Department Of Public Works Strategic Plan
Waukesha CountyDepartment of Public WorksStrategic Plan2017 - 2019Waukesha County’s departmental Strategic Plans guide the work of the organizationtoward achievement of its overall goals.“Waukesha County of Public Works strives to provide quality infrastructure and services that meet orexeed the needs of our customers.”– Allison Bussler, Director of Public Works
Department of Public Works Strategic PlanAcknowledgementsFor their contributions to this project, we recognize and thank the following:DPW-Engineering Services divisionJason Mayer – Senior Engineering TechKaren Braun – Senior Civil EngineerEd Hinrichs – Senior Civil EngineerGary Evans – ManagerDPW-Fleet Maintenance divisionKelly Weber – Fiscal SpecialistBill Flood – Lead MechanicBob Rauchle – ManagerDPW-Highway Opeations divisionDawn Pickart – Fiscal AssistantDan Moudry – Crew LeaderHans Guderyon – Crew LeaderJack Nissen – Patrol SuperintendentPete Chladil – ManagerDPW-Facilities Management divisionJesselen Hadfield – Fiscal SpecialistScott Ferris – Maintenance Mechanic IIIMike Wells – Architectural Services TechJeff Lisiecki – Construction Project SupervisorJavier Ramos – Facilities SupervisorShane Waeghe – ManagerDPW-Waukesha County AirportAimee Scrima – Administrative SpecialistMatt Grenoble – Programs & Projects AnalystKurt Stanich – ManagerDPW-AdministrationTony Di Frances – Administrative AssociateRhiannon Cupkie – Senior Fiscal SpecialistBetsy Forrest – Business ManagerAllison Bussler – Director, Department of Public Works2
Department of Public Works Strategic PlanTable of ContentsTip: Click title tojump to ChapterAppendices at a glance . 4Reader’s Guide: How to read the Strategic Plan . 5Transmittal Letter . 7Executive Summary . 8COUNTY MISSION STATEMENT . 10COUNTY STANDARDS OF EXCELLENCE . 10COUNTY PILLARS . 11DEPARTMENT STATEMENT OF PURPOSE . 11Strategic Objectives at a glance . 12Strategic Objectives in detail. 13Appendices A - F . 253
Department of Public Works Strategic PlanAppendices at a glanceTip: Click title tojump to Appendixreturn to Table of ContentsAppendix A – Department of Public Works 2017 Environmental ScansCensus ChangeEconomic ImpactLegislation & Regulatory ImpactHuman ResourcesPerformance Measures/Competitive BenchmarksRevenues & ExpendituresAppendix B – SWOTPillar: Customer ServicePillar: TeamPillar: QualityPillar: Health & SafetyPillar: FinanceAppendix C – Employee Feedback GroupsWaukesha County Annual Employee SurveyWaukesha County Annual Employee Survey resultsAppendix D – Stakeholder Focus GroupsVendors groupBusiness, Utilities, and Government groupWaukesha County Internal Stakeholders groupWaukesha County Stakeholders surveyWaukesha County Stakeholders survey resultsAppendix E – Strategic Plan objectives: supporting dataObjective 1 supporting dataAppendix F – Strategic Plan objectives: Annual Updates2018 update2019 updatecoming August 2018coming August 20194
Department of Public Works Strategic PlanReader’s Guide: How to read the Strategic PlanThanks for reading Waukesha County Department of Public Works Strategic Plan.This document provides an overview of what Waukesha County leadership aims toachieve over the next three years and how this Department aims to meet those goals.Note: Consider this Strategic Plan a high-level look at problem-solving initiatives. Assuch, a reader may not encounter data on all departmental activities (as found in anOperational Plan). We welcome your questions and feedback any time!What’s an Objective?In this Strategic Plan, an Objective is a milestone to be reached. It must be specific, measurable, attainable,realistic, and time-bound (aka SMART).Each objective appears in two places: In a list that shows all of our goals in one place, and on its own page(example below, right).Owner: The member of our team that is accountable forthis Objective.Feel free to contact Waukesha County to discuss anyobjective – just ask for the person listed here. We dothe very same!Strategy: What must be accomplished in order to achieveour objective.A company that sells fruit snacks may set an objectiveto “increase sales.” One of their strategies is topioneer new points of sale beyond supermarkets andvending machines, like commercial air travel, pizzadelivery, and pro sporting events.Like each Objective, a Strategy has an owner whoguides efforts for its completion and success. Find thisin the center column.In the right-hand column, please find the timeframefor each strategy. This represents each strategy’sdeadline.Performance measures:A graphic or image show the progress and status ofeach Objective’s success.Learn More:Jump to supporting resources foundin this Strategic Plan’s appendices,on WaukeshaCounty.gov, orelsewhere!5
