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Operations & Maintenance Department Strategic Business Plan 2OL7 -LB

Department Director: Jerry Walker City Manager: Scott Adams Date Submitted: July 17, 2A17

Table of Contents

. SECTION 2: DEPARTMENT STRUCTURE................ SECTION 3: GOALS AND STRATEGIES Strategic Priority 1: Neighborhood Livability . ..... .. ...... SECTION 1: EXECUTIVE SUMMARY... . .....

. ... ........ ....2

..........6 ...........7 ..........7

Key Performance lndicator:Accessibility & Usability Concerns in Public Right-of-Way

Hardscape

...............7

............... Supporting Measure 2: Sidewalk Usability Supporting Measure 3: Accessibility to Facitities.... Strategic Priority 2: High Performing Government................ Supporting Measure 1: Sidewalk Accessibility

.............,....8 .......,.............9 ......10 .......,,...11

Supporting Measure 1: Facility Maintenance Routine Work Order Response Time ...........11 Supporting Measure 2: Parks and Park Amenity

lnspections

.........12

Supporting Measure 3: Fleet and Fuel Services Customer Survey Requests ..,.................13 Supporting Measure

4:

Service Request Response

Time.........

Summary APPENDIX: ENVIRONMENTALASSESSMENT............ SECTION 4: Budget

Director Signature/

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SECTION 1: EXECUTIVE SUMMARY Purpose of the Strategic Business Plan The purpose of the Operations & Maintenance Department’s Strategic Business Plan is to provide a roadmap of the department’s goals and activities for the 2017-18 fiscal year and to illustrate how they align to the City of Las Vegas’s strategic priorities and the City budget. This plan is being submitted in June 2017 and reflects the Department’s adopted budget. This includes the budget ceiling established by the Department of Finance plus any expansion requests. Core Purpose: Building Community to Make Life Better. Business Definition: We Run the City. Core Values: • Achievement: To act with excellence; continuously improve and accomplish goals. • Creativity: To act with confidence and courage as we try new things, take risks and have fun! • Teamwork: To act collaboratively by combining individual strengths and uniting around common goals. • Integrity: To act with truthfulness and transparency. • Ownership: To act with personal pride and accountability. • NOW! Strategic Anchors: • Sustainable: Programs and services designed to last for generations. • Iconic: Performed to a high standard. • Service Value: Service provided in a cost-effective way. Citywide Strategic Priorities: Growing Economy, Neighborhood Livability, Community Risk Reduction, and High Performing Government. Department Mission The mission of the Operations and Maintenance Department is to provide residents, visitors, and the business community with the highest quality municipal services in an efficient, courteous manner and to enhance the quality of life through planning and visionary leadership. Alignment with Citywide Strategic Priorities: As the department responsible for the majority of the public infrastructure maintenance the O&M Department is responsible for the operation and maintenance of assets with a cumulative value of approximately $7B. The activities associated with this program include asset daily operations, operational maintenance, preventative maintenance, rehabilitation projects, removal and replacement projects, new improvements construction and installation projects, regulatory 2

compliance, liability control, and asset administration and management. Those various activities are critical for support of all 4 Strategic Priorities as identified below. •

