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Public Works Department
Strategic Plan
2012
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City of Gainesville’s Vision Statement
The City of Gainesville will set the standard of excellence for a top ten mid-sized American city
recognized nationally as an innovative provider of high quality cost effective services.
Department Vision Statement
To provide innovative and cost effective services to sustain Gainesville as a model community.
Department Mission Statement
Manage the city’s transportation, stormwater, and solid waste systems to enhance the quality of life for the Gainesville Community.
Department Value Statements
Diversity – we recognize and embrace the community’s diversity to achieve our vision. Integrity – our actions demonstrate honesty, trustworthiness and reliability. Responsibility – we will provide effective and sustainable stewardship of the community’s
assets and resources. Environment – we promote and protect the environment in the delivery of our services. Community Satisfaction – we will provide professional, reliable and courteous services in achieving our vision. Teamwork – we will work together to achieve our vision.
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Goals and Objectives
City Goals City Objectives City Initiative Dept Goals Dept Objectives Performance Measures
FY 2012 Targets
Infrastructure and Transportation
Invest in community infrastructure and continue to enhance the transportation
network and systems
Support the reconstruction of transportation
facilities to encourage
redevelopment of 6th Street
Provide transportation
choices
Complete Phase 3 of 6th Street Rail Trail
Complete construction by May 2012
May 2012
Complete trail connections to
Porters neighborhood
Complete construction by February 2012
February 2012
Complete SW 6th Street, SW 4
Avenue to University Avenue
Begin design phase by March 2012
March 2012
Complete SW 6 Street, SW 16th Avenue to 4th
Avenue
Obtain funding On-going
Support the reconstruction of transportation
facilities to encourage
redevelopment of Depot Avenue
Complete Depot Avenue, Segments 1,
2, 4 and Roundabout at Main Street
Begin construction following right of way acquisition in Spring
2013
Bring existing roadway stock up
to 70% rating level, as established by
the Army Corp of Engineers
Maintain transportation infrastructure
through preservation of
pavement condition
Preserve pavement condition
Finalize existing pavement inspection and develop short and long-
range work plans to bring city-maintained roadways
up to an overall 70% rating level by January
2012
January 2012
Present the cost of both plans for consideration in the FY 2013 Budget and
CIP by April 2012
April 2012
Increase pavement condition by maintaining a minimum of 55,000 square yards per year
55,000
Protect the City’s investment in its infrastructure
Enhance Safety of Traffic Signs and
Markings
Increase compliance with retro-reflectivity standards
for traffic signs by replacing 450 low
reflective traffic control signs per year
450
Increase long-line pavement markings
maintenance by repainting 37,000 linear feet of long-
line per year
37,000
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City Goals City Objectives City Initiative Dept Goals Dept Objectives Performance Measures
FY 2012 Targets
Environment and Energy
Protect and sustain our natural environment and address future energy needs
Protect the environment
Enhance recycling efforts
Increase tonnage of recyclable (non-vegetative)
materials collected to 15,000 tons per year from residential and commercial
uses
15,000
Reduce residential waste disposal
Reduce the average tonnage of residential
disposal per household per year to 0.68
0.68
Enhance water quality of the natural
environment
Construct 1 water quality project per year
1
Reduce kWh’s used in departmental
operations
Coordinate with GRU to ensure the traffic signals
LED conversion cost savings are realized
May 2012
Reduce total fuel consumption in department fleet
Reduce gallons of gasoline and diesel used by 1%
1%
Reduce congestion, delay, fuel
consumption & carbon emissions
Retime 3 corridors via the TMS to improve traffic
flow
3
Increase number of incidents managed with the TMS by 12 each year
12
Neighborhoods Improve the quality of life in our
neighborhoods for the benefit of all residents
Assess neighborhoods to determine need for
infrastructure improvements for
bicycle and pedestrian use
Provide Transportation
Choices
Expand transportation infrastructure
Determine feasibility and prioritization of sidewalk segments for construction
by June 2012
June 2012
Identify off-road multi-use trail opportunities focused
on connecting neighborhood to neighborhood
On-going
Increase bicycle/pedestrian network by one mile per
year
1
Enhance mobility Increase ADA accessibility by adding 30 new curb ramps per year
30
Enhance the Community Appearance
Streets cleaned of debris
Increase in miles of streets swept each year to ensure a minimum of 18,000 miles
of curb line are swept
18,000
Well maintained Rights-of-way
Increase in miles of roadway litter picked up to ensure a minimum of
375 miles
375
Increase in acres of right of way maintained by
mowing a minimum of 1,500 acres
1,500
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City Goals City Objectives City Initiative Dept Goals Dept Objectives Performance Measures