Department of Public Works Strategic PlanHow to read the Strategic Plan continuedThe origin of each ObjectiveIn each of Waukesha County’sDepartmental Strategic Plans, a pair ofpages bears the principles and promisesthat guide our Objectives: Waukesha County’s MissionStatement. The big picture. Waukesha County Standards ofExcellence, the principles we observeon our path to completing our mission. Waukesha County’s Five Pillars ofSuccess, our framework for identifyingcore priorities and establishing programgoals. Department’s Statement of Purpose.Each department completes a StrategicPlan. Each declares its own “mission”here.How is the objective shaped by the“environmental scan”?Environmental scan (n): Monitoringof an organization's internal andexternal environments for detectingearly signs of opportunities andthreats that may influence itscurrent and future plans.Find environmental scan data summarizedin this document’s Executive Summary andAppendix sections.6
Department of Public Works Strategic PlanTransmittal Letterreturn to Table of ContentsOctober 23, 2017Waukesha County Executive Paul FarrowWaukesha County BoardWaukesha County residents and visitorsWe are pleased to be able to present to you the Waukesha County Department of Public Works(DPW) 2017-19 Strategic Plan.The plan incorporates the new Waukesha County planning formatshaped around the creation of five countywide Pillars and the creation of Standards of ServiceExcellence. We have increased the use of surveys to hone in on the needs of our internal andexternal customers and staff members. We have refined our performance metrics and data dashboarding with the focus of communicating goal driven results to our stakeholders.Governments face many challenges today due to decreasing resources and increasing demandfor services. We are committed to making continued resource and infrastructure investments todaythat the citizens will reap the benefits of for years to come. This strategic plan takes intoconsideration the ever-changing environment and build upon our strengths.The strategic plan is the cornerstone of the organization. It will drive our planning efforts, shapeour annual budget, and set employee performance goals.This plan will provide the roadmap forDPW’s future success while working within the framework of the County’s vision, Standards ofService Excellence, and countywide Pillars.I sincerely thank our staff, our fellow Waukesha County departments, and our business andcommunity leaders that helped us create this plan. If you have any questions regarding ourstrategic plan, please feel free to contact me anytime at 262-548-7740.Allison Bussler, DirectorWaukesha County Department of Public Works7
Department of Public Works Strategic PlanExecutive Summaryreturn to Table of ContentsIn 2017, Waukesha County Department of Public Works conducted a complete review of theexisting DPW Strategic Plan. The review capitalized on the extensive groundwork completed in2011 and on updates to the strategic plan in each subsequent year. This year’s efforts revolvedaround a new County-wide effort to update the Strategic Plan format, which built upon the existing“Standards of Excellence” and established new “Pillars” that are used to categorize objectives andstrategies within the plan.Representatives of DPW participated in county-level planning committees as a method tostandardize the process, ensure consistency between departments, and hone the strategic plan’sformat into a functional communication tool that all levels of the organization could use for resourceplanning, mission execution, and goal achievement.Next, DPW convened a strategic planning committee to be tasked with creating a departmentstrategic plan in the new format. The 24-member committee was comprised of the DepartmentDirector, managers of all six divisions, and a cross-section of supervisors and frontline staff. Thecommittee started the review effort focused on the existing plan as the cornerstone, while bringinginto the planning sessions guidance, suggestions, and direction from fellow DPW planning memberswho participated in the County level sessions.We started with our existing DPW’s Statement of Purpose.Provide the foundations of success for the citizens and businesses of Waukesha County byconstructing and