maryland heights mo strategic plan

2

Table of Contents

Introduction……………………………………………………………………………………… 4

Community and Organizational Profile……………………………………............................ 6

Progress Monitoring and Plan Documentation/Process…………………………………..... 13

Relationship to City-Wide Planning Process………………………………………………... 15

Department-Wide……………………………………………………………............................ 17

a. Goals

b. Objectives

c. Progress Monitoring

Administration/Engineering Division………………………………………………………….. 26

a. Goals

b. Objectives

c. Level of Service

d. Progress Monitoring

Construction Division…………………………………………………………………………… 31

a. Goals

b. Objectives

c. Level of Service


Operations Division…………………………………………………………............................ 32

a. Goals

b. Objectives

c. Level of Service


4

Introduction

The City of Maryland Heights Department of Public Works vision is to be a well-respected organization

considered a model public works department. To achieve this vision, we will provide superior municipal

services through teamwork, professionalism, and hard work while offering innovative solutions to resolve

challenges. This vision was created through a process developed to encourage employee participation at

all levels and serves as a guideline for department planning and operations.

The use of the words “teamwork”, “professionalism”, and “hard work” to describe the department’s vision

accurately depicts the culture fostered within the organization. The Strategic Plan takes those fostered

values and provides a planned course of action for the department to follow in order to achieve its vision.

Great pride is taken in putting forward the necessary work and effort required to complete the

department’s goals and objectives while doing so in a team-oriented/professional manner.

The American Public Works Association (APWA) acknowledges the value and importance of strategic

planning by requiring a strategic plan as part of their nationally recognized accreditation process. A

strategic plan builds credibility and further establishes a department’s reputation as a model organization.

The Strategic Plan provided establishes department goals, objectives, and level of service required to

effectively provide services to the residents and businesses of Maryland Heights while adhering to

department and city-wide mission, vision, and values.

6

Community and Organizational Profile

Community Profile:

Maryland Heights is located in St. Louis County, Missouri, bound to the west by the Missouri River, with

its remaining boundaries lying adjacent to highway network and major thoroughfare.

It is because of this convenient access to highway network and major thoroughfare that Maryland Heights

has become both a residential community and an employment center. The city has a population of

approximately 27,480 occupying 13,100 housing units and an estimated 45,000 jobs at 1,730 businesses.

The city has become a regional hospitality and entertainment destination, offering nearly 3,500 hotel

rooms, plus numerous dining, recreation and entertainment opportunities. Major employers such as

Hollywood Casino, Edward Jones, and Magellan Health Services are located in Maryland Heights.

Area attractions include a large county park and lake, outdoor amphitheatre, and a casino complex. Other

great facilities in the area include five (5) city-maintained parks, an aquatic center, a community center,

and a dog park.

City-Wide Government Profile:

Maryland Heights, incorporated in 1985, operates under the City Administrator form of Mayor/Council

government, and is a Third-Class City as defined by Missouri statutes.

The city occupies 23.4 square miles and is located approximately 20 miles northwest of downtown St.

Louis.

Services provided by the city include:

Street Maintenance and Other Public Works Functions

Police Patrol and Investigations

Recreation and Park Services

Planning and Zoning

Licensing, Permitting, and Inspections

Municipal Court

7

Location Map:

City-Wide Organizational Chart:

8

City-Wide Mission, Vision, and Core Values Statements:

Mission:

We will provide superior municipal services in a safe and appealing setting in order to attract and retain

residents committed to our city, thriving business, and premier hospitality venues.

Vision:

Maryland Heights is a distinctive, thriving community of diversity, character, and value.

Core Values:

Responsibility

o We will manage our financial and human resources prudently and efficiently.

Planning

o We realize change is inevitable; it is our responsibility to prepare for it.

Balance

o We believe consideration of the interests of residents, businesses, and visitors are

important to our future.

Communication

o We emphasize clear, timely two-way communication between the city and those we

serve.

Equity

o We treat all those receiving city services fairly and equitably.