FY 2012 Targets
Economic Development and Redevelopment
Foster economic development and
encourage redevelopment
Continue implementation of
the Strategic Redevelopment Plan for Depot Park and the Power District
Complete remediation and
development of the stormwater park
Complete the arsenic remediation for the site
and stormwater facilities by September 2012
September 2012
Continue transparent, efficient and
consistent regulation of land development in furtherance of the comprehensive plan
Enhance Responsiveness
Enhance responsiveness in
Development Review
Development applications reviewed and reports
submitted to Planning within deadlines
100%
Governance Measure and improve the cost-effectiveness of government services
Improve communication
through increased use of available internet tools to
improve the City’s website portals
Improve communication
with public
Improve communication of information to the
public through use of website and social
media
Update the department webpages to ensure
information is up to date and relevant by reviewing
quarterly
4
Update the department Facebook page with relevant information
monthly
12
Increase public outreach and
accessibility of public works services to the
public
Increase number of public outreach efforts to ensure a
minimum of 24 events each year
24
Ensure effective delivery of public works services
Increase preventative maintenance of the traffic signals to
reduce malfunctions and increase safety
Conduct a minimum of 40 preventative
maintenance calls per year
40
Reduce number of signal malfunction calls to 500
per year
500
Respond to 98% of the signal malfunction calls
within one hour of notification
98%
Ensure parking needs are met and spaces are used as
allocated
Increase the percent of maximum potential
parking meter revenue received by 10% each year
– target 35%
35%
Maximize available parking in Downtown
Increase in number of Overtime sign, Expired
Meter and Loading Zone violation citations
5% each
Increase daytime parking garage occupancy rate by 10% each year – target
25%
25%
Streetlight requests are resolved in timely
manner
Respond to 95% customer requests within 2 business
days
95%
Accurate floodzone information is
Respond to 95% customer requests for floodzone
95%
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City Goals City Objectives City Initiative Dept Goals Dept Objectives Performance Measures
FY 2012 Targets
provided to customers information within 2 business days
Ensure SMU billing for new
construction is timely set-up
Data is submitted to GRU within 2 business
days of receipt of notification 95%
95%
Provide quality solid waste
management services to the community
Solid waste collection is provided each
week
Limit number of missed pick-ups to less than 5%
of the customer base
5%
Provide effective, efficient, safe and environmentally
sensitive mosquito control services
Ensure timely response to mosquito control complaints
Respond to 90% calls within 2 working days during non-outbreak
conditions
90%
Department Accomplishments – FY 2010/2011
The Public Works Administration Building and Traffic Management Center opened in September 2010.
Developed two year budget for FY 11 and FY 12. Completed multiple major construction projects including Duval Stormwater Park, Pinkoson
Pond, SW 2 Avenue/6th Street Roundabout, SW 23 Terrace/35 Place Roundabout, NE 19 Terrace/20th Street reconstruction and phases 1 and 2 of the 6th Street Rail Trail, Rosewood Trash Trap, Traffic Signal Indicators 100% LED, Depot Avenue, Segment 3, Design-Build three traffic signals, Pilot LED Streetlights installed, Main Street, Stephen Foster neighborhood Speed Table conversions.
Reorganized to assume responsibility for maintenance of the urban tree canopy. Successfully implemented the paper leaf bag program. Implemented transit service from UF Campus to Gainesville Regional Airport. Implemented pre-paid program for Santa Fe College. Expanded the Operations Division Safety Team to function as a department-wide PW Safety
Team. Implemented the Progression through Training Programs for Maintenance Workers and
Equipment Operators. Developed a three-year pavement management program. Evaluated the Mosquito Control program to ensure efficient, responsive management of the
program. Purchased and implemented new parking citation equipment. Presented the CRA Parking Study recommendations to the City Commission for
consideration. Implemented a pilot program for solar powered refuse containers at 5 transit stops. Developed an MUTCD compliance plan. Developed an ADA compliance plan. Updated Commercial Mandatory Recycling Ordinance to provide effective enforcement
tools. Established a Project Management Office.
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Department Objectives 1 – 5 years Department-wide
Achieve Re-Accreditation through American Public Works Association.
Dealing with the budget reductions in such a manner as to ensure continued delivery of effective critical services.
Development of a plan for the utilization of social media tools to better understand how public works services are being perceived by the public.
Utilize individual employee development/training plans for budgeting travel/training budgets.
Development and implementation of a department wide Work Management System to track and manage work and infrastructure maintenance; including automation of data entry from field.