maintaining quality transportation and building infrastructure.It was necessary to undertake extensive research on trends in government and the economy thatimpact our services now and in the future, as well as harvest feedback from DPW employees,customers, and partners. The resulting conclusions are filed by field in a report, called anEnvironmental Scan, via which we determined our strengths and weaknesses, and theopportunities and threats (aka “SWOT”) that confront us in this planning period. Those issues arethen addressed by objectives and their supporting strategies defined in this plan, so that wecontinue to perform at a very high level despite challenges that we may face in the next few years.In the next phase, we expended considerable effort gathering information for each environmentalscan via a series of focus group discussions with DPW’s stakeholders. Attendees, like our partnervendors and internal customers, completed a questionnaire and then discussed in detail its resultsand other topics at an in-person meeting. In these gatherings, we aimed to gain a betterunderstanding of expectations from those individuals or organizations we support on a daily basis.The three meetings were grouped thusly:1) Vendors (ie. partners with whom DPW regularly does business)2) Businesses, Government, and Utilities (ie. organizations affected by our services)3) Waukesha County internal (ie. other Waukesha County departments, )8
Department of Public Works Strategic PlanExecutive Summary continuedreturn to Table of ContentsA new element of Strategic Planning efforts is Employee Feedback Groups. DPW’s Directorconducted eight small group Employee Listening/Feedback sessions, whose focus was the annualWaukesha County Employee Survey; DPW results were below the County average. To improvethose scores, DPW aimed to actively engaging “internal customers” in the pursuit of solutions. Thiseffort informed several DPW Objectives in this plan.Into the DPW strategic plan, we incorporated the new County Pillars, the new Waukesha CountyStrategic Plan format, and information gathered from the research documents like EnvironmentalScans, SWOT, Employee Feedback Groups, and Stakeholder Focus Groups. We conductednumerous planning and committee meetings in addition to two off-site planning sessions with thegoal of developing DPW’s objectives.Finally, DPW Strategic Objectives are the culmination of the efforts of 24 motivated members of theDPW Strategic Plan creation group. The planning effort and investment of time will help guide usthrough the coming years of constrained resources and competing priorities while we plan, build, andmaintain the infrastructure of Waukesha County.9
Department of Public Works Strategic Planreturn to Table of ContentsCounty Mission Statement“The mission of the Waukesha County government isto promote the health, safety, and quality of life ofcitizens while fostering an economically vibrantcommunity. We are committed to delivering effective,high quality programs and services in a courteous andfiscally prudent manner.”Standards of Excellence Teamwork & CollaborationCommunicationInnovationEthics & DiversityEfficiency & Cost SavingsWellbeing10
Department of Public Works Strategic Planreturn to Table of ContentsFinanceHealth & SafetyTeamQualityCustomer ServiceCounty PillarsHigh customer satisfactionHigh standards of service excellenceBest professionals serving the public in the best wayEnsure the well-being of residentsProtect taxpayer investmentsDepartment Statement of Purpose“Provide the foundations of success for the residents, visitors, andbusinesses of Waukesha County by constructing and maintainingquality transportation and building infrastructure.”11
Department of Public Works Strategic PlanStrategic Objectives at a glanceTip: Click title to jumpto objective detailreturn to Table of Contents1) Within 24 hours after a winter storm event, achieve 90% bare pavement onCounty Trunk Highway System as defined by the Wisconsin Department ofTransportation Highway Maintenance manual.2) Achieve an 80% or greater rating on DPW staff responses to WaukeshaCounty Annual Employee Survey question #7b: “I agree that informationand knowledge are shared openly within my department.”3) Achieve a 4.5 mean rating for customer service satisfaction with respect toaccessibility, accuracy, attitude, operations, timeliness and communication.4) Collaborate with other Waukesha County government agencies to improvecustomer service by sharing and publishing project information by