•

•

•

Growing Economy: Maintenance of public infrastructure at a high standard is critical for ongoing economic growth. Poor maintenance of the infrastructure is a disincentive for new businesses to relocate and for existing businesses to make investments in expansion and growth: Failing roadway pavements, poorly performing sewer improvements, and dirty and dangerous public sidewalk and street improvements reflect poorly on the surrounding neighborhoods, detract from current property values and send a clear signal to businesses that those are not areas they want to be in. Neighborhood Livability: Those same public infrastructure concerns apply to residential livability. Poor maintained roadway improvements yield increased vehicle operating costs, restrict alternative modes of transportation such as bicycle and pedestrian transit, reduce neighborhood pride, encourage negative actions such as graffiti and illegal dumping, and can impact daily private activities thru unreliable sanitary sewer service or storm related flooding. Also, the operation and maintenance of neighborhood parks and associated leisure facilities is a critical component of the recreational activities for many citizens, and the availability and condition of park improvements also have a large impact on the considerations associated with the general concept of neighborhood livability. Community Risk Reduction: The public infrastructure components carry liability concerns, both from private litigation activities and regulatory enforcement. With increasing public proclivity to litigious actions, municipalities can be subjected to damage claims for poorly performing or conditioned public improvements. Municipalities are also subject to regulatory oversight from regional, state and federal agencies, and there are potentially significant financial penalties associated with nonfailure to comply with the requirements. In both situations it is critical that operational and maintenance activities be completed proactively and properly documented as such, to provide for safe, functional and compliant public improvements. High Performing Government: There are 3 components to this category. First, it is incumbent upon the department to be value added in the provision of assigned services. O&M needs to ensure all resources are being consistently and efficiently applied to the assigned duties, and that alternative methods of service delivery are utilized where it is cost effective to do so. Second, O&M needs to ensure that risk reduction concerns are proactively addressed, properly documented to prevent nonproductive resource expenditure losses to litigation and regulation citation. Third, O&M needs to ensure that proper life cycle management is being proposed, advocated and implemented to prevent the accumulation of un-reconcilable liability deficits. Although most of the infrastructure components have long life cycles, ranging from 25 years to 100 years, it took decades for the $7B of value in public infrastructure to be created and for long term sustainability considerations it is critical that deprecation and deterioration be addressed in an ongoing basis so that the bills do not all come due at once.

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Goals Key Performance Indicator: In order to expand functional utilization of public infrastructure components for all members of the community, Operations and Maintenance will address 50% more accessibility concerns in public right-of-way hardscape over our recent annual average of 600 per year. Although most noticeably a neighborhood livability concern, this activity addresses needs in all 4 of the CLV Strategic Priorities, with the most critical application being Community Risk Reduction. Supporting Measures 1. In order to improve sidewalk functional utilization, Operations and Maintenance will address a minimum of 500 accessibility restrictions by June 30, 2018 (e.g. missing ramps, width restrictions). 2. In order to improve sidewalk functional utilization, Operations and Maintenance will address a minimum of 400 accessibility restrictions by June 30, 2018 (e.g. irregular surfaces, overgrown vegetation, damaged utility components). 3. In order to improve accessibility, the Department of Operations and Maintenance will address 5% (by value) of the concerns identified in the 2015 ADA self-evaluation completed by CLV for public parks, facilities, and parking lots by June 30, 2018 Key Activities 1. Create sidewalk oriented addendum to CLV ADA Transition Plan to define, prioritize and document the expanded efforts being implemented to sidewalk utilization. 2. Define data collection and initiate multi-year effort to complete requisite self-assessment efforts. 3. Contract with an outside vendor to address sidewalk tripping hazards, to support selfassessment activities. 4. Implement staff efforts to incorporate expanded residential sidewalk improvement activities in association with residential street maintenance program. 5. Review and upgrade as necessary the current program for arterial sidewalk improvements, and specifically as they relate to overlay projects and possible code applications. 6. Complete ADA-specific capital projects, as listed in the approved FY18 CIP. Alignment with Director’s Goals The key activities listed above will be identified specifically in the FY-18 O&M Director’s performance measurements and goals.

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Alignment with Budget The 2017-18 adopted budget for the Department of Operations and Maintenance is $87,976,223, which is a 2.6% increase over the prior year. The department intends to use this budget to address the following strategic priorities: •

•

•

Provide for needs of all 4 priorities through the continued proficient operation and maintenance of the assigned public infrastructure maintenance components, as identified in the alignment section above Increase Neighborhood Livability by: o Expanding the Arterial Street Rehabilitation Program in anticipation of the Fuel Revenue Indexing extension and potential increase in federal funding o Increasing the public infrastructure maintenance efforts in the downtown area o Mitigating ADA issues in city parks, facilities, and sidewalks o Implementing initiatives to improve concerns with problematic neighborhood issues in public ROW o Completing special project activities in public ROW, facility and park improvements o Improving maintenance activities in public parks Increase High Performing Government by: o Initiating condition inspection surveys for public parks o Implementing customer satisfaction surveys for Fleet & Fuel Applications o Updating customer service data collection for Streets & Sanitation activities followed by establishment of baseline data and implementation of updated customer service goals o Improving customer service response and results for Facilities clients o Assuming new demands related to increased facility responsibilities (e.g., Cashman) o Maintenance of employee work standards with identification and reiteration of employment requirements