Develop funding plan for the replacement of metal buildings and sheds for the PW Center.
Secure funding for sidewalk and ADA ramp expansion program. Administration
Develop appropriate monthly monitoring and projection reports of revenues and expenditures of the enterprise funds to ensure proper long term health of the stormwater utility and solid waste enterprise operations.
Develop monthly monitoring reports for the streetlights, traffic signals, and utility usages to provide the division managers the information needed to manage the energy consumption of their operations.
Complete the development and implementation of the Records Management System including digitization of maps and plans.
Engineering/Environmental Management
Develop a stormwater management master plan that identifies the project needs associated with meeting requirements of NPDES, TMDL, Nutrient and hydraulic/hydrologic improvements and the revenue streams available to provide necessary funding.
Complete inventory of all stormwater ponds and design characteristics and maintenance/operation requirements.
Complete QA on stormwater pipe inventory.
Complete the Depot Stormwater Park.
Monitor the Duck Pond aquatic plant project.
Complete the Paynes Prairie Sweetwater Branch Wetlands Treatment project.
Provide dedicated in-house expertise to develop an effective stormwater management operation and maintenance program.
Fully utilize the APPIA software for project management/bidding/inspections.
Fully implement project management protocols for all projects to ensure projects are delivered on-schedule.
Depot Park Maintenance and Operation Plan must be ready and funded for implementation in FY 13.
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Paynes Prairie Maintenance and Operation Plan must be ready and funded for implementation in FY 14.
Develop an action plan to increase CRS Rating for the next audit.
Monitor NPDES Permit program to ensure compliance and renewal.
Incorporate Low Impact Development concepts into all PW projects.
Update the design manual to include sustainability considerations along with residential traffic calming designs for new roadways, providing clear design goals and minimum standards related to stormwater management facilities to address issues of erosion/sediment controls and trash collection, and other various pavement and drainage design options to address seasonal high ground water conditions.
Coordinate capital projects associated with large land development proposals, particularly in southwest Gainesville, to ensure adequate provision of infrastructure and services.
Operations
Develop a fully funded multi-year pavement management program that maintains the overall pavement condition of the city‟s street network.
Monitor the streetsweeper program to evaluate cost of the routing that has been implemented to minimize conflicts with solid waste collection service.
Acquire equipment needed for the construction crew – zipper and brush.
Acquire equipment needed for the new Materials Storage Facility – loader, screener.
Develop a clean-up plan for the old Materials Storage Facility.
Develop budget needs plan for assuming maintenance/operation responsibilities for the CRA and FDOT projects.
Evaluate the right-of-way maintenance program to ensure effective operations aimed to enhance the community‟s appearance.
Planning
Coordination with MTPO staff in the Long Range Transportation Plan Update process to ensure the City‟s Transportation Strategies are appropriately identified.
Develop Citywide Sidewalk and Multi-Use Trail Construction Prioritization Plan.
Develop a strategy for implementing the Traffic/Pedestrian Safety Program through crash analyses.
Develop GIS mapping inventories for all public works infrastructure including trees, signal equipment.
Deploy the GIS Enterprise for public use.
Develop department protocols to ensure the as-built data for city projects and privately developed public infrastructure is captured for integration into GIS database.
Coordinate with Planning & Development Services Department through the update of the City‟s Land Development Code to ensure protection of the City‟s infrastructure.
Implement a grants program that accounts for all stages from identification of new opportunities to compliance post-award.
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Solid Waste Management
Develop management plan for the tire removal from the Closed Airport Landfill site.
Work with Alachua County in the development of a plan to capture commercial solid waste stream in a manner that is compatible with the needs of the City of Gainesville.
Further develop partnership with Alachua County to ensure effective and sustainable solid waste management practices into the future.
Review of all ordinances to provide more incentive to increase recycling and reduce solid waste at the source.
Provide public recycling everywhere the City provides public trash containers.
Pursue Organics Recycling program.
Pursue mandatory C&D recycling. Transportation
Implement use of Transit Signal Priority along a state highway corridor such as Archer Road.
Develop a budget plan for current unfunded maintenance requirements such as painting of mast arm signals and brick-textured crosswalks.
Complete the TMS project.
Develop strategy to implement the TMS along the I-75 Corridor through Alachua County.
Explore partnerships to expand the TMS regionally.
Market the SW Parking Garage to maximize day-time use.
Ensure efficiency for both day-time and night-time operations.
Develop a written daily maintenance, operation plan as well as a long-range plan for the parking garage infrastructure and operating systems.