spring20195) Collaborate with other government agencies to share resources to reduceoperating costs by 20206) Improve efficiencies and customer service in traffic operations throughimproved processes; staffing structure, training, equipment levels andinternal communications between Engineering, Highway Operations andthe public by December 2019.7) Improve awareness and availability of employee training and professionaldevelopment oppotunities to 80% on Waukesha County Annual EmployeeSurvey question #7c: “During my annual performance evaluation with mydirect supervisor, I discussed my training needs and opportunities forprofessional development.”8) Develop a system that promotes productivity and provides incentives to themost motivated DPW employees. By 2020 achieve a rating of 80% or higheron the Waukesha County Annual Employee Survey question #7d: “Iunderstand that I can be recognized for extra effort while demonstratingWaukesha County Pillars.”12
Department of Public Works Strategic PlanStrategic ObjectivesPillar: Qualityreturn to Objectives listreturn to Table of ContentsObjective 1: Within 24 hours after a winter storm event, achieve 90% bare pavement onCounty Trunk Highway System as defined by the Wisconsin Department ofTransportation Highway Maintenance manual.Owner: DPW-Highway Operations managerPerformance Measure: DPW-Highway Operations driver observation reportsLearn More: View road categories View snow removal time measures/targets View Wisconsin Department of Transportation’sRoad Maintenance manual: “WinterMaintenance”Image: Example road category, targetSTRATEGYSTRATEGY OWNERTIMEFRAMETrain and communicate performancelevel measures to all HighwayOperations Employees.DPW-Highway OperationsmanagerOctober 2017Collect Storm data from EmployeesDPW-Highway OperationsmanagerOngoing during winterseasonEnter storm data collected fromemployees and enter intospreadsheet.DPW-Highway OperationsmanagerAnnual updates – eachMaySupply information for Budget bookDPW-Highway OperationsmanagerAnnual updates – eachMayInform employees of Performancemeasure resultsDPW-Highway OperationsmanagerAnnual updates – eachMay13
Department of Public Works Strategic PlanPillar: Customer Servicereturn to Objectives listreturn to Table of ContentsObjective 2: Achieve an 80% or greater rating on DPW staff responses to WaukeshaCounty Annual Employee Survey question #7b: “I agree that information andknowledge are shared openly within my department.”Owner: DPW-Highway Operations managerPerformance Measure: Waukesha County Annual Employee Survey - DPW resultsLearn More: View DPW results of Waukesha County AnnualEmployee survey View Waukesha County Annual Employeesurveysource: Waukesha County Annual Employee surveySTRATEGYSTRATEGY OWNERTIMEFRAMEDevelop and implementcommunication strategies betweenfirst and second shift employees inFacilities and Highway OperationsDPW-Facilities Maintenancesupervisors, DPW-HighwayOperations patrolsuperintendentsSeptember 2017Meet with all staff in small groups,annuallyDirector of Public WorksAnnual updates – eachMayDevelop Project Charter to researchwhat information employees want anddelivery methodDPW-Highway OperationsmanagerNovember 2017Implement strategies of projectcharter.DPW Communication Task ForceApril 2018Develop “Rounding” training forSupervisors, Crew Chiefs and LeadWorkersDirector of Public WorksDecember 201814
Department of Public Works Strategic PlanPillar: Customer Servicereturn to Objectives listreturn to Table of ContentsObjective 3: Achieve a 4.5 mean rating for customer service satisfaction with respect toaccessibility, accuracy, attitude, operations, timeliness and communication.Owner: DPW Business ManagerPerformance Measure: Survey of external and internal customers, service satisfaction will bemeasured through six metrics: accessibility, accuracy, attitude, operations, timeliness, andcommunication. The survey gathers feedback on a scale of 1 – 5.Coming 2018Link to dashboard of Customer Service survey resultsLearn More: coming 2018STRATEGYSTRATEGY OWNERTIMEFRAMEFinalize internal performance datadashboard for staff use and externalperformance scorecard for public use.Department of AdministrationmanagerSeptember 2017Roll out of new customer servicesurvey and goals to Departments.County ExecutiveSeptember 2017Results roll out training.Department headsOctober 2017Customer service data analysis andresults roll out to Department.Department heads45-day recurrenceContinuous improvement techniquetraining on how to analyzeperformance data and make serviceadjustments.Department headsFebruary 2018Identify DPW customers that will notbe reached by county-wide survey anddevelop electronic survey that can beconnected to e-mail, electroniccommunications (work orders, etc),and/or kiosks in buildingsDPW Administrative AssociateMay 2018Identify customers that cannot bereached electronically and developalternative methods for surveys.DPW Administrative AssociateMay 201815
