strategic business plan: fy2016-2020 find attached the strategic business plan fy2016-2020 for...

Board of County Commissioners Public Works Department

Strategic Business Plan: FY2016-2020

Public Works Department i November 18, 2016

Broward County Board of Commissioners Strategic Business Plan FY2016-2020

TABLE OF CONTENTS I. MESSAGE FROM THE DIRECTOR ........................................ 2 II. EXECUTIVE SUMMARY

A. Mission Statement ..................................................... 3 B. Agency Connection to Commission's Vision ...................... 4 C. Overview of Key Focus Areas ....................................... 4 D. Noteworthy Accomplishments ...................................... 7

III. ORGANIZATION PROFILE ............................................... 12

A. Mandates ............................................................... 12 B. Lines of Business ..................................................... 21 C. Customer/Stakeholder Profile ..................................... 23 D. Organizational Chart ................................................ 25

IV. CASE FOR ACTION ....................................................... 26

A. SWOTT Impacts on Four Organization Perspectives .......... 26 B. Work Plans for Business Plan Strategies ...................... ...29

V. FINANCIAL OVERVIEW ................................................... 99

Public Works Department 2 November 18, 2016


I. MESSAGE FROM THE DIRECTOR

Please find attached the Strategic Business Plan FY2016-2020 for Broward County’s Public Works Department. This document represents a great many successes – both recent and future – made possible by an extremely talented and dedicated staff for the mutual benefit of our residents, our visitors, our businesses and our natural environment. The Public Works Department strives to support and enrich the quality of life in our community by providing a myriad of well-planned, efficient and responsible services. We make the best use of the best available technology and innovations to achieve this goal. The quality of our service is always measured by our customers’ satisfaction. We recognize that our employees are the Department’s most valuable assets, and rely on the creative differences of our diverse workforce. To encourage employee involvement in decision making processes at all levels, we encourage a work environment that promotes personal responsibility, initiative and open communication. We recognize, reward and take pride in our personal as well as our team accomplishments. To all of our stakeholders and partners, we want to thank you and also extend an open invitation to visit our facilities to become better acquainted with our staff. We look forward to seeing you!

Thomas J. Hutka Department Director



II. EXECUTIVE SUMMARY

A. Public Works Department Mission Statement The Public Works Department is a vital part of Broward County government that furthers the Board of County Commissioners’ Strategic Plan and supports a high quality of life for the County’s residents, businesses and visitors. The Department provides: facilities management and infrastructure construction/renovation services in support of County government operations; promotes a pristine healthy environment through efficient and reliable water distribution, wastewater collection, solid waste disposal and recycling services; and ensures safe, efficient transportation systems. Public Works is an integral part of the County’s emergency response team. We maintain a professional staff dedicated to responding to and supporting the recovery from hurricanes and other emergencies, to allow County operations to return to normal with minimal disruption. The Public Works Department embraces streamlined processes and technological improvements to provide state-of-the-art, cost-efficient services, strengthens partnerships to ensure there are proactive solutions to County-wide issues, and empowers the workforce through open communications to facilitate sharing ideas in the pursuit of excellence. The Public Works Department supports the core values of:

• Continuous Quality Improvement • Customer Focus • Integrity • Embracing a Diverse and Empowered Team • Performance Excellence • Employee Development and Opportunity • Interagency Support and Cooperation • Success in achieving the Board of County Commissioners’ goals



B. Public Works Department Connection to Commission's Vision

The Department supports the Board of County Commissioners’ Strategic Plan Values of: Ensuring economic opportunities for Broward’s diverse population and businesses; Prominently marketing Broward County as a brand, while increasing public understanding of programs and services; Approaching human services collabor-atively and compassionately, with special emphasis on the most vulnerable; Cooperatively delivering an efficient and accessible regional intermodal transportation network; Encouraging investments in renewable energy, sustainable practices and environmental protection; Cultivating community culture, arts, recreation and life- long learning; Offering sustainable, compatible, innovative housing for all income levels, including integrated, permanent supportive housing; Consistently delivering responsive, efficient, quality services to the public and internal customers.

C. Public Works Department Overview of Key Focus Areas Value: Consistently delivering responsive, efficient, quality services to the public and internal customers

• Maintain active participation in Broward County’s Emergency Management preparations and response to individual events to ensure public safety and security.

• Expand the use of the Declared Emergencies and Field Automation Program (FastTrac) to improve staff efficiency and record keeping.

Value: Cooperatively delivering an efficient and accessible regional intermodal transportation network • Actively advance goals of the County’s Complete Streets initiative. • Utilize all opportunities in improvement and maintenance projects to incorporate the

greatest number of Complete Streets elements possible. • Continue Complete Streets partnerships with FDOT, municipalities and all stakeholders

to increase program participation. • Enhance vehicle efficiencies through improved traffic signal synchronization. • Enhance public traffic safety through installation of highly reflective signage. • Improve coordination efforts with the Florida Department of Transportation and Florida’s

Turnpike Enterprise for the planning and cost-sharing of mutually beneficial fiber-optic communications for Broward County’s transportation network.

• Modernize the County’s traffic signal system by replacing the new central computer system, installing a new distributed-intelligence signal software platform (NAZTEC/Trafficware ATMS.NOW), and migrating to a new digital communications network.



• Reconstruct or widen service-level-deficient County highways. Goal: Support the development, design and construction of sustainable, multi-modal transportation facilities throughout the County to meet the demands of residents, travelers, businesses and the community • Plan, design and construct cost-effective, properly-selected infrastructure renewal

capital project and repairs throughout the transportation system. Value: Cultivating community culture, arts, recreation and life-long learning • Manage design, construction and maintenance of facilities that offer vibrant arts, culture,

recreational and learning opportunities. Value: Encouraging investments in renewable energy, sustainable practices and environmental protection Goal: Seek funding for, implement policies and pursue projects promoting the use of alternative energy, sustainable practices and environmental protection • Reduce landfill disposal of high-volume recyclable materials. • Increase recycling, especially in multi-family communities and commercial facilities. • Reduce nutrient loading from treated wastewater outfall by expanding reuse treatment

and enhancing nutrient removal treatment process. • Maximize the efficient implementation of alternative water supply solutions through the

development of regional and sub-regional projects in coordination with affected utilities. • Reduce greenhouse gas emissions through improved traffic signal synchronization. • Reduce electric power usage through deployment of solar and LED traffic signal

equipment. Goal: Design, construct and encourage other entities to pursue projects addressing adaptation needs of the region. • Upgrade equipment and improve building automation systems in County facilities to

reduce energy consumption. • Construct new buildings built to LEED standards. • Harden County building facilities to hurricane-strength wind forces as funding allows. • Harden and improve existing traffic signal and sign infrastructure through conversion to

mast arms for traffic signals and square posts for signage. Goal: Proactively lead in the planning, design and construction of projects to support community resilience and climate adaption, including coordination with other entities to foster resilient design as part of all local and regional projects.