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SECTION 2: DEPARTMENT STRUCTURE 1. Administrative Line of Business 1.1 Management/Planning Administration Program………………………. 1.2 Personnel/Resources Program…………………………………………. 1.3 Financial Management Program………………………………………… 1.4 Safety Program…………………………………………………………….

S11000 S12000 S13000 S17000

2. Parks & Grounds Maintenance Line of Business 2.1 Parks and Facilities Grounds Amenity Program…………………. S23000 2.2 Parks and Facilities Grounds Maintenance Program…………………. S25000 3. Streets and Sanitation Maintenance Line of Business 3.1 Environmental Compliance Program……………….…………………… 3.2 Street Rehabilitation Program…………………………………………… 3.3 Streets Maintenance Program…………………………………………… 3.4 Special Project and Event Support Program…………………………… 3.5 Rapid Response Program…………………………………………………

S31000 S32000 S33000 S35000 S36000

4. Facilities Management Line of Business 4.1 Facilities Maintenance Program……………….………………………… 4.2 City Facilities Tenant Improvement Program…………………..…….… 4.3 Real Property Management Program…………………………………… 4.4 Parking Area Maintenance Program……………………………………..

S41000 S42000 S43000 S45000

5. Fleet and Fuel Services Line of Business 5.1 Vehicle Maintenance Program……………….……………………..…… S51000 5.2 Vehicle Management Program…………………………………..…….… S52000 5.3 Alternative and Conventional Fuels Program………………………….. S54000

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SECTION 3: GOALS AND STRATEGIES Strategic Priority 1: Neighborhood Livability Program Codes: S32000, S33000 Key Performance Indicator: Accessibility & Usability Concerns in Public Right-of-Way Hardscape In order to expand functional utilization of public infrastructure components for all members of the community, the Department of Operations and Maintenance will address 50% more functional concerns in public right-of-way hardscape over our recent annual average of 600 per year. 1. Rationale for Indicator: Infrastructure conditions in general reflect on potential for economic diversification, and the visible improvements (e.g., streets, sidewalk) are among the first items potential business owners will observe when they visit a possible location. If public improvements are in disrepair and/or non-functional, the adjacent area can quickly be dismissed for possible business applications. The most directly applicable strategic priority is neighborhood livability, as safe and usable sidewalks have a direct impact on pedestrian use, property values, and quality of life by area residents. The historical data for related efforts is provided below, we have consistently been accomplishing results for this activity, and as resources have allowed have increased our efforts, but with the reallocation of direct Motor Vehicle Fuel Tax receipts (aka, the “Slurry Seal Program”) we will escalate this effort. 2. Historical Data: Historical Sidewalk Functional Improvement Counts

Historical Sidewalk Functional Improvement Counts Target is 900 improvements per year. 900

Residential Street Maint

800

Arterial Street Rehab Cut & Grind

Concerns Addressed

700 600 500 400

In House

300 200

Utilities

100 0

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Year

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Service Requests

3. Action Steps: 1. Create sidewalk oriented addendum to CLV ADA Transition Plan to define, prioritize and document the expanded efforts being implemented to sidewalk utilization. 2. Define data collection and initiate multi-year effort to complete requisite selfassessment efforts. 3. Contract with an outside vendor to address sidewalk tripping hazards, to support self-assessment activities. 4. Implement staff efforts to incorporate expanded residential sidewalk improvement activities in association with residential street maintenance program. 5. Review and upgrade as necessary the current program for arterial sidewalk improvements, and specifically as they relate to overlay projects and possible code applications. 4. Program Manager: Jerry Walker and Matthew Meyer 5. Key stakeholders: Clark County Regional Transportation Commission, Federal Department of Justice, Federal Highway Administration, Nevada Department of Transportation, CLV Director of Public Works, CLV Transportation Manager of Public Works, CLV ADA Compliance Coordinator, CLV City Attorney 6. Budget Summary for KPI: FY 2018 Account Budget Salaries & Benefits $916,985 Supplies & Services $2,033,000 Expense Total $2,949,985

