disposal: auction and eBay/eGov • Service agreement with “customer” departments (comprehensive) • Traffic operation facility location, design, plan and funding sources

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• Small equipment maintenance program and inventory system • Fuel facility sites (upgrade/new) and plan with funding • Long term equipment plan (linked to staffing plan)

Actions on the Horizon • Outdoor facility for equipment and vehicles • New vehicles/specialized vehicle purchasing system (e.g., bucket,

vacuum) • Air condition fleet facility • Security system for Public Works Department: evaluation and

recommendation • Central parts location and inventory • Fleet Services facility plan development • Fleet lifts, additional equipment and facilities • Training room(s) planning • Planning for growth in other City departments (incorporate into Public

Works Department planning) • Emergency bunker (hurricane specs with network access) • New Public Works Department facility plan, design and funding

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Section 5: Mission OUR MISSION IS TO: Provide safe streets and convenient travel, (1) Provide emergency response and recovery, (2)

Help City departments to be successful, (3)

Protect community interests and property, (4) and Develop community partnerships. (5)

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PRINCIPLE 1 PROVIDE SAFE STREETS AND CONVENIENT TRAVEL Means

• Maintaining streets, streetscape and right-of-ways • Maintaining Traffic Control System • Designing streets • Regulating traffic: speed, volume, widths, characteristics • Well maintained sidewalks, bike paths and trails • Planning, designing and maintaining school zone traffic control • Planning for future development and population growth

PRINCIPLE 2 PROVIDE EMERGENCY RESPONSE AND RECOVERY Means

• Clearing road and drainage right-of-ways • Supporting Fire and Police • Cleaning up accidents, waste dumping, debris • Responding to illegal discharges (e.g., hazardous wastes) • Managing disaster recovery • Clearing fire lines • Planning for and responding to natural disasters • Providing technical assistance: safety related issues and maintenance of

traffic PRINCIPLE 3 HELP CITY DEPARTMENTS TO BE SUCCESSFUL Means

• Providing heavy equipment services and support • Providing maps, drawings – engineering and surveying services • Purchasing and maintaining City’s fleet • Acquiring land: parks, utilities • Signage • Manage records and conduct research • Providing project management for City departments

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PRINCIPLE 4 PROTECT COMMUNITY INTERESTS AND PROPERTY Means

• Permitting processes and fees: lot drainage, driveways, subdivision inspections, right-of-way use and survey platting review

• Maintaining construction standards for roads and drainage • Developing right-of-way use guidelines • Maintaining drainage system maintenance • Managing storm water (street sweeping, pollution control) • Protecting waterways: public access for recreation (boating, fishing) • Providing solid waste management • Controlling litter • Reviewing plan and road projects for Brevard County and FDOT owned

and maintained roads • Maintaining City right-of-ways, streetscapes/medians and interchanges

PRINCIPLE 5 DEVELOP COMMUNITY PARTNERSHIPS Means

• Developing information and public education (NPDES, 311, website, etc.) • Liaisons with Florida Power and Light (FPL), Florida Department of

Transportation (FDOT), Melbourne Tillman Water Control District (MTWCD), St. John’s River Water Management District (SJRWMD), County-Wide Emergency Support Function #3

• Working with Homeowners Association (HOA), community organizations • Providing technical assistance • Providing assistance to other cities • Working with Brevard County • Regulating beyond minimum requirement • Participating in Community Development Block Grant (CDBG) Program

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Section 6: Core Businesses

PRIMARY BUSINESSES

• Manage city streets and right-of-ways • Manage city vehicles and equipment • Plan, design, implement and manage City’s capital and major projects • Manage stormwater and drainage system • Respond to customer service requests

SECONDARY BUSINESSES

• Enforce compliance to city codes, ordinances and regulations • Plan for future development • Manage solid waste • Provide technical and information assistance • Community outreach

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PRIMARY BUSINESS 1 MANAGE CITY STREETS AND RIGHT-OF-WAYS Operating Elements

• Operate pothole repair program • Plan, design and construct road program • Maintain roads (pavement management system) • Regulate right-of-way use • Maintain streetscapes and right-of-ways • Inventory streets, sidewalks, right-of-ways • Install, design and maintain traffic signals • Inventory, install, design, fabricate and maintain signs including special

event signs • Design, install and maintain sidewalks, bike paths and trails • Manage street light program

PRIMARY BUSINESS 2 MANAGE CITY VEHICLES AND EQUIPMENT Operating Elements

• Provide preventive maintenance services - preventive maintenance scheduling, equipment inspection in shop and field, establish preventive maintenance intervals, notification to operators of preventive maintenance due and preventive maintenance evaluation

• Repair equipment - in-shop repairs, field repairs, failure analysis, equipment modifications, 24/7 emergency response, welding and fabricating and tire replacement services

• Control inventory - parts, fuel supply and liquids, tools, stock level analysis, warehousing and above and underground storage tanks

• Manage vehicle and equipment replacement program - replacement policy, replacement analysis, replacement planning, specification development, acquisition, new vehicle preparation, outfitting and disposal

• Manage city fleet - policy development, fleet consultation/advice, cost accounting, fleet management software, performance monitoring and reporting, records, staffing, outsourcing, training, labor analysis, vehicle title/registration and fuel site management, monitoring warrantees, business plan, annual report, service level agreements