Department of Public Works Strategic PlanCreate Customer Service training forall DPW staffDPW Administrative AssociateMay 2018Create baseline data and dashboardresults for customer service feedbackDPW-Administration senior fiscalspecialistMay 2018Discuss data at meetings of divisionmanagers and division staff to solicitimprovement opportunitiesAll DPW Managers, Supervisors,and Leadership positionsDecember 2018 and ongoing16
Department of Public Works Strategic PlanPillar: Customer Servicereturn to Objectives listreturn to Table of ContentsObjective 4: Collaborate with other Waukesha County government agencies to improvecustomer service by sharing and publishing project information by spring 2019Owner: DPW-Engineering Services managerPerformance Measure: coming Spring 2018STRATEGYSTRATEGY OWNERTIMEFRAMEMeet with County Directors of PublicWorks and staff with the goal offorming a working team to manageprojectDPW-Engineering ServicesmanagerJanuary 2018Research and Determine hostingplatform, work flows andresponsibilities for participantsDPW-Engineering ServicesmanagerSeptember 2018Test website using data from workteamDPW-Engineering ServicesmanagerNovember 2018Demonstrate Website to CountyDirectors of Public Works and staffDPW-Engineering ServicesmanagerDecember 2018Receive 2019 project informationfrom MunicipalitiesDPW-Engineering ServicesmanagerFebruary 2019Roll out website to the publicDPW-Engineering ServicesmanagerApril 2019Annual updatesDPW-Engineering ServicesmanagerAnnual updates – eachApril17
Department of Public Works Strategic PlanPillar: Financereturn to Objectives listreturn to Table of ContentsObjective 5: Collaborate with outside government agencies to share resources toreduce operating costs by 2020.Owner: DPW directorPerformance Measure: coming August 2018Learn More: View list of DPW collaborations with othergovernmental agenciesSTRATEGYSTRATEGY OWNERTIMEFRAMEDevelop a DPW List of CollaborativeEfforts (spreadsheet, staff time,efficiencies, cost savings, and amethod to quantify benefits)DPW Business managerDecember 2017Convene Municipal Public WorksDepartments within Waukesha Countyto identify and implementcollaboration effortsDPW director, DPW-EngineeringServices manager, DPW-FleetMaintenance manager, DPWHighway Operations managerFebruary 2018Collaborate with neighboring countiesto identify and implement cost-savingsmeasuresDPW director, DPW-EngineeringServices manager, DPW-FleetMaintenance manager, DPWHighway Operations managerDecember 2019Increase by 10% the number ofprivatized county operations,partnerships, and collaborations withmunicipalities and counties that eithersave tax dollars or improve serviceand qualityDPW director, DPW-EngineeringServices manager, DPW-FleetMaintenance manager, DPWHighway Operations managerDecember 201918
Department of Public Works Strategic PlanPillar: Customer Servicereturn to Objectives listreturn to Table of ContentsObjective 6: Improve efficiencies and customer service in traffic operations throughimproved processes; staffing structure, training, equipment levels and internalcommunications between DPW-Engineering Services, DPW-Highway Operations, andthe public by December 2019.Owner: DPW-Engineering Services managerPerformance Measure: Reduce Time for Traffic Studies and Traffic Work Order Implementation by10% Each YearSTRATEGYSTRATEGY OWNERTIMEFRAMEDetermine appropriate customerservices and operationalbenchmarks and performancemeasures, for Supervisors, Crewsand Engineers.DPW-Engineering Servicesmanager, DPW-HighwayOperations managerDecember 2017Develop communication plans andworkflows to maximize efficiencies.DPW-Engineering Servicesmanager, DPW-HighwayOperations managerFebruary 2018Determine organizational structure,create and modify positiondescriptions, identify newpositions, and completesuccession plans required to meetperformance levels.DPW-Engineering Servicesmanager, DPW-HighwayOperations managerMarch 2018Determine requirements for staffqualifications and training acquireand maintain certifications, andrequired competency.DPW-Engineering Servicesmanager, DPW-HighwayOperations managerMay 2018Roll out new staffing structure,work flows and training andequipment planDPW-Engineering Servicesmanager, DPW-HighwayOperations managerDecember 201919