Goal: Increase water quality efforts and encourage creative approaches to water conservation, regionally • Implement the most cost effective alternative water supply to meet customer demands

that exceed current consumptive use permitted amounts. • Plan, design and construct energy efficient technology for the County’s wastewater

treatment plant. • Maximize water conservation throughout our service area.

Goal: Facilitate a regional approach to growth and redevelopment through coordination and collaboration at the federal, state and local levels

• Maintain productive relationships with municipalities, neighboring county governments,

FDOT, SFWM District, Broward County MPO, FEMA and all other state and federal agencies as stakeholders in our successes.

Value: Ensuring economic opportunities for Broward’s diverse population and businesses Goal: Increase the economic strength and impact of revenue-generating County enterprises balancing economic, environmental and community needs

• Increase focus on customer service provided to municipalities participating in solid

waste fee-for-services. • Increase coordination with municipalities in promoting recycling in multi-family and

commercial settings. • Develop Communication Infrastructure Mapping (CIM) using Geographic Information

System to identify utilities and to be more responsive to locate requests from Sunshine One Call program.

• Maintain lowest possible water and wastewater rates for all customers while maintaining capital program needs, levels of service and quality of treatment.

• Restructure the Water/Wastewater Business Operations Division to insure the highest professionalism and greatest experience in the proper positions.

• Improve recruitment process to provide best candidates to fill key management positions.

• Enhance communications across the organization by implementing policies to incorporate employee input in business practices.

• Ensure a fair and equitable working environment. Value: Prominently marketing Broward County as a brand, while increasing public understanding of programs and services



D. Public Works Department Noteworthy Accomplishments

Public Infrastructure The residents, businesses and visitors of Broward County depend on reliable and safe public infrastructure. Broward County has key responsibilities in the provision of roadways and traffic control, water, sewer and drainage. In addition, Broward County constructs and maintains buildings for general governmental purposes, including judicial functions. The Green Lights Program was launched in 2010 to re-time and coordinate the signal timing on the County’s major highways, and is still underway. Traffic signals along the County’s major roadways have been retimed with motorists experiencing fewer unnecessary stops and shorter travel times. These improvements have already eliminated 660,000 metric tons of greenhouse gas emissions and resulted in savings to motorists of approximately $31,000,000 in fuel costs. Approximately 1,050 intersections along 55 roadway corridors have been retimed. Motorists are experiencing approximately 10% - 30% less stops on the retimed corridors, and delay reductions and travel time improvements in the 10% - 43% range. A new School Zone Repair capital program was created in 2012 to upgrade and repair the school zone infrastructure that protects school children as they walk or bike to and from school. The program includes upgrades of non-flashing signs to solar school flashers, conversion of old span-wire school signals to new structural mast-arms, replacement of aging school signs with new highly reflective fluorescent signs and school flasher relocations due to school zone limit changes. This capital program is further supplemented by a Federal Highway Administration (FHWA) grant award under their Transportation, Community, and System Preservation Program (TCSP), which also includes the installation of numeric countdown pedestrian features at traffic signals. The School Zone Repair Program works in conjunction with the School Zone Safety Program, also created in 2012. The goal of the program is to improve the safety of pedestrians and bicyclists that may be exposed to high traffic levels and speeds as they travel to and from school each day. The program has been a cooperative multi-agency effort that has included County staff, School Board Safety Department staff, local school administration staff, municipal public works and engineering staff, and law enforcement officials. The program’s Traffic Assessment Task Force reviews existing traffic and pedestrian controls along roadways adjacent to schools including patterns of school access and egress, and identifies new or modified traffic controls that may be required to improve safety. County staff has worked with School Board and municipal agency officials to improve existing traffic control and pedestrian access at over 30 schools. The Task Force also coordinates with local police agencies to install regulatory signs and traffic control devices to aid them in better enforcing speeding, parking and other traffic laws. Several significant road improvement projects have completed construction or underway this year. Construction of Bailey Road from NW 64 Avenue to State Road 7 is complete, widening of Palm Avenue from Griffin Road to Stirling Road is complete, and Hiatus Road from Sunrise Boulevard to Oakland Park Boulevard is 45% complete. Mast arm signal conversion projects continue; seven projects were completed and fourteen projects are in various stages of design and/or construction. This is an ongoing program which is funded on an annual basis.



The construction of a 700,000 square foot, twenty-story building for the new Broward County Courthouse started in October 2012. Construction of the building’s interior and a new pedestrian bridge that will connect the new courthouse to the old are expected to be substantially complete as of December 2016. A new 1,000 car parking garage structure opened in the summer of 2014. The new parking structure provides parking to employees of the court system and offices for the Guardian Ad Litem staff. Staff is working to expand the Guardian Ad Litem space and provide the infrastructure for off-hours public parking while maintaining the integrity of the existing historic Coca-Cola Building. The County’s existing 69,000 square foot Mid-Rise Building, also located in downtown Fort Lauderdale, will be completely renovated in accordance with LEED sustainable guidelines including infrastructure and life safety systems to accommodate:

- The Clerk of the Court Call Center - Training Rooms - The Clerk of the Court Child Support Unit - BSO Probation - The Public Defender - The State Attorney

Development of the Convention Center Expansion and Headquarter Hotel project Master Plan was completed in June 2014 and distributed to interested parties in the fall of 2014. Primary elements include: - Convention Center Expansion of approximately 224,000 square feet - 750 room Headquarters Hotel - Parking to serve the Convention Center and Hotel - Open urban space/site development including waterside improvements - Retail space opportunities for development - Transit hub The County is seeking a Public-Private Partnership (P3) to develop and assist in the implementation of the project. The first step of this process includes identification and qualification of interested development groups. The RFQ production is underway for presentation to the Board of County Commissioners. The new South Animal Care Facility construction is complete. All fifteen of the scheduled Bid Packages for the North County Neighborhood Improvement Project have been completed. The overall project has impacted 2,861 acres and 7,350 residences, and eliminated 727 septic tanks. The improvements installed for the area included 48 miles of roadways, 83 miles of sidewalk and 94 miles of water and wastewater piping. The total spent for this program is estimated to be $200 million. Construction for the Hillsboro Pines Neighborhood Project began in October 2015. This area is currently on water wells and septic tanks. The project will include potable water sanitary sewers, drainage, pavement restoration and swale landscaping. Water mains and fire hydrants were installed in 2012 for fire protection which replaced aging and failing fire protection wells. Between 2010 and 2013, the cost of disposal for municipal solid waste in Broward County has decreased dramatically. The per-ton price for disposal, under new agreements with Wheelabrator and