City-Wide Strategic Goals:

Goal 1: Quality Housing

We will be proactive in maintaining and improving our housing stock to stabilize

population and homeownership in our city.

Goal 2: Building Community

We will create connections between people and places to enhance the sense of

community in our city.

Goal 3: City Services

We will strive to preserve and continually improve the level of service enjoyed by

residents and businesses in our city.

9

Goal 4: Financial Stability

We will continue to utilize sound fiscal policies and prudent budgeting to

ensure long term stability in our city.

Goal 5: Safety

We will provide responsive, proactive and effective enforcement of laws and codes in

order to maintain a safe environment for residents, businesses and visitors in our city.

Goal 6: Economic Development

We will enhance and diversify our economic base to maximize our commercial space

and developable land, create jobs, maintain the financial strength of local

government jurisdictions serving our residents, and improve the quality and

appearance of our city.

Goal 7: Creating Identity

We will enhance our identity and visual appearance in order to strengthen our

position as a desirable residential community, as a major business center and as the

hospitality hub of the region.

Department Profile:

The Department of Public Works is currently comprised of approximately thirty-five (35) full-time

employees, which includes a variety of professional, technical, and support positions. The department is

divided into three (3) separate divisions: Administration/Engineering, Construction, and Operations. Each

division is then responsible for various programs and services provided as identified within the Public

Works Program Budget. Division Managers administer the activities of each division who then report to

the Director of Public Works.

The Public Works Construction and Engineering staff is located within the Maryland Heights Government

Center at 11911 Dorsett Road in Maryland Heights. The Director of Public Works office is also located at

this facility. The Public Works Operations staff is located at the Public Works Maintenance Facility at 2715

Fee Fee Road.

Department responsibilities include the repair, care and maintenance of all public streets, sidewalks,

bridges, storm sewer collection systems owned or maintained by the city, streetlighting and traffic

signalization, plus the care of all property of the city that is not assigned to the care or custody of any

other department.

10

Department Organizational Chart:

Department Mission, Vision, and Values Statements

Mission:

The City of Maryland Heights Department of Public Works will strive to provide superior municipal

services that offer proactive infrastructure improvement and maintenance, while enhancing the quality of

life for the community in a safe, economical and environmentally sound manner.

Vision:

Our vision is to be a well-respected organization that is considered a model public works department. To

achieve this, we will provide superior municipal services through teamwork, professionalism, and hard

work while offering innovative solutions to resolve challenges.

Values:

The core values, attitude, and behavior of each employee play an integral role and are directly

responsible for the culture that is fostered within the department. We are guided by the following values:

Professionalism

o We demonstrate a high degree of skill, competency, and character.

Teamwork

o We work together to achieve common goals.

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Strong Work Ethic

o We exhibit diligence and hard work in all our efforts.

Responsiveness

o We anticipate the needs of the community we serve.

Dependability

o We are trustworthy and reliable in the services we provide.

Leadership

o We ethically pursue the common good.

Loyalty

o We are committed to the City of Maryland Heights

13

Progress Monitoring and Plan Documentation/Process

Progress Monitoring:

A critical component to strategic planning is the monitoring and reporting of progress in regards to

achievement of identified goals and objectives. The strategic planning process adopted through

development of this plan utilizes a reporting system that allows the department to monitor goals and

objectives, on an annual basis, in order to encourage progress and report on the previous year’s

accomplishments. Annual plan updates will be provided in close coordination with the budget preparation

process.

Level of service is also monitored as part of the strategic planning process in order to plan for and

anticipate future service needs. Significant changes in level of service may require review to determine

the need for allocation or reallocation of resources. Through level of service monitoring the department is

able to review its operational capabilities and services. The process for review of department operational

capabilities and services is accomplished through the overall monitoring and documentation of the

strategic plan in combination with the budget preparation process.

Plan Documentation/Process:

The strategic plan is developed and updated annually under the direction of the Director of Public Works.