FTE 5.75

Supporting Measure 1: Sidewalk Accessibility In order to improve sidewalk functional utilization, the Department of Operations and Maintenance will address a minimum of 500 accessibility restrictions by June 30, 2018 (e.g. missing ramps, width restrictions). 1. Rationale for Indicator: In this application accessibility refers to the ability of a mobility restricted individual who uses mechanical support (e.g., walker, wheelchair, etc.) to access and navigate a section of sidewalk. With the implementation of the internal ramp program, the department has been constructing approximately 100 ramps per year under that application, in addition to 200 to 250 per year as part of the arterial rehabilitation program. Ramp construction is a primary component of the regulatory requirements for compliance. 2. Historical Data: See graph above.

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3. Action Steps: a. See steps for strategic priority b. Reallocate $1M of the Motor Vehicle Fuel Tax funding to ramp construction. c. Update existing contracts for increased work scope. 4. Program Manager: Jerry Walker & Matthew Meyer 5. Key stakeholders: Clark County Regional Transportation Commission, Federal Department of Justice, Federal Highway Administration, Nevada Department of Transportation, CLV Director of Public Works, CLV Transportation Manager of Public Works, CLV ADA Compliance Coordinator, CLV City Attorney 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $357,750 $1,055,000 $1,412,750

FTE 3.25

Supporting Measure 2: Sidewalk Usability In order to improve sidewalk functional utilization, the Department of Operations and Maintenance will address a minimum of 400 accessibility restrictions by June 30, 2018 (e.g. irregular surfaces, overgrown vegetation, damaged utility components). 1. Rationale for Indicator: Usability for this application refers to constraints a mobility impaired user might encounter on accessible sidewalk. Historically our efforts on usability were almost always reactive due to CLV Municipal Code Requirements, along with NRS codes related to obligations created by proactive inspection programs. Currently the department addresses around 30 utility concerns per year, along with approximately 40 individual locations reported by area citizens. To accomplish this goal it is the department’s intent to reallocate $500K of the Motor Vehicle Fuel Tax funds in FY18 to provide for proactive inspection and response in residential neighborhoods as they come up in the maintenance program cycle and selfassessment activities. The greatest number of concern resolutions will come from utilization of a cut-and-grind contract, but that proactive inspection process will also yield utility, vegetation, and panel reconstruction issues which will have to be addressed by inhouse staff. The more difficult issues will require time consuming involvement by internal staff, and staffing limitations along with NRS purchasing requirements will limit how much can be accomplished. 2. Historical Data: See graph above.

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3. Action Steps: a. See steps for strategic priority. b. Reallocate $500K of the Motor Vehicle Fuel Tax funding to contractor services. c. Establish a contract for cut-and-grind services. 4. Program Manager: Jerry Walker and Matthew Meyer 5. Key stakeholders: Clark County Regional Transportation Commission, Federal Department of Justice, Federal Highway Administration, Nevada Department of Transportation, CLV Director of Public Works, CLV Transportation Manager of Public Works, CLV ADA Compliance Coordinator, CLV City Attorney 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $243,020 $500,000 $743,020

FTE 1.75

Supporting Measure 3: Accessibility to Facilities In order to improve accessibility, the Department of Operations and Maintenance will address 5% (by value) of the concerns identified in the 2015 ADA self-evaluation completed by CLV for public parks, facilities, and parking lots by June 30, 2018. 1. Rationale for Indicator: These concerns are not directly reflected in the KPI, and are not applicable for use of MVFT funds. However, this is a documented evaluation and significant and documented process must be made. The reported goal was to complete 10% per year (69), but based upon FY18 CIP allocations the goal was reduced to 5% (34.5). This supporting measure is included since it is a similar application, and to ensure progress continues on completing these requirements. 2. Historical Data: ADA projects were not previously tracked. The Facilities Division started tracking ADA projects in January 2017. Ten projects were completed as of June 2017. These 10 projects represent 1.4% of the 2015 On-Site Self Evaluation. The target goal is to complete all items listed in the self-evaluation within 10-15 years of the date of application. 3. Action Steps: a. Prioritize FY18 CIP funded projects. b. Allocate resources to design modifications to bring issues into compliance. c. Execute contracts to resolve identified ADA issues. d. Identify new ADA concerns for FY19 budget submittal. 4. Program Manager: Steve Ford and Rosa Cortez 10