Sun-Bergeron which took effect on July 3, 2013, ranges from $41.48 to $43.25 per ton as compared to $86.76 per ton in FY 2010 and $57.00 per ton in FY 2012. Environmental Protection Construction of the New River Greenway and the Cypress Creek Greenway are complete. The Interlocal Agreement for Solid Waste Disposal Services, which oversaw the provision of solid waste programs and services for the past 20 years on behalf of the majority of Broward’s municipalities, expired on July 2, 2013. In preparation for this change, Solid Waste and Recycling Services’ total agency budget was reduced by more than 50% and staff was reduced by 40% over a two-year period. However, the agency has maintained all but two of the original programs provided to municipalities. In order to enable cities to continue or begin participating in five of the solid waste-related programs, the Board of County Commissioners approved a series of interlocal agreements. Multiple municipalities have entered into these agreements for the following programs: Keep Broward Beautiful; Centralized Billing for Disposal; and, Flow Control Enforcement. Three additional programs continued to be offered on a county-wide basis, including: targeted programs and promotion of recycling; landfill operations; and, property management for County properties related to solid waste management. A $20 million recycling grant program that was approved by the Board of County Commissioners in 2011 resulted in grant awards to 26 local governments for recycling-related projects and promotions to be completed by September 2014, with grant closeout actions finalized in June 2016. Broward County’s overall recycling rate for 2015 was 55%, consisting of 43% in traditional recycling and 12% in credit for renewable energy. This ranks Broward eleventh among Florida’s counties. An agreement with the City of Pembroke Pines for treatment and disposal of leachate generated at the Broward County Landfill was extended until 2017. This action provided savings to the County and a significant reduction in greenhouse gas emissions when compared to alternate arrangements considered for handling the leachate. Community Wellness In 2013, Mosquito Control sprayed over 389,120 acres on the ground and over 24,000 acres from the air in support of their program to control mosquitos in Broward County. The new Central Broward Addiction Recovery Center facility is being designed for a site located south of State Road 84 and east of 4th Avenue in Fort Lauderdale. The new design is targeting LEED Gold certification and will incorporate many cost-effective sustainability strategies and features. After much negotiation, the County executed an Interlocal Agreement with the City in October 2014 providing for a path to Site Plan and Conditional Use approvals, rezoning, permitting and construction of the new BARC Central Facility. The agreement establishes that the Nance J. Cotterman Facility (NJCC) will be located on another site. Submittals for site plan, conditional use and rezoning have been accepted by the City and are scheduled for hearings in November and December of 2014. Construction completion is targeted for the fall of 2017. In conjunction with the Human Services Department and the Central Homeless Assistance Center operators, Construction Management completed the rehabilitation and expansion of the Central Homeless Assistance Center in the summer of 2014, which provided 30 additional beds to house homeless individuals and to remodel other ancillary areas.



Emergency Preparedness During 2011, four FEMA hazard mitigation projects were under construction. These projects will ultimately provide enhanced hurricane-protective measures to the County’s essential facilities. The Public Safety Building hardening was completed in July 2012 and hardening of the East Wing of the Broward County Judicial Center was completed in May 2012. Replacement of the curtain wall system at the Main Library building is completed despite difficult construction issues. Bids for the hardening of the four remaining buildings at the Public Safety Complex have been received and a permit has been obtained to start construction. The expected construction completion date is mid-year 2015. Re-roofing for the East Wing of the Broward County Judicial Center additional scope is currently under review by the State of Florida. County is awaiting a decision on whether to proceed with the re-roofing. These projects provide impact resistant glass and frames on all exterior glazed openings (windows, storefronts, glass curtain wall systems) and other building envelop improvements designed to provide significantly better protection for these critical facilities against hurricane force winds. The Board of County Commissioners approved a new Disaster Debris Monitoring Services based on changes to Title 2 of the Code of Federal Regulations to be used by Solid Waste and Recycling Services and various other County agencies in the event of a hurricane or other emergency event. The County’s agreement for Temporary Debris Management Site Services has been rewritten to conform to Federal Regulation 2 CFR 200 standards and is expected to be approved by the Board of County Commissioners in December 2016. Culture, Learning and Recreation Pompano Beach Replacement Library drawings were completed and a ground breaking ceremony was held on October 30, 2014. The facility is under construction and is currently targeting LEED Gold certification. Lauderhill Central Park Library and Performing Arts Center is substantially complete. County funds are being used to pay for the new library as part of the joint use facility which is anticipated to achieve LEED Silver Certification. Public Transportation Ravenswood Bus Maintenance Facility is complete. The Facility accommodates an additional 50 public transportation vehicles and services the County’s new 60-foot articulated buses. The new $32.5 million facility is comprised of a three-story employee parking garage, maintenance building, operations building, fueling station and covered bus wash on Ravenswood Road in Dania Beach. The Maintenance Building has achieved LEED Gold Certification. Awards and Recognitions Public Infrastructure: Obtained a $1 million grant from Broward MPO for the Davie Road Extension “Complete Streets Project” Obtained a $6 million grant from the Florida Department of Transportation for the widening of Wiles Road from Riverside Drive to Rock Island Road.



Obtained an $11.5 million grant for the Lox Road Complete Streets project located in the City of Parkland. Obtained a $1.2 million grant for the NE 26th Street Complete Streets project located in the City of Wilton Manors. Obtained a $6.25 million grant for the Wiles road widening project (University Drive to Riverside Drive). Awarded a TIGER Grant for multi-modal improvements for NW 31st Avenue, Riverland Road and NW 27th Avenue. Completed the Broward County East-Central Signal Synchronization Project which was funded by a Florida Energy and Climate Commission grant award to refine the quality of signal synchronization along the selected corridors, with the goal of reducing fuel consumption and greenhouse gas emissions by 15%. The final performance report demonstrated that the project goals were substantially attained overall, and were exceeded for peak-hour travel periods. New River Greenway – Completed construction on the multi-use pathway along the New River Canal from Markham Park to NW 126 Avenue and planted approximately 1,200 trees along this greenway between NW 136 Avenue and University Drive (Sunrise). Replaced approximately 2,000 linear feet of outdated drainage system on Prospect Road between Andrews Avenue and Powerline Road in a three-week period with a 24-hour/day operation in order to reduce the construction impact to business owners, residents and the general public (Oakland Park). Patched 19,900 square feet of potholes; repaired approximately 35,000 square yards of sidewalk; mowed over 1,900 acres of shoulders and medians and reshaped/modified over 176,000 square feet of swale area; swept approximately 6,200 miles of roadway; inspected 12,700 catch basins; and, cleaned over 3,000 drains and 29,000 linear feet of storm water pipe. Environmental Protection: The first LEED Certified Gold Museum of any kind in Florida and one of only three in the nation, the Young At Art Museum and Broward County Library has received acclaim for design, construction, sustainability, vision and innovation. Awards received in 2016: • Florida Section American Water and Wastewater Association District 6 Distribution System of the

Year Award • Broward Branch ASCE 2015 Project of the Year Award for the Biogas to Energy (Co-Generation)

Project (October 2015) • North Regional Water and Wastewater Treatment Plant won Florida Water Environmental

Association (FWEA) 2016 Earle B. Phelps Award for Outstanding Water and Wastewater Treatment Plant Performance in the secondary treatment category.