As designated by the Director, department staff shall be responsible for the update, maintenance, and

subsequent developments of the Strategic Plan.

Staff will work with the Director of Public Works and Division Managers to annually update department

goals, objectives, and level of service expectations. This will provide opportunity for the department to

review its operational capabilities and services while making adjustments as determined appropriate.

Updating of the strategic plan will be provided in close coordination with the budget preparation process

in order to ensure operational needs are accounted for within budgetary planning. Once updated and

approved by the Director of Public Works, the Strategic Plan will be distributed as designated by the

Director and made available to all department employees.

15

Relationship to City-Wide Planning Process

City-wide mission, vision, and core values statements, along with city-wide strategic goals, are listed

within the Community and Organizational Profile section of this plan. All department goals have a direct

correlation to a corresponding city-wide strategic goal. The correlating city-wide strategic goal is denoted

as “Guidance” underneath each department goal listed. City-wide strategic goals are updated every five

(5) years by the Mayor and City Council.

Department goals, objectives, and levels of service are also included within the Public Works Program

Budget. Relation of these strategic planning items to the department budget establishes a system, in

combination with the budget preparation process, in which the cost of providing individual services and

service levels are determined.

17

Goal 1: APWA Accreditation Program

Goal Type: Short-Range

Guidance: City-Wide Strategic Goal 3 – City Services

Description: Obtain recognition as an American Public Works Association (APWA) accredited

agency by providing a systematic review of the department’s current practices and

procedures while improving on existing policy.

Objective 1: Complete the accreditation self-assessment process through review, documentation,

and updating of department policies, practices, and procedures.

Objective 2: Present self-assessment results to the Public Improvements Committee for

recognition of the department’s effort to maintain a proactive, professional approach

to public works management.

Objective 3: Schedule and host an accreditation site visit for review of practices completed during

the self-assessment process.

Objective 4: Provide documentation sufficient to achieve, at minimum, substantial practice

compliance in order to become an APWA accredited agency.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Complete Accreditation Self-Assessment Review

In Progress

In Progress

In Progress

Complete -

Present Self-Assessment Results to Committee

Begin 2015

Begin 2015

Begin 2015

Complete -

Schedule and Hosts Accreditation Site Visit

Begin 2015

Begin 2015

Begin 2015

In Progress

-

Provide Practice Documentation to APWA

Begin 2015

Begin 2015

Begin 2015

In Progress

-

Scheduled for March 2016

To Be Provided in March 2016

Presented December 2015

Completed December 2015

Goal and Objective(s) - Progress Monitoring

Comments

18

Goal 2: Building Community Connections

Goal Type: Long-Range

Guidance: City-Wide Strategic Goal 2 – Building Community

Description: Link residents through multi-modal transportation options.

Objective 1: Pursue commitment from Metrolink to expand to Maryland Heights.

Objective 2: Work with B-State Development Agency d/b/a Metro Transit – St. Louis to expand the

number of bus shelters.

Objective 3: Adopt Great Rivers Greenway’s Regional Bike Plan and include bike facilities on

specified routes as road projects are completed.

Objective 4: Collaborate with Great Rivers Greenway, St. Louis County, Trailnet, and Citizens for

Mass Transit when appropriate.

Objective 5: Complete gaps in neighborhood sidewalk networks along public streets to increase

pedestrian safety and accessibility.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Pursue Commitment for Metrolink Expansion

In Progress

In Progress

In Progress

In Progress

-

Work with Metro to Expand Bus Shelters

In Progress

In Progress

In Progress

In Progress

-

Adopt Bike Plan and Include Facilities on Road Projects

In Progress

In Progress

Goal Met Goal Met -

Work with Multi-Modal Transportation Agencies

Goal Met Goal Met Goal Met Goal Met -

Complete Sidewalk Gaps in Neighborhoods



Comments

Objective 1

Dorsett Great Streets Project Coordination

Dorsett Great Streets Project Design

St. Louis County, GRG, EWG, etc.

