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
d. Progress Monitoring
Operations Division…………………………………………………………............................ 32
a. Goals
b. Objectives
c. Level of Service
d. Progress Monitoring
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
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.
11
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
Goal Met Goal Met Goal Met Goal Met -
Goal and Objective(s) - Progress Monitoring
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
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City Services
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
Goal Met Goal Met Goal Met Goal Met -
Review Citizen Survey Indicators
Goal Met Goal Met Goal Met Goal Met -
Implemented May 2013
Dept. Web Page Maintained
Survey was Updated in 2015
Comments
Goal and Objective(s) - Progress Monitoring
Implemented Jan 2015
20
Goal 4: Employee Understanding of Department Values
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City Services
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
Goal Met Goal Met Goal Met Goal Met -
Encouraged Throughout the Year
Encouraged Throughout the Year
CommentsMVV Statements
DisplayedDept. Policy and
Training
Goal and Objective(s) - Progress Monitoring
21
Goal 5: Foster Development of Community Identity
Goal Type: Short-Range
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
Goal Met Goal Met Goal Met Goal Met -
250 New Trees Planted
Brookside Subdivision Sidewalk Project
Goal and Objective(s) - Progress Monitoring
CommentsSign Installed at Page
& Lindbergh
22
Goal 6: Productivity and Efficiency of Department Operations
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City Services
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
Goal Met Goal Met Goal Met Goal Met -
Review Policies, Practices, and Procedure
In Progress
Goal Met Goal Met Goal Met -
Open to Alternative Project Delivery Options
Goal Met Goal Met Goal Met Goal Met -
Develop a Universal Department Filing System
In Progress
In Progress
In Progress
In Progress
- Objective 4
Goal and Objective(s) - Progress Monitoring
CommentsContinual Discussion
at Staff MeetingsAccreditation
100% Complete
Electronic Bidding
23
Goal 7: Professional Development and Staff Training
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City Services
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
Goal Met Goal Met Goal Met Goal Met -
Continue to Fund Development and Training
Goal Met Goal Met Goal Met Goal Met -
Encourage Use of Tuition Reimbursement Program
Goal MetIn
ProgressGoal Met Goal Met -
Coordinate Cross-Training when Appropriate
Goal MetIn
ProgressGoal Met Goal Met -
Public Works Program BudgetEncouraged and Policy Adopted
Encouraged Throughout the Year
Goal and Objective(s) - Progress Monitoring
CommentsPublic Works
Program Budget
24
Goal 8: Public Presence and Recognition
Goal Type: Short-Range
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
ProgressGoal Met Goal Met -
Participate in Community Service Projects
Goal MetIn
ProgressGoal Met Goal Met -
Increase Public Education of Department Services
Goal MetIn
ProgressGoal Met Goal Met -
Comments
Objective 1
Stream Clean-ups
Maryland Heights University
Goal and Objective(s) - Progress Monitoring
26
Administration/Engineering Division Planning Goals and Objectives:
Goal 1: Delivery of Administration/Engineering Division Services
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City 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
Goal Met Goal Met Goal Met Goal Met -
Begin all Approved and Funded Projects
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Goal and Objective(s) - Progress Monitoring
CommentsSubmitted as Part of
Budget Process
Objective 2
Objective 3
27
Goal 2: Delivery of Stormwater Program Services
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City 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
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
CommentsSubmitted as Part of
Budget Process
Goal and Objective(s) - Progress Monitoring
Survey was Updated in 2015
28
Goal 3: Delivery of Streetlighting Program Services
Goal Type: Short-Range Goal
Guidance: City-Wide Strategic Goal 3 – City Services
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.
*Metric decreases signify available funding and/or opportunities, not a reduction in overall level of service.
*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
Goal Met Goal Met Goal Met Goal Met -
Monitor Ameren Maintenance Effectiveness
Goal Met Goal Met Goal Met Goal Met -
Conduct a Streetlight Survey*
- - - Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
On-Going Monitoring
Objective 3
Program Near Complete
Objective 4
Goal and Objective(s) - Progress Monitoring
Comments
29
Goal 4: Delivery of Solid Waste Program Services
Goal Type: Short-Range Goal
Guidance: City-Wide Strategic Goal 3 – City 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
compared to projected service levels.
*Metric decreases signify available funding and/or opportunities, not a reduction in overall level of service.
*New objective established in 2015 Public Works Program Budget
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
Goal Met Goal Met Goal Met Goal Met -
Community Education and 50% Waste Diversion
- - Goal Met Goal Met -
Develop a Program to Promote Recycling*
- - - Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Objective 3
Objective 1
Objective 2
Objective 4
Goal and Objective(s) - Progress Monitoring
Comments
30
Goal 5: Delivery of Sewer Lateral Program Services
Goal Type: Short-Range Goal
Guidance: City-Wide Strategic Goal 3 – City 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.
*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
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
Goal Met Goal Met Goal Met Goal Met -
95% Repairs Completed within 14 Days
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Goal and Objective(s) - Progress Monitoring
Comments
Objective 1
Objective 2
Objective 3
31
Construction Division Planning Goals and Objectives:
Goal 1: Delivery of Capital Projects Management Services
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City 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.
*Metric decreases signify available funding and/or opportunities, not a reduction in overall level of service.
*New objective established in 2015 Public Works Program Budget
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
Goal Met Goal Met Goal Met Goal Met -
Update Signs and Street Trees in Accela*
- - - Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Objective 2
Goal and Objective(s) - Progress Monitoring
Comments
Objective 1
Objective 3
32
Operations Division Planning Goals and Objectives:
Goal 1: Delivery of Roads and Bridges Program Services
Goal Type: Short-Range Goal
Guidance: City-Wide Strategic Goal 3 – City 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
*Metric decreases signify available funding and/or opportunities, not a reduction in overall level of service.
*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
Goal Met Goal Met Goal Met Goal Met -
Expand the Urban Forest & Implement Tree Plan*
Goal Met Goal Met Goal Met Goal Met -
Maintain Right-of-Way Mowing Schedule
Goal Met Goal Met Goal Met Goal Met -
Maintain Regular Street Sweeping
Goal Met Goal Met Goal Met Goal Met -
Maintain Traffic Control Signs & Assess Reflect*
Goal Met Goal Met Goal Met Goal Met -
Implement City-Wide Mosquito Larvacide Program
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Objective 3
Implementing Tree Plan
Objective 5
Objective 6
Assessing Reflectivity
Objective 8
Objective 9
Objective 2
Goal and Objective(s) - Progress Monitoring
Comments
Objective 1
34
Goal 2: Delivery of Fleet and Equipment Maintenance Services
Goal Type: Short-Range Goal
Guidance: City-Wide Strategic Goal 3 – City 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.
*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
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
Goal Met Goal Met Goal Met Goal Met -
Snow Equipment Inspected and Ready Prior to Season
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met - Objective 3
Goal and Objective(s) - Progress Monitoring
Objective 1
Objective 2
Comments
35
Goal 3: Delivery of Stormwater Program Services
Goal Type: Short-Range
Guidance: City-Wide Strategic Goal 3 – City 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
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
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
Goal Met Goal Met Goal Met Goal Met -
Maintain Level of Service Tracking
Goal Met Goal Met Goal Met Goal Met -
Objective 1
Objective 2
Goal and Objective(s) - Progress Monitoring
Comments