Public Transportation: The County was also awarded a $600,000 Transportation, Community and System Preservation Program (TCSP) grant by the Federal Highway Administration for the “Broward County School Zone Pedestrian Safety and Preservation Program” to fund school zone and pedestrian safety improvements throughout the County, enhances the School Zone Repairs capital program, and provides funding towards the construction of a transit-activated signal at a shopping mall transit hub as part of a private-public partnership.



III. ORGANIZATION PROFILE A. Public Works Department Mandates

The structure of County government organized with operating divisions reporting to an administrative department was established in the first Administrative Code adopted on August 31, 1976. The duties and responsibilities of the Public Works Department are outlined in Chapter 6 of the Administrative Code.

The Public Works Department is comprised of a diverse group of agencies that provide a wide range of services to the residents of Broward County. Department agencies oversee: the acquisition, leasing, construction and management of County facilities; the construction, maintenance and management of roadway improvements, bridges, roads and traffic signals/systems; and, the management of water, wastewater and solid waste systems. Traffic Network Services The design, placement, operation and maintenance of traffic control devices are regulated by a series of federal, state and local regulations. The Code of Federal Regulations (CFC), 23 CFR 655.603, mandates the adoption of the Federal Highway Administration Manual of Uniform Traffic Control Devices (MUTCD) as the national standard for all traffic control devices installed on any street, highway, bikeway, or private road open to public travel. It also states that each State must have traffic controls device standards that are in substantial conformance with the National MUTCD and encourages all State agencies to adopt the National MUTCD in its entirety as their official Manual on Uniform Traffic Control Devices. Consistent with 23 CFC 655.603, Florida Statutes Section 316.0745 mandates the adoption and implementation of a uniform system of traffic control devices for use on the streets and highways throughout the State of Florida. The Florida Department of Transportation (FDOT) is required to compile an publish a manual of uniform traffic control devices and public minimum specifications for traffic signals and devices certified by the state as conforming with the uniform system. FDOT has adopted the Federal Highway Administration (FHWA) Manual of Uniform Traffic Control Devices (MUTCD) as the uniform standard for the installation of traffic control signs, pavement markings, traffic signals and other traffic control devices throughout the state, and has also established corresponding design guidelines, standards and specifications defining the equipment and material specifications of such devices. The County’s Administrative Code adopts these same standards by reference, and they serve as the standards and specifications used by County staff in the design and installation of traffic control devices.

Florida Department of Agriculture Statutes Chapter 388 and Florida Administrative Code Chapter 5E-13 is intended for the safety and health of the public to control mosquito borne



diseases and control large populations of mosquitoes and to protect the environmental and ecological integrity of lands and waters throughout the state.

Facilities The Public Works Department’s work in acquiring, leasing, designing and constructing real property is done under a large and complex set of State and local building and zoning codes. The Department is also responsible for the management, maintenance, cleaning and security of all County buildings (with the exception of the Airport, Seaport and portions of the criminal justice system) per requirements of Federal, State and municipal building, zoning and public safety laws. Solid Waste and Recycling Services Broward County has three key mandates under Florida Statutes regarding solid waste and recycling. All of these are implemented by Solid Waste and Recycling Services. Section 403.706(1) of Florida Statutes states that: “The governing body of a county has the responsibility and power to provide for the operation of solid waste disposal facilities to meet the needs of all incorporated areas of the county”. The County’s recent approval of two solid waste disposal agreements with Wheelabrator and Sun-Bergeron, and the offering to all Broward municipalities to participate in these disposal agreements via an Interlocal Agreement with the County, satisfies this statutory requirement for the short term (five years). For the long term, the County’s ownership of several key properties and facilities, including the Broward County Landfill and the South Resource Recovery Site, is critical to its continued ability to fulfill this State mandate. Section 403.706(2) of Florida Statues states: “Each county shall implement a recyclable materials recycling program that shall have a goal of recycling recyclable solid waste by 40 percent by December 31, 2012; 50 percent by December 31, 2014; 60 percent by December 31, 2016; 70 percent by December 31, 2018; and, 75 percent by December 31, 2020. Counties and municipalities are encouraged to form cooperative arrangements for implementing recycling programs.” According to date published by the Florida Department of Environmental Protection, Broward County generated 3,694,997 tons of municipal solid waste in 2015, which was managed as follows: Landfilled: 1,525,169 41% Combusted 590,651 16% Recycled 1,579,177 43%



Since recycling credits for renewable energy can now be earned through combustion at Broward’s two waste-to-energy plants, the County’s overall recycling rate in 2015 was reported by the Florida Department of Environmental Protection at 55%. Section 403/7125(2) of the Florida Statutes addresses the requirement for the County to fund the State’s closure and post-closure requirements for County-owned landfills. Currently, the County maintains escrow accounts for this purpose for the Southwest Regional Landfill, the Ash Monofill adjacent to the South Resource Recovery Plant, and the closed Davie Landfill (Vista View Park). An estimate of the required escrow amount for each facility is developed annually and submitted to the Florida Department of Environmental Protection for approval. Water and Wastewater Services Broward County Water and Wastewater Services are regulated through Federal, State and Local rules and regulations that are enforced by the Environmental Protection Agency (EPA), Florida Department of Environmental Protection (FDEP), South Florida Water Management District (SFWMD), Broward County Health Department (BCHD), and the Broward County Environmental Protection and Growth Management Department (EP&GM).



Federal, State and Local Regulations Impacting the Public Works Department: Source Regulation

Federal

Safe Drinking Water Act (SDWA) 1974

- Amended 1986 - Amended 1996

Stage II Disinfection By-Product Rules promulgated 2005 Clean Water Act of 1972, as amended (Sec 404; 33 U.S.C. 1334) 40 CFR Title V, NPDES, Wetlands Americans with Disabilities Act of 1990 Occupational Safety and Health Act of 1970

Maritime Transportation Security Act of 2002

National Manual on Uniform Traffic Control Devices (MUTCD); 23 CFR 655.603 Code of Federal Regulations (CFR) 33, 126

S.A.F.E. Port Act of 2006

National Environmental Policy Act of 1969, as amended (42.U.S.C. 4321, et seq. PL 92- 90)

Endangered Species Act of 1973, as amended (16 U.S.C. 1531, et seq. PL 93-205)

Fish and Wildlife Coordination Act of 1958, as amended (16 U.S.C. 661 et seq. PL 85-624)

Coastal Zone Management Act of 1972, as amended

(16 U.S.C. 1451, et seq. PL 92-583)

Marine Mammal Protection Act of 1972, as amended (16 U.S.C. 1461 et seq.) (Sec. 103; 33 U.S.C. 1413)

Estuary Protection Act of 1968, as amended (16 U.S.C. 1221 et seq. PL 454)

Fishery Conservation and Management Act of 1976, as amended (16 U.S.C. 661 et seq. L 85-624)

Submerged Lands Act of 1953, as amended

http://www.osha.gov/pls/oshaweb/owasrch.search_form?p_doc_type=OSHACT&p_toc_level=0&p_keyvalue=



Coastal Barrier Act + Coastal Barrier Improvement Act of 1990, as amended (16 U.S.C. et seq. PL 97-348)

Rivers and Harbors Act of 1899 (Sec 10: 33 U.S.C. 403).