Brookside Subdivision Sidewalk Project

19

Goal 3: Customer Service Delivery and Communication



Description: Preserve and continually improve the level of service enjoyed by residents and

businesses within the community by demonstrating the responsiveness and

dependability of the department.

Objective 1: Implement updated service request and permitting process software.

Objective 2: Participate in the development of an interactive service request interface between the

community and city services.

Objective 3: Utilize the city’s website to communicate upcoming and on-going department

activities.

Objective 4: Review citizen survey indicators to ensure the community’s overall satisfaction with

department services.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Update Service Request and Permitting Software

In Progress

Complete - - -

Development On-Line Service Request Media

Begin 2014

Begin 2014

Complete - -

Utilize City Website for Communications


Review Citizen Survey Indicators


Implemented May 2013

Dept. Web Page Maintained

Survey was Updated in 2015

Comments


Implemented Jan 2015

20

Goal 4: Employee Understanding of Department Values



Description: The core values, attitude, and behavior of each employee within the department play

in integral role and are directly responsible for the culture that is fostered within the

department.

Objective 1: Develop and display mission, vision, and values statements for employee reference

at the Government Center and Public Works Maintenance Facility.

Objective 2: Establish and implement strategies for leadership development and training.

Objective 3: Encourage employee participation in city-wide functions in order to develop employee

relations within and outside the department.

Objective 4: Encourage direct, cross-divisional communication at staff level to develop team work

and help department employees get acquainted.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Develop & Display Department Statements

In Progress

Complete - - -

Leadership Development and Training

In Progress

In Progress

Goal Met Goal Met -

Employee Participation in City-Wide Functions

Goal MetIn

ProgressGoal Met Goal Met -

Encourage Cross-Divisional Communications


Encouraged Throughout the Year


CommentsMVV Statements

DisplayedDept. Policy and

Training


21

Goal 5: Foster Development of Community Identity


Guidance: City-Wide Strategic Goal 7 – Creating Identity

Description: Continue to enhance the identity and visual appearance of the city in order to

strengthen the city’s image as a desirable community.

Objective 1: Improve signage at significant entry points to the city by developing entry

signage/monuments and installing way finding signs.

Objective 2: Strengthen the urban forest through placement of additional trees, development of a

tree inventory, and diversification of tree plantings.

Objective 3: Install sidewalks where appropriate in order to enhance the appearance and

functionality of residential streets, while making residential neighborhoods more

walkable.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Improve Entry Way Signage to the City

Begin 2013

In Progress

In Progress

Goal Met -

Expand the Urban Forest Goal Met Goal Met Goal Met Goal Met -

Install Sidewalk to Enhance Appearance and Function


250 New Trees Planted

Brookside Subdivision Sidewalk Project


CommentsSign Installed at Page

& Lindbergh

22

Goal 6: Productivity and Efficiency of Department Operations



Description: The department strives to continually improve project delivery and level of service

enjoyed by residents and businesses within the community.

Objective 1: Analyze and discuss need for process improvement at staff meetings and with other

departments where appropriate.

Objective 2: Periodically review department policies, practices, and procedures for relevancy; as

well as continuously seek process improvement opportunities.

Objective 3: Remain open to new and/or innovative project delivery options through willingness to

update current processes.

Objective 4: Develop an internal filing system capable of providing clear designation of filing

organization and procedure. System to include removal of redundant files, clear

understanding of custodial responsibilities, and electronic file integration.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Analyze and Discuss Need for Process Improvement


Review Policies, Practices, and Procedure

In Progress

Goal Met Goal Met Goal Met -

Open to Alternative Project Delivery Options


Develop a Universal Department Filing System

In Progress

In Progress

In Progress

In Progress

- Objective 4


CommentsContinual Discussion

at Staff MeetingsAccreditation

100% Complete

Electronic Bidding

23

Goal 7: Professional Development and Staff Training



Description: Encourage professional development and staff training opportunities to ensure the

department maintains a professional, well-trained staff capable of carrying out the

department’s mission and vision, while adhering to department values.