Department of Public Works Strategic PlanPillar: Teamreturn to Objectives listreturn to Table of ContentsObjective 7: Improve awareness and availability of employee training and professionaldevelopment opportunities. By 2020, achieve 80% or greater rating on DPWresponses to Waukesha County Annual Employee Survey question #7c: “During myannual performance evaluation with my direct supervisor, I discussed my trainingneeds and opportunities for professional development.”Owner: DPW-Airport managerPerformance Measure: DPW results of Waukesha County Annual Employee Satisfaction SurveyLearn More: View DPW results of Waukesha County AnnualEmployee survey View Waukesha County Annual Employeesurveysource: Waukesha County Annual Employee surveySTRATEGYSTRATEGY OWNERTIMEFRAMEInclude training and professionalopportunities discussion in annualperformance evaluationsDPW-Facilities MaintenancemanagerDecember 2017Onboarding/Orientation ImprovementDPW-Highway OperationsmanagerDecember 2018Develop “Rounding strategies”DPW-Fleet MaintenancemanagerJanuary 2018Create a divisional trainingdevelopment plan for staffDPW-Airport managerFebruary 201820
Department of Public Works Strategic PlanPillar: Teamreturn to Objectives listreturn to Table of ContentsObjective 8: Develop a system that promotes productivity and provides incentives tothe most motivated DPW employees. By 2020, achieve 80% or greater rating on DPWresponses to Waukesha County Annual Employee Survey question #7d: “I understandthat I can be recognized for extra effort while demonstrating Waukesha CountyPillars.”Owner: DPW-Fleet Maintenance managerPerformance Measure: DPW results of Waukesha County Annual Employee surveyLearn More:DPW staff who feel they can be recognized for View DPW results of Waukeshaextra effort while demonstrating WaukeshaCounty Annual Employee surveyCounty Pillars 2014-16 View Waukesha County Annual90.0%Employee 6.0%58.0%80% %10.0%0.0%source: Waukesha County Annual Employee surveySTRATEGYSTRATEGY OWNERTIMEFRAMEDevelop “Rounding strategies”Fleet Maintenance divisionmanagerJanuary 2018Communicate to all new DPWemployees the system to achieverewards and recognitionBusiness ManagerMarch 2018Design resource for tracking, sharingstats of Rewards & RecognitionprogramSenior Fiscal SpecialistApril 201821
Department of Public Works Strategic PlanAppendix A – Waukesha County DPWEnvironmental Scansreturn to Appendices listA.1A.2A.3A.4A.5A.6return to Table of ContentsCensus ChangeEconomic ImpactLegislation & Regulatory ImpactHuman ResourcesPerformance Measures/Competitive BenchmarksRevenues & ExpendituresEnvironmental Scan (n): A survey and interpretation of relevant data toidentify external opportunities and threats. An organization gathersinformation about the external world, its competitors, and itself. Theorganization then responds to the information gathered by changing itsstrategies and plans when the need arises.22
Department of Public Works Strategic Planreturn to Appendix A mainreturn to Appendices listAppendix A.12017 Environmental Scan: Census ChangeThe latest 2016 Census Data is shown below. Because the Department of Public Works service areasaffect the daily travel and business of Waukesha’s constituents and visitors, changes in demographicsimpact our future planning.a.Populationi. Waukesha County holds 1% of Wisconsin’s land but is home to almost 7% of the state’spopulation. The County’s population has increased by 2.2% from 2010 to 2016 according tothe United States Census Bureau. This is ahead of the State growth of 1.6% but behind thenational 4.7% increase.b.Demographicsi. When compared to major demographic divisions in the Badger State, Waukesha Countyproduced percentages varying less than 1% for Veterans, most ethnic groups including mixedrace households, and housing units. However, the ages or our constituents vary wildly and areshifting rapidly. The under 5 population decreased 0.4% and the under 18 populationdecreased 8.3%. Waukesha County’s over 65 population has skyrocketed an alarming 18.9%.Except for the under 5 population, the disparities in other age groups outpace the state andnational trends by several percentage points.c.Transportationi. Vehicle Miles Traveled has increased by 1% Statewide according to the Wisconsin Departmentof Transportation. County travel, however has decreased by almost 15%ii. Waukesha County residents commute an average of 2.1 miles longer for work compared to theaverage Wisconsinite.iii. Waukesha County Airport remains the busiest non-airline airport in Wisconsin in spite ofdeclining traffic counts since 2009 among the general aviation (GA) community. Traffic countsincreased by 10% from 2015 to 2016 across the board and 2017 year to date takeoffs andlandings are being led by an almost 50% increase in corporate jet travel.23