Migratory Bird Treaty Act of Migratory Bird Conservation Act

Marine Protection, Research and Sanctuary Act (16 U.S.C. 1361, et seq. PL 92-532)

Magnuson-Stevens Fishery Conservation+ Management Act, as amended, (16 U.S.C. 1801, et seq. PL 94-265) Ocean Dumping regulations, (40 CFR 220-229)

USACE Regulations (33C FR 209.120 NS 209.145)

EO 11990 Protection of Wetlands

EO 13089 Coral Reef Protection

Terminal Facilities Illumination Turtles and Safety (33 CFR 1917.123). EPA requirements for refrigerant tracking (40CFR: Protection of Environment; Part 82—Protection of Stratospheric Ozone) EPA/State/County requirements for asbestos surveys prior renovation/demolition of buildings (NESHAPs regulation 40 CFR Part 61 Subpart M) EPA State/County fuel storage tank requirements (40 CFR Part 280 and 40 CFR Part 281 NFPA 1 & 101 Life Safety Code requirements (+Local AHJ) for life safety systems EPA Worker Protection clause to provide safe work environment for all employees (40CFR 763, Subpart G)

State

Florida Building Code and all related standards

F.S. 287.055-Consultants' Competitive Negotiations Act

F.S. 373 Part II - Permitting of Consumptive Uses of Water F.S. 373 Part III - Regulation of Wells F.S. 403 Part I - Pollution Control Part IV - Water Supply, Water Treatment Plants Chapter 62-550 Water Quality Regulations



Chapter 62-528 Underground Injection Control Program Chapter 62-550 Drinking Water Standards, Monitoring and Reporting. Federal CFR 141 incorporated by reference Chapter 62-555 Permitting, Construction, Operation and Maintenance of Public Water Systems Chapter 62-600 Domestic Wastewater Facilities Chapter 62-610 Reuse of Reclaimed Water and Land Application F.S. 62-761-Construction-Underground Storage Tanks

F.S. 62-762-Construction-Aboveground Storage Tanks

F.S. 161-Part IV of F.S. 373-Joint Coastal Permit and Title 62 F.A.C.

F.S. 161-Beach and Shore Preservation

F.S. 186 and 187-Permitting/Construction-State Comprehensive Plan

F.S. 258-Permitting/Construction/Management State Parks/Preserves

F.S. 267-Permitting/Construction-Florida Historic Resources Act Procedures

F.S. 288-Permitting/Construction-Guidance/Promotion of Beneficial Development

F.S. 316 entitled State Uniform Traffic Control F.S. 334 and 339-Traffic-Planning/Development

F.S. 370-Community-Preserve/Manage/Protect Marine, Crustacean, Shell and Anadromous Fishery Resources in State Waters F.S. 370.12(2)-Florida Manatee Sanctuary Act

F.S. 372-Community-Manage Freshwater Aquatic Life and Wild Animal Life/Habitat

F.S. 376-Permitting/Transfer/Storage/Transport of Pollutants and Cleanup

F.S. 380-Community-Local Land Development Considers Regional Impact of Large-Scale Development



F.S. 388 sets the policy of the State to achieve and maintain such levels of arthropod control as will protect human health and safety and foster the quality of life of the people, promote economic development of the state and facilitate the enjoyment of its natural attractions by reducing the number of pestiferous and disease carrying arthropods. F.S. 403-Community-Regulation of Pollution of Air Article V of the State Constitution requires the County to provide maintenance and security at court facilities. Florida Statutes: Chapter 125.35 to 125.41 Various real estate related statutes, Chapter 177.101 Vacation and annulment of plats subdividing land, Chapter 197.522 to 197.593 Various tax deed acquisition and disposition statutes Procure professional design services as mandated by Florida Statutes (FS) Chapter 287. Procure construction services as mandated by FS Chapter 255. Serve as Design Criteria Professional as mandated by FS Chapter 287. Serve as design professional of record as mandated by the Florida Building Code and Chapters 287 and 471. Adoption of the National Manual on Uniform Traffic Control Devices (MUTCD) by the Florida Department of Transportation; Florida Administrative Code 14-15.010 HB 7135 legislation requiring new or renovated county buildings to comply with a nationally recognized “green building” rating system as approved by the State’s Department of Management Services. This mandate applies to projects whose architectural plans are started after July 1, 2008. FS Chapter 403.706 (local government solid waste responsibilities) FS Chapter 403.7032 (recycling goal) FS Chapter 403.7125 (landfill closure and post-closure requirements)

County

All local City and County ordinances relating to land use, zoning and planning regulations



Chapter 27, Pollution Control

Chapter 34: Water and Sewers, Articles I – X

Chapter 35: Water Conservation Districts, Section 35-1 – 35-8

Chapter 36: Water Resources and Management, Articles I – II

Broward County Business Opportunity Act of 2004

Living Wage Ordinance 202-45

Cone of silence Ordinance Section 1-266

Domestic Partner Ordinance #1999-18

Local Preference Ordinance #2004-29

Prevailing Wage Rates Ordinance No. 83-72

Sole Source-Statute Section 838.22

Chapter 27, Article 1, Div 4-Construction-Hazardous Materials Facility License

Chapter 27, Article V-Community-Surface Water Management

Chapter 27, Sec. 27-200(b) (4)b-Permitting-Operations License Surface Water Management Broward County Board of Commissioners has specific legal authority to fix, charge, collect from its customers; rates, fees, charges and to acquire construct, finance, and operate the utility without supervision or regulation by any other political subdivision of the state. BC Ordinances – Chapter 14 (Garbage and Trash); Chapter 39 (Zoning Code); Chapter 27 (Pollution Control)



Delegated Authority None.



B. Public Works Department Lines of Business

The Public Works Department of Broward County is made up of the following service areas: Construction Management, Facilities Management, Highway Construction and Engineering, Highway and Bridge Maintenance, Traffic Engineering, Solid Waste and Recycling Services, and Water and Wastewater Services.

The Construction Management Division develops and manages the County’s capital improvement projects for new vertical construction and large renovation projects. Duties include strategic master planning and programming, architectural design as well as construction of projects for all County agencies with the exception of the Seaport and Airport.

The Facilities Management Division oversees maintenance, repairs, minor renovations, cleaning, parking, utility use, security, and real estate services for most County-owned properties.

