Presentation on theme: "Self-Assessment: A Process for Improving Your Public Works Department February 27, 2008 Local Government Academy Allegheny County Department of Public."— Presentation transcript:
Self-Assessment: A Process for Improving Your Public Works Department February 27, 2008 Local Government Academy Allegheny County Department of Public Works Dan Onorato Chief Executive Thomas E. Donatelli, P.E. Director
Cathy Trexler APWA Accreditation Manager Philip A. LaMay Deputy Director of Administration & Operations Allegheny County Department of Public Works Dan Onorato Chief Executive Thomas E. Donatelli, P.E. Director
AND YOU THINK YOU’RE HAVING A BAD DAY AT WORK? WE’RE HERE TO HELP!
Session Topics Why Are You Here? What is Self-Assessment? Why Should You Do It? Self-Assessment Process Accredited Agency Results Wrap Up
WHY ARE YOU HERE?
What Is Self-Assessment? Definition: The evaluation of an agency’s existing management practices in comparison to recommended best practices.
“…recommended best practices.” A collection of 529 recommended practices developed by public works experts from throughout North America.
The Manual... Provides guidance to WHAT should be done – not HOW it should be done
Using the Manual Informal Evaluation New Department Organization Self-Assessment Peer Review Agency Accreditation
Self-Assessment What does the agency get out of it? What do I get out of it personally? What do the citizens get out of it?
KEEPING UP ISN’T GETTING ANY EASIER!
Efficiency vs. Effectiveness “Efficiency is doing things right. Effectiveness is doing the right things.” - Peter Drucker
Why Should You Do It? Find ways to do more with less Identify strengths and weaknesses –Not about “What are we doing wrong?” rather “What can we do better?” Provide opportunities for improvement
“The need for change continues to accelerate. The APWA accreditation process has proven to be the perfect tool for assessing our operations in order to deliver high-quality services in the most efficient and cost-effective manner.” Thomas E. Donatelli, P.E. Public Works Director Allegheny County, PA
Why Should You Do It? Involve employees at all levels in continuous improvement Provide community services in the most cost-effective, responsive manner Contribute to the strategic planning process
“In these tight economic times, we are using the self- assessment/accreditation process to enhance performance, increase productivity, clarify budget needs, and strengthen employee morale …” H. Reed Fowler, Jr. Director of Public Works Newport News, VA
Benefits Promote staff and community pride Enhance department’s image Promote teamwork and staff development
Benefits (cont’d) Encourage interdepartmental coordination Improve trust and accountability Identify duplication and wasted effort
THE SELF-ASSESSMENT PROCESS
Before You Get Started Assess the agency’s overall leadership and management abilities –Why are we here? –Where are we going? –Mission, Vision, and Value Statement
Mission Statement “We, the employees of the Allegheny County Department of Public Works, are committed to providing the citizens of Allegheny County with world-class infrastructure, maintenance and engineering services delivered in a timely and cost-effective manner.”
KEY ELEMENTS FOR SUCCESS Committed leadership all the way to the top Commitment to improvement A high degree of employee involvement An organized system of documentation –Policies –Procedures –Practices
Committed Leadership All the Way to the Top Director / City Manager / Council / Commissioners Division Managers Supervisory Staff Team Leaders Organized Labor
Commitment to Improvement Willing to accept change Employee empowerment: Ownership of procedures Interdepartmental coordination Create and maintain a safe environment
A High Degree of Employee Involvement Everyone participates Employees have a say Employee Involvement = Employee Ownership Employees contribute to continuous improvement and ongoing success Builds teamwork
“The achievements of an organization are the results of the combined effort of each individual.” - Vince Lombardi
An Organized System of Documentation Files Electronic access Standard operating procedures Software Manuals –Technical –Operations –Policies & Procedures
“The secret of all victory lies in the organization of the non- obvious.” - Marcus Aurelius
GETTING ORGANIZED The Director’s Role Appoint a program manager Appoint an assistant or teams Develop the plan, timeline and budget Tools available
The Director’s Role Lend support to Program Manager Establish agency-wide support Seek support from the chief elected and appointed officials Seek support from organized labor Direct involvement
Appoint a Program Manager Understanding of public works Commitment of time Willingness to serve Ability to work well with people on all levels
Appoint Assistant or Teams Types of Teams Review (Steering) Functional area Dedicated task group Who’s involved? Front line employees Mid-level managers Managers Other Departments Outside agencies
Develop the Plan, Timelines and Budget Workload review Costs Milestones Maintain momentum!!
Tools Available The Practices Manual Outside assistance –Peer review –Focus groups (networking) For accreditation applicants –APWA web site (agencies in progress) –APWA accreditation message board –Facilitators
LET’S GET STARTED
Determining Jurisdiction (preliminary stage) Does your agency perform the service? –All? –Some? –Contracting the service? If not your agency, who? Note: First 9 chapters are applicable to all agencies!