Objective 1: Proactively identify professional development and staff training opportunities and

notify appropriate staff once available.

Objective 2: Continue to request funding for professional development and staff training through

the budget preparation process.

Objective 3: Encourage and support staff development through use of the city’s tuition

reimbursement program.

Objective 4: Coordinate cross-training opportunities when available and appropriate.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Identify Staff Development and Training Opportunities


Continue to Fund Development and Training


Encourage Use of Tuition Reimbursement Program

Goal MetIn


Coordinate Cross-Training when Appropriate

Goal MetIn


Public Works Program BudgetEncouraged and Policy Adopted



CommentsPublic Works

Program Budget

24

Goal 8: Public Presence and Recognition


Guidance: City-Wide Strategic Goal 7 – Creating Identity

Description: Enhance the department’s identity as a model department of public works in order to

operate in accordance with the department’s vision statement.

Objective 1: Apply for service awards and recognition in order to further validate the exceptional

service the department already provides.

Objective 2: Participate in community service projects related to public works in order to foster a

positive department image within the community.

Objective 3: Increase the number of citizens educated about public works and services provided.

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Apply for Service Awards and Recognition

Goal MetIn


Participate in Community Service Projects

Goal MetIn


Increase Public Education of Department Services

Goal MetIn


Comments

Objective 1

Stream Clean-ups

Maryland Heights University


26

Administration/Engineering Division Planning Goals and Objectives:

Goal 1: Delivery of Administration/Engineering Division Services



Description: Continue the delivery of municipal engineering services that offer proactive

infrastructure improvement in accordance with the department’s mission and vision

statements.

Objective 1: Prepare and submit a five (5) year Capital Improvement Program updated annually

as part of the budget preparation process.

Objective 2: Begin all approved and funded Capital Improvement Program projects in accordance

with funding allocations.

Objective 3: Process 90% of right-of-way use permits within three (3) working days. Track right-of-

way use permitting approved in order to document level of service provided

compared to projected service levels.

*Metric decreases signify available funding and/or opportunities, not a reduction in overall level of service.

Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Right-of-Way Use Permits (Each)

126 122 122 133 125 125 125

Permits Processed within Three (3) Working Days (%)

100 100 100 100 100 100 100

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Submit 5-year Capital Improvement Program


Begin all Approved and Funded Projects


Maintain Level of Service Tracking



CommentsSubmitted as Part of

Budget Process

Objective 2

Objective 3

27

Goal 2: Delivery of Stormwater Program Services



Description: Continue to proactively deliver stormwater infrastructure improvements, on select

items as designated by the Director of Public Works, in accordance with the

department’s mission statement.

Objective 1: Present stormwater project recommendations as part of the overall Capital

Improvement Program.

Objective 2: Track citizen survey metrics in order to document level of service provided compared

to projected service levels.

*Survey conducted every 2 years

Metrics2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Citizen Survey Results (Excellent/Good %)*

- 72 - 79 - 80 -

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Present Stormwater Capital Improvement Projects




CommentsSubmitted as Part of

Budget Process


Survey was Updated in 2015

28

Goal 3: Delivery of Streetlighting Program Services

Goal Type: Short-Range Goal


Description: Continue the delivery of streetlighting operations, through contract with Ameren

Missouri, that offer proactive infrastructure improvement while enhancing the safety.

Objective 1: Complete replacement of post-top streetlights in residential neighborhoods.

Objective 2: Continue to monitor Ameren Missouri maintenance effectiveness and upgrade lights

as appropriate on roadway projects.

Objective 3: Conduct a streetlight survey.

Objective 4: Track streetlighting maintenance and citizen survey metrics in order to document

level of service provided compared to projected service levels.