The Highway and Bridge Maintenance Division maintains and improves the County's highway/street system, operates drawbridges, and oversees mosquito control operations. The Division is responsible for cleaning and mowing rights-of-way, street patching and resurfacing, intersection improvements, canal maintenance and construction, guardrail maintenance, bridge maintenance, street cleaning, and stormwater drainage improvements.

The Highway Construction and Engineering Division oversees design and construction project management for major roadway improvement projects and parks facilities. The Division is also responsible for engineering plan review, permitting, and roadway inspection services for improvements to Trafficway roads and County roadways. The Division provides surveying, design, and project management services for intersection improvement and congestion management projects, as well as support services for other County agencies. Highway Construction and Engineering participates in the Land Development Review process and coordinates and reviews right-of-way deeds, subdivision plats and conducts public records maintenance.

The Traffic Engineering Division provides for the safe and efficient movement of pedestrians, cyclists and vehicular traffic within the County. Duties include the operation and maintenance of virtually all traffic signals and related facilities − encompassing all Municipal, County and State rights-of-way, as well as traffic signage and markings for most area Municipalities. Local Cities and Towns are also provided with traffic engineering services by the Division.



Solid Waste and Recycling Services offers a comprehensive waste management and recycling system for the residents and businesses of Broward County. Through its operation, the agency provides community residents and businesses with viable methods to address waste management issues by offering landfill disposal, waste-to-energy processing, municipal waste collection, transfer stations, household hazardous waste disposal and recycling, and electronics recycling.

Water and Wastewater Services is committed to providing cost-effective water and wastewater management while maintaining the quality of life in Broward County through sound environmental practices. The agency plans, designs, and constructs facilities to ensure adequate capacity for potable water, sewer and storm water, providing retail services to over 50,000 customers. Water and Wastewater Services is also responsible for pumping, treating and distributing water, as well as providing wastewater collection, treatment, reuse and disposal services to over 600,000 citizens. The agency also operates waterways, water control structures and well systems to provide flood management; provides canal management services supporting aquifer recharge; and removes aquatic vegetation from certain bodies of water throughout Broward County.



Customer Government

Agencies

Customer Local

Businesses

Customer BC

Employees and PWD

Employees

Customer Broward County

Agencies

Customer Residents and

Visitors

Public Works Department

C. Public Works Department Customer/Stakeholder Profile

Our customer groups include: Broward County Residents and Visitors: who utilize County facilities, such as the public libraries, park facilities, social service centers, Convention Center, and County Courthouse built and maintained by Department agencies, as well as the residents and businesses within the unincorporated area. Government Agencies: with whom the Department interfaces at the local, state and federal levels to provide a myriad of services such as the enlargement of a public road or the provision of regional utility services, accomplished through Interlocal Agreements with municipalities in Broward County. Broward County Agencies: whose needs are met by Department agencies through a variety of projects such as overseeing the construction and maintenance of a Broward County building or property, providing for a safe and integrated transportation system, and solid waste disposal and recycling services. Broward County and Public Works Department Employees: to whom the Department provides a number of services that include: design, renovation and construction of new facilities; property management, maintenance and repair of County facilities; and, administrative support and training for personal and professional growth as well as a safe and productive work environment. In addition, the Department provides coordination and quality control of all Commission documents for all the Department agencies. Local Businesses: who interact with Department agencies on a daily basis and participate as vendors in a large number of projects handled by the Department such as our capital improvement program.



Our stakeholder groups include: Local Government Agencies: who rely on the services the Department provides to meet the needs of their residents such as the improvement of a roadway in a municipality or the construction of a library. Board of Broward County Commissioners: who establish policies and approve ordinances impacting Department projects. Community and Advisory Organizations: who play an integral role in providing partnership opportunities for Department projects, or a partnership with an advisory organization and local media to promote environmental stewardship and conservation. Private Contractors and Consultants: who interact with all Department agencies on a daily basis in a variety of projects and play a vital role in the economic well-being of Broward County. Public Utilities: with whom our agencies interface to meet the needs of Broward County agencies and the public.

Stakeholder Public Utilities

Stakeholder Private

Contractors and

Consultants

Stakeholder Community

and Advisory Organizations

Stakeholder Board of County

Commissioners

Stakeholder Local

Government Agencies

Public Works Department



D. Public Works Department Organizational Chart



IV. CASE FOR ACTION A. Public Works Department SWOTT Impacts: Four Organizational Perspectives Customers The divisions in the Public Works Department are dedicated to great customer service which is demonstrated through the excellent response to emergencies, high customer satisfaction levels for services and in the collaborative relationships that have been established with both internal and external agencies. However, there are a number of challenges due to continued shortages of key staff while customer expectations for services remain the same or increase. In addition, increased concern regarding the economic environment and increased awareness of environmental issues has spawned the need for more customer interaction and education to engage and keep them informed of County efforts to provide the best customer service, invest in infrastructure, and protect and enhance the environment. People The enthusiastic, knowledgeable and dependable staff is a large contributor to the success that has been enjoyed by the Public Works Department. During the last six years, the Department has reduced positions, forcing the remaining employees to “do more with less”. The challenge is to continue to encourage and motivate employees, and provide them with the tools necessary to perform their work in the most efficient, cost-effective manner possible. Public Works divisions have worked to recruit, hire and promote the best applicants possible to replace long-term, retiring employees and continue to work towards enhancing customer service, improving work environments and developing staff. The Department is presently developing several in-house training programs/manuals to develop staff, implement best business practices and improve communications between management levels and throughout the organization. Processes Partnerships are necessary and very important to the success of our organization. The Public Works Department agencies have a myriad of partners in the public and the private sector. Our partners help educate the public, build roads and buildings, and develop agreements that benefit both the County and cities located in Broward County. The Public Works Department has staff that is adept at working through the issues to benefit the citizens of Broward County. Communication and coordination of information and processes across the Department have been key to the development of a mindset towards continued process improvement. As the Department looks toward the future, we look forward to the development and implementation of the ERP and the expected elevation of documentation



and process improvements. In addition, changes are already in progress to maximize the use of technology to improve efficiency and accountability of all Public Works processes. Financial The current fiscal environment has caused all agencies in the Department to search for efficiencies and new ways of accomplishing our responsibilities. There is stress throughout the organization because of the unknown aspects about future funding availability. Agencies have worked towards enhancing customer service, improving work environments, and developing staff. The focus is to continue searching for partnerships, efficiencies and other methods to continue doing more with less.


