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Self-Assessment: A Process for Improvement

Self-Assessment: A Process for Improvement. Self-Assessment Phase Results of the American Public Works Association Accreditation ProjectPresented toAllegheny County Council Public Works CommitteeJune 26, 2007. Welcome and Introduction. Tom Donatelli, P.E.DirectorAllegheny CountyDepartment of Public Works.

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Self-Assessment: A Process for Improvement

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    2. Self-Assessment: A Process for Improvement Self-Assessment Phase Results of the American Public Works Association Accreditation Project Presented to Allegheny County Council Public Works Committee June 26, 2007

    3. Welcome and Introduction Tom Donatelli, P.E. Director Allegheny County Department of Public Works

    4. APWA Accreditation Began accreditation project in 1st Quarter 2003 Self Assessment and Improvement Phases completed this year Evaluation phase begins in July, with final on-site evaluation in October Accredited Public Works agency by November 2007

    5. What is self-assessment? Definition: The evaluation of an agency’s existing management practices in comparison to recommended best practices.

    6. “…recommended best practices.” The Public Works Management Practices Manual is a collection of 529 recommended practices developed by knowledgeable public works professionals throughout North America. The fifth edition was published by the American Public Works Association in September 2004.

    7. What is self-assessment? A process to improve public works performance and the provision of services An opportunity to find new ways to provide services in a more efficient and effective manner An opportunity to increase professionalism A tool for building teamwork The first step in the accreditation process

    8. Why did we 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

    9. Why did we 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

    10. Self-Assessment Results Improved Processes Technological and Operational Advancements “Side Effects”

    11. 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

    12. 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

    13. 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

    14. Improved Processes: Administration & Operations Updated practices Written practices modified Regulatory requirements Non-compulsory best practices MUTCD, DEP, ASCE, etc.

    15. Improved Processes: Administration & Operations Workforce Development NIMS Certification for first response personnel Employee skills/development training Provide more training opportunities through EAP, APWA, etc.

    16. Improved Processes: Administration & Operations Possible Future Initiatives Enhanced Soft Skills Training Basic supervision Customer service Performance evaluation program Enhance work incentives Improve employee recognition

    17. 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

    18. Improved Processes: Maintenance Division Facilities Implemented work order system for Trades Improving preventive maintenance and inspection programs Developing County-wide facilities management database

    19. 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 9000 certified

    20. Improved Processes: Engineering Division Permits Implemented HOP module in Cityworks to track permits Developing an online permit manual for permittees Consultant Guidelines Revising County guidelines to be consistent with new PennDOT guidelines Expedites review and approval process

    21. 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

    22. 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

    23. Technological and Operational Advancements Work Management Center Centralized Call Center Centralized work order/service request system

    24. Technological and Operational Advancements Operations Manuals Winter Operations Manual Updated and includes GIS maps Serves as departmental EOP for disaster/weather events Fleet Vehicle Manual Public Works Contracting Manual

    25. Technological and Operational Advancements More Operations Manuals Consultant Guidelines Permit Manual Safety Manual Available on APWA’s website as a model for other public works agencies

    26. 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

    27. “Side Effects” Promotes staff and community pride Enhances department’s image Encourages interdepartmental coordination Promotes teamwork and staff development

    28. Are We Finished Yet? After five years, look at it with suspicion. After ten years, throw it away and start over.” - Alfred Edward Perlman

    29. Strategic Plan

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