*New objective established in 2015 Public Works Program Budget

Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Lighting Maintained with Ameren Contract (Each)

1,922 1,940 1,956 1,956 1961 1969 1975

New Streetlights Installed (Each)

23 55 29 0 18 38 27

Existing Streetlights Removed (Each)

9 37 11 2 13 30 13

Streetlights Upgraded (Each)

96 144 79 0 0 35 22

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Replace Post-Top Streetlights


Monitor Ameren Maintenance Effectiveness


Conduct a Streetlight Survey*

- - - Goal Met -



On-Going Monitoring

Objective 3

Program Near Complete

Objective 4


Comments

29

Goal 4: Delivery of Solid Waste Program Services



Description: Continue the delivery of convenient solid waste removal services that offer trash,

recycling, and yard waste services through contract with Allied Services, LLC.

Objective 1: Participate in the St. Louis County Health Department’s recycling education program.

Objective 2: Continue to do community education through the newsletter and website to promote

single stream recycling and work toward 50% diversion of waste to recycling.

Objective 3: Develop a program to promote recycling.

Objective 4: Track solid waste operations metrics in order to document level of service provided




Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Number of Households Served (Each)

7,989 7,989 7,989 7,989 7,989 7,992 7,992

Recycling Quantity (Tons Annually)

1,910 2,111 3,020 3,171 3,330 3,497 3,497

Municipal Solid Waste (Tons Annually)

5,085 4,574 3,912 4,097 4,302 4,517 4,517

Yard Waste (Cubic Yards Annually)

5,201 7,483 8,195 8,537 8,963 9,411 9,411

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Participate in St. Louis County Recycling Program


Community Education and 50% Waste Diversion

- - Goal Met Goal Met -

Develop a Program to Promote Recycling*

- - - Goal Met -



Objective 3

Objective 1

Objective 2

Objective 4


Comments

30

Goal 5: Delivery of Sewer Lateral Program Services



Description: Continue the delivery of timely sewer lateral repairs in order to enhance the quality of

life within the community.

Objective 1: Contractor will complete 95% of sewer lateral investigations within five (5) working

days of receiving the notice to proceed from the city.

Objective 2: Contractor will complete 95% of sewer lateral repairs within fourteen (14) working

days of receiving the notice to proceed from the city.

Objective 3: Track sewer lateral investigation and repair metrics in order to document level of

service provided compared to projected service levels.


Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Sewer Lateral Investigations (Each)

76 69 67 72 75 75 85

Sewer Lateral Repairs (Each)

64 63 61 58 60 65 75

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

95% Investigations Completed within 5 Days


95% Repairs Completed within 14 Days





Comments

Objective 1

Objective 2

Objective 3

31

Construction Division Planning Goals and Objectives:

Goal 1: Delivery of Capital Projects Management Services



Description: Continue the delivery of construction engineering services that offer proactive

infrastructure improvement in accordance with the department’s mission and vision

statements.

Objective 1: Capital projects will be constructed on time and under budget.

Objective 2: Update the Accela asset inventory for signs and street trees.

Objective 3: Track projects constructed in order to document level of service provided compared

to projected service levels.



Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Projects Constructed (Each)

10 9 16 10 9 10 13

Funding Available ($ in thousands)

6,700 7,760 6,410 2,730 3,100 6,190 4,740

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Projects Constructed On Time/Under Budget


Update Signs and Street Trees in Accela*

- - - Goal Met -



Objective 2


Comments

Objective 1

Objective 3

32

Operations Division Planning Goals and Objectives:

Goal 1: Delivery of Roads and Bridges Program Services



Description: Continue the proactive delivery of maintenance, clearing, and beautification efforts of

roads and bridges in a safe, economical, and environmentally sound manner.

Objective 1: Update the street tree inventory and incorporate into asset management software.

Implement the tree management plan.

Objective 2: Develop a traffic control sign inventory and incorporate into asset management

software. Submit sign inventory recommendations.

Objective 3: Repair/replace damaged asphalt and concrete surfaces of roads and sidewalks to

improve street conditions.

Objective 4: Expand the urban forest by planting more trees, shrubs, and flowers. Implement tree

management plan.