Broward County Board of Commissioners Strategic Business Plan FY 2017-2021

B. Public Works Department Work Plans – General Key Focus Area(s): More Efficient Delivery of Capital Projects. SMART Goal: Commission Value/Goals: - Improve operational effectiveness, efficiency and transparency. - Enhance our efficient, safe, clean, attractive, and interconnected multi-modal transportation

systems. - A community with vibrant arts, culture, recreation and learning opportunities. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. - Encourage and promote community stewardship and appreciation of the natural environment with

the conservation and wise use of our resources. Agency Goal - Increase efficiencies and decrease overall length of time to deliver capital projects

from initial budget approval to final occupancy without a decrease in quality or increase in cost. Baseline: More than half of all capital projects significantly over schedule Target(s): Less than 10% of major capital projects over schedule

Actions Indicator of

Success/Progress Baseline

(as of) 5 Yr

Target 1-Yr

Target Start Date

End Date Responsible Party

Fully utilize construction bidder prequalification process for appropriate projects.

Use of process 10% of major bids (as of 10/13)

75% 60% 10/2013 10/2016 Assistant Director, Public Works Department

Enhance in-house and second review of design packages prior to construction bids

Formal sign-offs on plan sheets

75% of projects (as of 10/13

100% 95% 10/2013 10/2016 Assistant Director, Public Works Department



Update Project Manager Manual for new contract models and procedures

Project Manager Manual published and implemented

0 As of 11/2014

100% 80% completed

11/2014 11/2016 Assistant Director, Public Works Department

Continue to provide quarterly Project Manager Workshops

Quarterly Project Manager Workshops implemented and ongoing

1 (as of 10/13)

4 workshops per year

4 workshops per year

11/2014 Implemented Assistant Director, Public Works Department

Participate in the RFP process Improvement subcommittee - initiative that looks at streamlining the process for RFP construction projects

Completion and presentation of findings. Report presented to the County Administrator

100% May 2014

N/A N/A RFP Sub Committee, Assistant Director

Updates – November 2016: Fully utilize construction bidder prequalification process for appropriate projects – Implemented for current projects. Enhance in-house and second review of design packages prior to construction bids – 95% of projects. Update Project Manager Manual for new contract models and procedures – completed. Continue to provide quarterly Project Manager Workshops – completed/implemented. Participated in the RFP process improvement subcommittee initiative to streamline the process for RFP construction projects – 100% completed in May 2014 and report presented to the County Administrator.



B. Public Works Department Work Plans – General (Cont’d) Key Focus Area(s): Implement ERP system into all Department processes and policies. SMART Goal: Commission Goal - Improve operational effectiveness, efficiency and transparency. Baseline: N/A Target(s): Implementation completed by 2016



(as of) 5 Yr

Target 1-Yr

Target Start Date

End Date

Responsible Party

Implement capital project accounting elements of new ERP and assist in the procurement and design of all ERP project accounting elements per program schedule.

Operating capital projects accounting system

None Exists N/A N/A 10/1/2014 6/30/2016

FMD Director

Design and implement work order/inventory systems for all Public Works field crews consistent and compatible with ERP elements.

Operating work order system

None Exists N/A N/A 10/1/2014 6/30/2016

FMD Director

Updates – November 2016: System is scheduled to be implemented in Facilities Management Division in December 2016 and will follow on to other Public Works Department divisions with expected completion in the fourth quarter of 2017. Interface to PeopleSoft capital project accounting will occur when ERP implementation enters into Phase 2.



B. Public Works Department Work Plans – General (Cont’d)

Key Focus Area(s): Disaster Emergency Planning. SMART Goal: Commission Goal - Support a service delivery system that promotes self-sufficiency and well- being. Agency Goal - Continue to strengthen the Public Works Department’s ability to respond to

emergency disasters by assuring adherence to training requirements and appropriate assignment of managerial responsibilities.

Baseline: N/A Target(s): Submission by June 1 and/or 100% completion by September 30

Actions Indicator of Success/Progress

Baseline (as of)

5 Yr Target

1-Yr Target

Start Date End Date Responsible Party

Update and maintain EOC ESF3 roster, authorized list of personnel, emergency contact information, and credentialing requirements for assigned personnel

Annual update of ESF3 roster, emergency contact information, and credentialing requirements completed by April 15th

N/A 1 1 Implemented Implemented Assistant to the Director, Public Works Department

Update and submit ESF3 Standard Operating Procedure (SOP)

Annual update of ESF3 SOP completed and submitted to Emergency Management Division by May 1st

N/A 1 1 Implemented Implemented Deputy Director and Assistant to the Director, Public Works Department

Update and maintain EOC Infrastructure Branch roster, authorized list of personnel, emergency contact information, and credentialing requirements for assigned personnel

Annual update of Infrastructure Branch roster, emergency contact information, and credentialing requirements completed by April 15th

N/A 1 1 Implemented Implemented Assistant to the Director, Public Works Department

Monitor and ensure completion of annual

Successful completion of annual WebEOC Refresher

75% 100% 100% Implemented Implemented Assistant to the Director, Public



WebEOC Refresher and required ICS Training courses by all EOC assigned personnel

and all required ICS Training courses, as shown in WebEOC, by assigned personnel

Works Department

Updates – November 2016: Updated EOC ESF3 roster, authorized list of personnel, etc. – completed, implemented. Updated and submitted ESF3 Standard Operating Procedure (SOP) – completed, implemented. Updated EOC Infrastructure Branch roster, authorized list of personnel, etc. – completed, implemented. Monitor and ensure completion of annual WebEOC Refresher and ICS training courses – complemented, implemented.



B. Public Works Department Work Plans – General (Cont’d) Key Focus Area(s): Customer Service. SMART Goal: Commission Goal – A fiscally-sustainable and transparent government. Agency Goal - Achieve near perfect customer service satisfaction. Baseline: N/A Target(s): Improve customer service satisfaction throughout Public Works Department through basic training, regular employee encouragement and implementation of customer service improvement policies resulting from customer service survey feedback.



(as of) 5 Yr

Target 1-Yr

Target Start Date

End Date

Responsible Party

Customer service training

All Public Works employees have completed basic customer service training

0 100% completion

75% completion

1/2015 12/2017 Assistant to the Director, Public Works Department

Update – November 2016: Course development underway – 90% complete; training of all Public Works employees to begin in FY2017. Initial course completed.



B. Public Works Department Work Plans – General (Cont’d) Key Focus Area(s): QA/QC Training. SMART Goal: Commission Goal – A fiscally-sustainable and transparent government. Agency Goal - Train all Public Works Department employees with quality assurance/quality control

principles and basic tools to further reach the goal of zero defects in all work products. Baseline: 0 Target(s): All Public Works employees complete QA/QC training by December 2014 and/or within six months of employment.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Provide department QA/QC training to all office/field professional staff

All office/field professional staff trained

0 All new office/field professional staff trained in first six months of employment

All office/field professional staff trained

1/2014 1/2015 Director, Public Works Department Completed.

Provide department QA/QC training to all labor employees

All labor employees trained 0 All new PW labor employees trained within first six months of employment

All labor employees trained

6/2014 1/2016 Director, Public Works Department Training class being developed.

QA/QC Programs implemented in each Public Works Division

Decrease in avoidable errors in service and written work

0 10 programs/ division

5 programs/ division

7/2013 7/2014 Director, Public Works Department Completed.