5. Key stakeholders: Regional Transportation Commission, Department of Justice, Southern Nevada Representative for Pedestrian Safety, Director of Parks and Leisure Services, Director of Public Works, Transportation Manager of Public Works, Human Resources ADA Compliance Coordinator, Parks Advisory Board. 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $316,215 $478,000 $794,215

FTE .75

Strategic Priority 2: High Performing Government Program Codes: S41000, S23000, S25000, S31000, S32000, S33000, S36000, S51000, S52000 Supporting Measure 1: Facility Maintenance Routine Work Order Response Time In order to provide outstanding customer service and maintain excellent facility aesthetics, the Department of Operations and Maintenance will increase the percentage of routine work orders completed within 14 days from 85% to 90% by June 2019. 1. Rationale for Indicator: This indicator was chosen in order to measure customer service and response times. This indicator directly relates to the High Performing Government strategic priority. The indicator will be measured using the Hansen work order system. This indicator only measure routine work orders and can be affected by emergencies and “high priority” projects. 2. Historical Data:

% of Routine WOs Completed w/in 14 Days 90% 88% 86% 84% 82% 80% 78% 76%

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3. Action Steps: a. Ensure the Hansen script is written correctly. b. Ensure supervisors understand the premise and enter time and close out work orders correctly. 4. Program Manager: Steve Ford 5. Key stakeholders: All city employees; citizen utilizing city facilities 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Operating Transfer Out Expense Total

Budget $8,429,260 $12,826,591 $985,000 $22,240,851

FTE 80

Supporting Measure 2: Parks and Park Amenity Inspections In order to judge and quantify conditions of parks and park amenities so that maintenance and improvement efforts can be better planned and more effectively deployed, the Department of Operations and Maintenance will implement a new rating procedure and conduct 308 inspections of city-owned parks by June 2018. The 308 inspections represent 4 annual inspections per park. Future improvement goals will utilize these ratings for baseline information. 1. Rationale for Indicator: This indicator was chosen as it achieves several goals, including quantitative measurement of asset conditions and respective maintenance efforts, creation of a sense of ownership among assigned employees, improved consideration for budget expenditures, and quantitative bases for prioritization of resource allocations. 2. Historical Data: Although inspections have been conducted in the past, it was not a standardized function. In 2014, there is documentation of 94 parks inspected. In FY 2016, a total of 257 inspections were conducted. As of June 2017, there are a total of 77 city-owned and maintained parks. The current number of parks will be used as the baseline for this measure. 3. Action Steps: a. Complete draft park inspection procedure. b. Review draft procedure with stakeholders and update as necessary. c. Set initial database including site specific target goals and initial rating. d. Implement inspections. e. Monitor raters for consistency. f. Address identified problems. g. Build history of results. 4. Program Manager: Rosa Cortez

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5. Key stakeholders: Parks and Grounds Maintenance, Department of Public Works, Department of Parks and Recreation, City Council Offices, Parks and Recreation Board, Office of the City Manager 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $12,598,710 $10,612,334 $23,211,044