Department of Public Works Strategic Planreturn to Appendix A mainreturn to Appendices listAppendix A.1 2017 Environmental Scan: Census Change continuedd.Incomei. Waukesha’s economy continues to outpace Wisconsin and US standards by significant marginsover the past several years. The median household income is 23,000 above both averages.Only 4.7% of the County is below the poverty level compared to 12.1% percent state-wide and13.5% across the nation.e.ConclusionsSTRENGTHS: Median Household incomes are increasing while poverty levels continue todecreaseWEAKNESSES: Declining Vehicle Miles Traveled could mean reduced revenues for roadprojects.OPPORTUNITIES: There is an opportunity to provide additional services to municipalities andother counties if shifting demographics reveal less road work being required in our owncounty. Additionally, the aging population may require additional or increased services DPWcould assist in providing.THREATS: Declining vehicle miles traveled and rapidly aging populationi.ii.iii.iv.24
Department of Public Works Strategic Planreturn to Appendix A mainreturn to Appendices listAppendix A.22017 Environmental Scan: Economic ImpactThe economic conditions in Waukesha County have not regained the strength held prior to 2008.However, have remained somewhat stable, and in some areas, gained some strength since 2012, whenthe last stra
May 05, 2017 · Waukesha County Employee Survey; DPW results were below the County average. To improve those scores, DPW aimed to actively engaging “internal customers” in the pursuit of solutions. This effort informed several DPW Objectives in this plan. Into the DPW strategic plan, we inc
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
Minister for Public Works and Procurement Level 36, 1 William Street BRISBANE QLD 4000 Dear Minister I am pleased to submit for presentation to the Parliament, the Annual Report 2020-21 and financial statements for the Department of Energy and Public Works. The Department of Energy and Public Works is a new state government department arising
080 - OC Public Works INFRASTRUCTURE & ENVIRONMENTAL 270 County of Orange FY 2018-2019 Recommended Budget 080 - OC PUBLIC WORKS 080 - OC Public Works Operational Summary Mission: The primary mission of OC Public Works is to protect and enrich the community through efficient delivery and main-tenance of public works infrastructure, planning, and .
10:15 PUBLIC WORKS DEPARTMENT Tony Garcia a) Department update and miscellaneous . Walla Walla County Public Works 990 NavionLane Walla Walla, WA 99362 To: Board of County Commissioners From: Tony Garcia Morales, P.E. - Public Works Director/County Engineer Date: 15 March 2022 Re: Director's Report for the Week of 14 March 2022 .
PART ONE Introduction to Strategic Management and Business Policy 1 CHAPTER1 Basic Concepts of Strategic Management 2 1.1 The Study of Strategic Management 5 Phases of Strategic Management 5 Benefits of Strategic Management 6 1.2 Globalization and Environmental Sustainability: Challenges to Strategic Management 7 Impact of Globalization 8
Sep 05, 2017 · STRATEGIC PLAN FORMAT 2017-2020 . The sample strategic planning format uses a one page Strategic Map format to identify areas of focus for the Plan. From the Strategic Map, a Strategic Plan is created to advance strategic priorities for the coming 1-3 years. The plan accomplishments a
strategic planning and have them master the mechanics of strategic planning for their school or educational organization. Course Objectives: To define strategic planning and determine the rationale for developing strategic plans To identify the key steps in strategic planning To manage the strategic planning process
1. 4 Tools for strategic analysis 1. 4a SWOT 1. 4b TOWS 1. 4c Hambrick Model: Strategy Diamond 1. 4d BCG matrix 1. 4e General Electrics Stoplight Matrix 1. 4f Balance score card . 3 Management Strategic Management Strategic Analysis 1. 5 Summary 1.2 Introduction Strategic Management is the process of strategic decision-making that sets the long .