Continue discussions regarding the Downtown Parking Study recommendations as directed by the City Commission.
Replace parking garage access equipment.
Complete the Transit Fleet Maintenance Facility Expansion
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Department Challenges – 5 to 10 Years
With aging infrastructure and funding shortfalls, it is critical that we:
concentrate on services that are most vital;
review our operations to ensure we effectively manage and prioritize resources;
explore opportunities to use better technology to deliver these services.
Achieve 75% recycling goal by 2020.
Achieve compliance with MUTCD by 2018.
Fully fund infrastructure maintenance/operation/replacement.
Develop an effective staffing succession plan in place to deal with the retiring workforce.
Ensure we are keeping up with technological advances in our traffic management system.
Develop Bus Rapid Transit system
Develop a sustainable fleet replacement program Carbon Reduction Strategies
LED Traffic Lights The traffic signals are now 100% LED„s total of 8,279 indicators for an estimated reduction of 1,345 metric tons of CO2, 75,419 millions of Btu and 6,930 MWh saved each year for a total estimated cost savings of $299,000.
Outdoor Lighting: Establishing a pilot study to utilize energy efficient lighting such as LED‟s for all outdoor public lighting including streetlights, pedestrian lights and parking lot lights. Pilot includes 24 traditional, globe style pedestrian fixtures along SE 1 Street in Downtown. Meter readings are being taken monthly to evaluate reductions in kWh usage.
Traffic Management System: According to the 2007 National Traffic Signal Report Card, an appropriately designed, located, operated and maintained traffic signal system can:
o Reduce travel delays between 15 and 40 percent (reduction in travel time up to 25 percent and reductions in stops from 10 to 40 percent);
o Reduce emissions (carbon monoxide, nitrogen oxides and volatile organic compounds) up to 22 percent; and
o Reduce fuel consumption by up to 10 percent.
Based on 2005 data, there were there were 2,192,562 vehicle-miles traveled (VMT) on major roads, arterials and collectors, in the City of Gainesville alone. Assuming gasoline consumption to be an average of 12 miles/gallon per vehicle; the total consumption of gasoline in 2005 equals 182,714 gallons. Assuming a 10% reduction in fuel consumption there will be a corresponding reduction of 160 metric tons of CO2 per year. As of October 1, 2011, 187 intersections have been brought on-line. Travel delay studies have shown an average of 17 – 20% reduction in delay along the re-timed corridors.
Transportation Fuel
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B-20 Bio-diesel fuel is being utilized on campus buses made available through funding from the University of Florida. 22 routes, close to 50 buses. It is estimated, based on the 2006 fuel usage of 859,756 gallons that the utilization of B-20 will result in approximately 1,510 metric tons of carbon dioxide equivalent reduction each year.
The City‟s Fleet Management plans to piggy back on this pilot project as their original plan is still on hold pending direction from GM with respect to their invitation for us to partner with them in a similar project for other vehicle types. This could result in an additional 404 metric tons of carbon dioxide equivalent reduction each year.
Fleet Reduction Effective Oct; 1st; 07 the City‟s General Government fleet was reduced by (14) vehicles and “take home” privilege was taken away from (20) employees. The fleet reduction creates a reduction in fuel usage by approximately 2,400 gallons/ year and the reduction in take home privilege reduces fuel usage by approximately 50,000 gallons/yr. This results in 460 metric tons of CO2 equivalent reduction each year.
In 2008, the department instituted an anti-idling practice.
Solid Waste According to EPA‟s Waste Reduction Model (WARM) for every ton of waste recycled instead of landfilled there is a corresponding reduction of 2.97 metric tons of carbon dioxide equivalent. There is approximately 5,600 tons of recyclable waste collected from non-residential properties in the city each year representing of 16,632 metric tons of CO2 each year. This represents a compliance rate of about 35% of the businesses. The City has used education rather than enforcement as a mechanism to increase compliance with mandatory commercial recycling. Providing focused education combined with enforcement our goal would be to increase participation by 10% each year. We estimate that this would result in a 10% increase in tonnage collected each year. This equates to an additional 3,417 tons resulting in an additional reduction of 10,148 metric tons of carbon dioxide over the five year period. Five solar powered waste containers were deployed for use at high usage transit stops for evaluation. Residential waste collection has gone to a 4-day/week collection cycle.
Transit Ridership FY 2011 – 9,987,346 FY 2010 - 9,415,672 FY 2009 - 9,015,643 FY 2008 - 9,084,368 FY 2007 – 8,939,334 FY 2006 - 8,648,370 FY 2005 – 8,152,989
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