FTE 139

Supporting Measure 3: Fleet and Fuel Services Customer Survey Requests In order to judge and quantify performance across the three Fleet and Fuel Services’ lines of business, from the perspective of the management of the client groups, the Department of Operations and Maintenance will implement a new customer survey directed at senior city of Las Vegas staff members (CS and EX), and will increase the number of surveys from zero to 40 by June 2018. The results of these surveys are intended to identify areas of customer concerns and provide a baseline of customer service satisfaction. 1. Rationale for Indicator: This indicator was chosen as it achieves several goals, including quantitative measurement of user satisfaction for F&F lines of business, identification of baseline data, and development of conclusions including recognition of areas and services needing improvements. 2. Historical Data: N/A 3. Action Steps: a. Complete survey document. b. Work with IT for delivery process and data collection. c. Identify senior and major users to be surveyed. d. Implement surveys and collect results. e. Set baseline data. f. Review data to draw conclusions and identify areas of needed improvements. 4. Program Manager: Tracee Scott 5. Key stakeholders: All city of Las Vegas Departments 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $2.624.530 $9,578,500 $12,203,030

Supporting Measure 4: Service Request Response Time 13

FTE 27

In order to judge and quantify performance across the multiple S&S lines of business, the Department of Operations and Maintenance will increase service request response time to 85% completed within 3 business days by June 2018. 1. Rationale for Indicator: This indicator was chosen as it provides for an initial critical result from a larger effort to better collect service data. Given the various lines of business, it is difficult to choose a target goal. The 85% is a reasonable target goal, based on working knowledge; however, updated categorization and analysis is required to get a better understanding of what is wanted for this goal. 2. Historical Data: N/A 3. Action Steps: a. Complete service request category review and update. b. Determine and identify primary data categories to be collected and formats for collection. c. Work with IT for necessary reporting. d. Implement a review and update to the service request data collection process with the general goal of better tracking associated information and the specific goal of tracking response times. 4. Program Manager: Matthew Meyer 5. Key stakeholders: All users of CLV public infrastructure 6. Budget Summary: FY 2018 Account Salaries & Benefits Supplies & Services Expense Total

Budget $15,568,370 $13,171,419 $28,739,789

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FTE 148

SECTION 4: Budget Summary The total adopted budget for the Department for FY 2018 is $87,976,223. The following tables summarize the budget and FTEs by strategic priority, program, and account. Budget and FTEs by strategic priority (does not include MVFT or CIP funds) Priority Budget FTE Neighborhood Livability $1,576,022 4 High Performing Government $86,400,201 408 Total $87,976,223 Budget and FTEs by program Project S11000 S12000 S13000 S17000 S23000 S25000 S31000 S32000 S33000 S35000 S36000 S3XXX S41000 S43000 S51000 S52000 Total

Program Name Management Planning Personnel Resources Financial Management Safety Program Park Amenity Parks & Grounds Maintenance Environmental Compliance Street Rehab Street Maintenance Special Projects Rapid Response Downtown Maintenance Facilities Maintenance Real Property ROW Vehicle Maintenance Vehicle Management

Budget $885,009 $1,258,850 $306,050

FTE 2.0 2.5 0.5

$1,437,279 $2,069,129 $19,882,047

3.0 14.0 125.0

$21,475,915

98.0

$1,126,022 $1,706,112 $470,336 $2,131,390 $408,334

9.0 3.0 3.0 18.0 17.0

$21,735,095

86.0

$934,115 $6,801,309 $5,349,231 $87,976,223

4.0 26.0 1.0 412.0

Budget $40,235,879 $47,740,344

FTE 412

Budget and FTEs by Account Account Account Name 401100 – 4039000 Salaries & Benefits 500000 – 9999999 Supplies/Services/ Inventory/Capital/ Operating Transfer Out Total

$87,976,223

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APPENDIX: ENVIRONMENTAL ASSESSMENT Environmental Analysis Strengths (Internal) • • • •

Weaknesses (Internal) • Limited senior staffing for high-skilled applications • Limited expertise in applications • Expanding workloads • Lack of automated data collection

Highly skilled and knowledgeable staff Well-equipped fleet components Proficient and cost effective programs Succession planning

Opportunities (External)

Threats (External)

• Fuel Revenue Index funding (phase II) • Implementation of downtown maintenance section • Expansion of field data collection utilizing new technology

• Societal standards increase workload requirements • Aging infrastructure • Annexation of poorly maintained county infrastructure • Growing infrastructure • Utility and third party presence in ROW • Growing needs exceeds staff growth • Growing regulatory requirements

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