Preparing the Written Practice Vince’s “Missouri Test”: “Show me” the written practice/ policy/procedure “Show me” proof that you follow it Vince Auriemma Deputy Public Works Director Golden, CO
Documenting the Agency’s Practice Practice description complies with Manual’s statement
Documenting the Agency’s Practice Practice description addresses key issues from Manual’s description Practice description complies with Manual’s statement
Why Document the Practices? Clarifies roles/expectations Aids succession planning Solves arguments/moves forward Identifies duplication of effort Proves to yourself, citizens and elected officials you are providing the most cost-effective, responsive services
Compliance Rating Full Compliance (complies without exception) Substantial Compliance (consistently meets provision of the practice) Note: Must meet either full or substantial compliance for accreditation
Compliance Rating (cont’d) Partial Compliance (meets some of the provisions) Non-compliance (fails to meet the provisions) Not applicable Waived due to: –Legislation –Labor Agreements –Court Order –Case Law
Supporting Documentation (formal) Laws / Ordinances Official Local Policies / Codes / Charters Intergovernmental agreements Union agreements
Present Findings to Elected Officials Formally completes the self- assessment process Keeps them informed Can help support improvements Necessary for accreditation
Are We Finished? After five years, look at it with suspicion. After ten years, throw it away and start over.” - Alfred Edward Perlman “After you’ve done a thing the same way for two years, look it over carefully.
Where can I get the Manual? Fax / Phone / Online Member discount
Become a Member Network – Share Expertise Gain Cutting-Edge Information Enhance Your Expertise Be the Voice of Public Works Promote Professional Excellence Market Your Products and Services Save Time and Expense More info at
Self-Assessment Results Allegheny County Department of Public Works
Improved Processes: Administration & Operations Mission Statement –Reviewed and revised to ensure public needs/expectations are addressed Communications –In the Works Newsletter / Annual Report / Internet / Intranet Disseminate important news/ information to employees Keep public informed
Improved Processes: Administration & Operations Standardized procedures –Pulled the best of the best from divisions, districts and/or parks operations Snow & Ice Reports Heavy Equipment Maintenance
Improved Processes: Administration & Operations Centralized Operations –Work Management Center Work order/service request tracking system –Fleet & Equipment Parts Inventory Parts and fluids inventory maintained by First Vehicle Services’ FMIS –Employee Training Records Identify employees with skills/certifications necessary for specialized tasks or emergency response
Improved Processes: Administration & Operations Updated practices –Written practices modified Regulatory requirements Non-compulsory best practices –MUTCD, DEP, ASCE, etc.
Improved Processes: Administration & Operations Workforce Development –NIMS Certification for first response personnel –Employee skills/development training Provide more training opportunities through EAP, APWA, etc.
Improved Processes: Administration & Operations Future Initiatives –Enhanced Soft Skills Training Basic supervision Customer service –Performance evaluation program Enhance work incentives Improve employee recognition
Improved Processes: Maintenance Division Roads, Bridges & Parks –Developed work order system for Districts and Parks –Interfaced with Cityworks to manage County assets on GIS –Enhancing pavement management system
Improved Processes: Maintenance Division Facilities –Implemented work order system for Trades –Improving preventive maintenance and inspection programs –Developing County-wide facilities management database
Improved Processes: Maintenance Division Fleet –Contracted with First Vehicle Services to maintain centralized parts and fluids inventory –Standardized heavy equipment maintenance based on First Vehicle’s practices First Vehicle Services is ISO 9001 certified
Improved Processes: Engineering Division Permits –Implemented HOP module in Cityworks to track permits –Developed an online permit manual for permittees Consultant Guidelines –Revising County guidelines to be consistent with new PennDOT guidelines Expedites review and approval process
Improved Processes: Engineering Division Contracting Procedures –Revised to reduce costs and improve efficiency Provided electronic access to and distribution of PennDOT publications Revised newspaper notification requirements Implemented electronic distribution of bid packages
Technological and Operational Advancements Cityworks –GIS-based asset management system Work order/service request system Preventive maintenance programs Inspection programs Inventory control Resource allocation Highway Occupancy Permits
Technological and Operational Advancements Work Management Center –Centralized Call Center –Centralized work order/service request system
Technological and Operational Advancements Operations Manuals –Winter Operations Manual Updated and includes GIS maps Serves as departmental EOP for disaster/weather events –Public Works Contracting Manual –Consultant Guidelines
Technological and Operational Advancements More Operations Manuals –Permit Manual –Fleet Vehicle Manual APWA Model Practice –Safety Manual APWA Model Practice
Technological and Operational Advancements Guidelines –Pennsylvania Green Building Operations and Maintenance Manual (Commonwealth of Pennsylvania) –Turf Landscape Irrigation Best Management Practices (Irrigation Association) –Snowfighter’s Handbook (Salt Institute) –Salt Storage Handbook (Salt Institute) –PennDOT Publications
“Side Effects” Promotes staff and community pride Enhances department’s image Encourages interdepartmental coordination Promotes teamwork and staff development