• Customer interaction - status reports, communication and coordination on more complex issues, planning on vehicle/equipment replacement and needs due to growth

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PRIMARY BUSINESS 3 PLAN, DESIGN, IMPLEMENT AND MANAGE CITY’S CAPITAL AND MAJOR PROJECTS

Operating Elements

• Develop scope and preliminary estimate for projects • Establish and secure budget for each project • Survey, design, draft and permit project • Conduct community involvement program • Complete construction estimates • Establish construction schedule • Manage bid/pre-construction schedule • Manage materials and inventory control • Construct project and maintain quality to review • Complete close-outs/as-builts • Complete inspection

PRIMARY BUSINESS 4 MANAGE STORMWATER AND DRAINAGE

SYSTEM Operating Elements

• Survey and complete inventory of stormwater system • Evaluate and inspect stormwater system • Develop and upgrade stormwater model • Identify needs for upgrades and improvement projects • Identify design and complete drainage improvement projects • Maintain drainage ditch, channels and canals • Monitor, record and report on NPDES and other agencies • Develop public education programs

PRIMARY BUSINESS 5 RESPOND TO CUSTOMER SERVICE REQUESTS Operating Elements

• Manage intake of request (phone, mail, website, other departments, elected officials)

• Process requests • Maintain customer service records • Communicate with customers • Develop, implement and evaluate process improvements • Survey customer satisfaction

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SECONDARY BUSINESS 6 ENFORCE COMPLIANCE TO CITY CODES, ORDINANCES AND REGULATIONS

Operating Elements

• Permit and inspect driveways • Permit and inspect lot drainage • Permit and inspect right-of-way use • Inspect City capital improvement projects • Enforce NPDES requirements • Develop and maintain construction standards – right-of-ways and public

equipment • Update and upgrade codes, ordinances and regulations • Participate in development process and its impact on Public Works

Department business responsibilities • Review new plats for compliance • Work with external customers, builders and developers • Work with internal customers including Code Enforcement and Building

Divisions SECONDARY BUSINESS 7 PLAN FOR FUTURE DEVELOPMENT Operating Elements

• Plan for future traffic capacity projects • Plan for pedestrian projects • Review development as relates it to Public Works Department • Plan for stormwater capacity increases • Plan for capital improvement program (CIP) projects • Plan for Public Works Department facilities • Acquire and preserve land for City projects

SECONDARY BUSINESS 8 MANAGE SOLID WASTE Operating Elements

• Develop and maintain solid waste franchise • Administer solid waste contract • Develop and manage litter control programs • Recycle city resources • Provide mulch to community • Monitor solid waste disposal fees

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SECONDARY BUSINESS 9 PROVIDE TECHNICAL AND INFORMATION ASSISTANCE

Operating Elements

• Develop and update City maps and subdivisions • Control records and documents • Provide survey data • Collect and maintain traffic counts • Compile and prepare road mileage and classification report • Prepare transportation expenditure report • Maintain fleet and vehicle information • Maintain strategic performance system • Monitor and report information on old landfill site

SECONDARY BUSINESS 10 COMMUNITY OUTREACH Operating Elements

• Market Public Works Department services and programs • Maintain and upgrade website • Develop public and community information • Serve as liaison: government agencies • Serve as liaison: homeowners’ associations (HOA) and community

organizations • Serve as liaison: non profit organizations • Participate and support City’s boards, commissions, task forces and

committees • Develop education materials and programs

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• Section 7: Core Beliefs

The employees of the Public Works Department believe in: SERVING WITH PRIDE

• Providing a timely response consistent with adopted parameters and standards (return call in 24 hours, site visit within 3 days)

• Knowing your customer and understanding their needs or issues • Educating the customers and explaining decisions or actions • Evaluating the results and looking for ways to improve • Having a clean workspace and equipment • Going the extra mile

RESPECT

• Listening to others • Following through on commitments • Projecting a professional image for the City and Public Works Department • Being courteous and sensitive to the feelings of others • Recognizing achievements and contributions of others • Giving a direct response to a question or inquiry

RESPONSIBILITY

• Assuming responsibility for your job duties • Being accountable for your decisions and actions within your job duties • Making appropriate decisions within your job duties • Admitting mistakes and learning for next time • Keeping others informed • Taking the initiative to solve problems • Developing and maintaining your knowledge and competency

TEAMWORK

• Being an active team player by helping and cooperating with others • Knowing your job duties and responsibilities • Providing open, honest communications • Having a positive “can do” attitude • Following the chain of command • Being loyal to the city, Public Works Department and supporting decisions

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RESULTS • Taking care of the details • Looking for better ways to do the job • Planning your work activities for efficient use of resources • Being “cutting edge,” the best practice and model for other cities • Establishing schedules and completing task on time • Identify roadblocks, determine alternative routes or make changes

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Facilitated and Drafted By: Lyle Sumek Associates, Inc

1514 St, Edmunds Place Heathrow FL 32746

Tlf: 407.771.4195

Fax: 407.771.4197 Email: sumekassoc@cfl.rr.com

Final Report By: City of Palm Bay

Public Works Department

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