Objective 5: Maintain a right-of-way mowing schedule.

Objective 6: Maintain regular street sweeping.

Objective 7: Maintain traffic control signs and assess traffic sign reflectivity.

Objective 8: Implement a mosquito larvaciding program through contract with St. Louis County

Department of Health.

Objective 9: Track roads and bridge maintenance metrics in order to document level of service

provided compared to projected service levels.

33


*Updated objective established in 2016 Public Works Program Budget

Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Concrete Pavement Replacement (Sq. Yds.)

3,471 2,474 8,557 17,913 16,000 18,000 18,000

Concrete Pavement Replacement (Each)

161 115 203 71 45 75 70

Concrete Sidewalk Replacement (Sq. Ft.)

27,472 13,041 13,041 8,557 18,000 16,000 5,000

Forestry (Tree Maintenance, Each)

1,394 836 1,303 1,574 1,600 1,600 1,500

Right-of-Way Mowing (Each)

7 9 14 9 10 10 10

Street Sweeping (Centerline Lane Miles)

617 572 839 866 750 750 600

Traffic Control Signs Installed/Replaced (Each)

379 487 487 586 400 550 350

Mosquitocide Applications City-Wide (Each)

19 19 19 19 18 19 19

New Street Trees (Each)

85 154 150 207 150 250 250

Asphalt Pavement Repair (Tons)

138 224 190 63 100 100 100

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Update Street Tree Inventory and Download into Software

Begin 2013

In Progress

In Progress

Goal Met -

Develop Sign Inventory and Download into Software

Begin 2013

In Progress

In Progress

Goal Met -

Repair/Replace Damaged Pavement and Sidewalks


Expand the Urban Forest & Implement Tree Plan*


Maintain Right-of-Way Mowing Schedule


Maintain Regular Street Sweeping


Maintain Traffic Control Signs & Assess Reflect*


Implement City-Wide Mosquito Larvacide Program




Objective 3

Implementing Tree Plan

Objective 5

Objective 6

Assessing Reflectivity

Objective 8

Objective 9

Objective 2


Comments

Objective 1

34

Goal 2: Delivery of Fleet and Equipment Maintenance Services



Description: Continue the delivery of fleet and equipment maintenance services that offer

proactive asset management and maintenance.

Objective 1: All vehicles will receive preventative maintenance at scheduled intervals.

Objective 2: All snow removal equipment will be inspected and ready prior to snow removal

season.

Objective 3: Track fleet and equipment maintenance metrics in order to document level of service

provided compared to projected service levels.


Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Repair Work Orders Completed (Each)

791 743 740 1,013 1,050 1,100 1,100

Vehicles Maintained (Each)

111 111 111 113 115 115 115

Equipment Maintained (Each)

55 55 55 55 55 55 55

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Vehicles Receive Scheduled Maintenance


Snow Equipment Inspected and Ready Prior to Season



Goal Met Goal Met Goal Met Goal Met - Objective 3


Objective 1

Objective 2

Comments

35

Goal 3: Delivery of Stormwater Program Services



Description: Continue to proactively deliver stormwater infrastructure maintenance, on select

items as designated by the Director of Public Works, in accordance with the

department’s mission statement.

Objective 1: Respond to all service requests regarding stormwater within 48 hours.

Objective 2: Track stormwater maintenance metrics in order to document level of service provided



Metrics*2010

Actual2011

Actual2012

Actual2013

Actual2014

Actual2015

Actual2016

Projected

Creek Cleaned (Linear Feet)

1,950 2,250 2,550 2,850 2,850 2,850 2,850

Inlet Structures Repaired (Each)

65 77 66 69 110 75 75

Inlets Inspected (Each)

1,394 836 1,000 1,000 1,000 1,000 1,000

Level of Service

Objective2012

Status2013

Status2014

Status2015

Status2016

Status

Respond to Stormwater Service Request in 48 Hours




Objective 1

Objective 2


Comments

maryland heights mo strategic plan

Government & Nonprofit