Divisional QA/QC programs developed and implemented.

Updates – November 2016: Provide department QA/QC training to all office/field professional staff – Initial training completed; over 500 employees trained. Provide department QA/QC training to all labor employees – Training class being developed. QA/QC Programs implemented in each Public Works Division – Complete. Divisional QA/QC programs developed and implemented.



B. Public Works Department Work Plans – Facilities Key Focus Area(s): Judicial Complex Construction. SMART Goal: Commission Value/Goals: - A community with vibrant arts, culture, recreation and learning opportunities. - Protect and enhance the built environment in collaboration with governmental and private partners. Agency Goal – Construct new buildings built to LEED standards. Baseline: N/A Target(s): Completion of the new downtown Judicial Complex construction project which includes: a new

730,000 square foot, state-of-the-art, LEED-certified courthouse building that accommodates the needs of the civil and family courts with approximately 77 courtrooms; additional space for expansion; elevated walkways connecting all buildings within the complex; and a secure 500-car parking garage for judges and staff members. The project will also create an expansive plaza fronting 6th Street, which will enhance pedestrian and vehicular circulation on and around the site and improve pedestrian connectivity to the New River.


Success/Progress Baseline (as of)

5 Yr. Target

1-Yr Target

Start Date

End Date

Responsible Party

Phase 1A: Construction of a new, LEED Certified Broward County Civil/Family Courthouse, connecting elevated walkways along Courthouse Drive, and the new East Wing elevator core

Construction of tower 100% complete; Certificate of Occupancy issued August 2016; Contractor to complete punch list items to achieve substantial completion; After substantial completion, 90 days scheduled to move in occupants.

Tower construction is 100% complete as of August 2016.

Phase 1A completion as of 03/2017

Project will be at 100% construction completion and building occupants moved in




Phase 1B: Demolition of existing Central and West Wing buildings

Completion of demolition All permits are secured

Phase 1B completion as of 02/2018

Demolition 50% complete


Phase 1B: Construction of secure 500-car garage/public plaza, and renovations to East Wing building West façade.

An amendment to the courthouse construction contract approved by the Board of County Commissioners in October, 2014 authorized construction of the 500-car garage.

All permits are secured

Phase 1B completion as of 12/2018

All permits secured


Updates – November 2016: Phase 1A – Project is at 100% construction completion; Certificate of Occupancy issued August 2016; contractor to complete punch list items to achieve substantial completion; after substantial completion, 90 days scheduled to move in occupants. Phase 1B – Demolition of existing Central and West Wing buildings to begin 04/2017; construction of secure 500-car garage/ public plaza and renovations to East Wing building façade to being 02/2018.



B. Public Works Department Work Plans – Facilities Key Focus Area(s): Increase the number of LEED Certified/Certifiable facilities in the County. SMART Goal: Commission Goals: - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. - Encourage and promote community stewardship and appreciation of the natural environment and

wise use of our natural resources. Agency Goal - Continue to evaluate, plan, design and implement green LEED methods

available for use in all County Facilities. Baseline: 5 LEED Certified Facilities Target(s): 8 LEED Certifiable or Certified Facilities


Baseline (as of)

5 Yr. Target

1-Yr Target

Start Date

End Date

Responsible Party

Construction of LEED Certified New Broward County Civil/Family Courthouse

Attain USGBC LEED Certification

Tower construction is 100% complete.

Project Completion

Project Near Completion


Complete LEED Certified renovation of new/existing facilities for the Midrise Building


Project in construction phase

Project Completed

Design Completion

9/2013 10/2017 CMD Director

Complete LEED Certified construction of new facilities for BARC



Project Completed



Complete LEED Certified construction of new facilities for Pompano Library



Project Completed





Complete LEED construction of new Nancy J. Cotterman and Supervisor of Elections facilities


Projects in design development, construction documentation or construction phase

Project completed

Project design completed

07/2009 TBD CMD Director

Complete LEED construction of Medical Examiner’s Office


Project in design development, construction documentation or construction phase

Project completed

Project design completed


Complete LEED construction of the New Broward County Convention Center Expansion and Headquarters Hotel


Project is in pre-development stage

Project completed

Completion of pre-development and project design underway


Updates – November 2016: Construction of LEED Certified New Broward County Civil/Family Courthouse – Tower construction is 100% complete. Complete LEED Certified renovation of Mid-Rise project – in construction phase. Project is registered with USGBC. Complete LEED Certified construction of new facilities for BARC and Pompano Beach Replacement – in construction phase. Projects have been registered with USGBC. Complete LEED Certified construction of new facilities for Nancy J. Cotterman Center and Supervisor of Elections – Projects have been registered with USGBC. Design work is ongoing for each project. Complete LEED construction of the New Broward County Convention Center Expansion and Hotel – project in pre-development stage.



B. Public Works Department Work Plans – Facilities (Cont’d) Key Focus Area(s): Building Information Modeling (BIM). SMART Goal: Commission Value/Goal: - A community with vibrant arts, culture, recreation and learning opportunities. - A fiscally-sustainable and transparent government. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. Agency Goal: Development and implementation of technological standards through the use of

Building Information Modeling (BIM) from design inception to building. Baseline: 1 Target(s): 7


Baseline (as of)

5 Yr. Target

1-Yr Target

Start Date


Fully deploy BIM, VDC and COBie on most of our future projects

Receipt of BIM model from Consultant and VDC as-built model from Contractor

Project is in design development or in construction phase

Project Completed

Project Completed

09/2013 10/2017 BCJC Midrise Full Building Renovation

CMD Director

Project 75% Complete

07/2009 01/2018 New BARC Central Facility,

CMD Director



Project Completed

08/2012 03/2017 New Broward County Civil/ Family Courthouse

CMD Director

Fully deploy BIM, VDC and COBie on most of our future projects

Receipt of BIM model from Consultant and VDC as-built model from Contractor

Project currently at design consultant agreement negotiation, planning or construction phase

Project Completed

Design, Planning or Construction Completion

2004 TBD Nancy J. Cotterman Center

CMD Director

2015 TBD Supervisor of Elections

2013 TBD Convention Center Expansion

2013 TBD Thomas Street

Varies Varies West Regional Courthouse (various projects



2013 TBD Medical Examiner Facility

Updates – November 2016: Fully deploy BIM, VDC and COBie on most of our future projects.



B. Public Works Department Work Plans - Facilities (Cont’d)

Key Focus Area(s): Broward County Convention Center and Headquarters Hotel SMART Goal: Commission Value Goal: Seek funding for, implement policies and pursue projects promoting the use of alternative energy, resource conservation, sustainable practices and environmental protection. Goal: Proactively lead in the planning, design and construction of projects to support community resilience and climate adaption, including coordination with other entities to foster resilient design as part of all local and regional projects. Agency Goal: Construct new buildings built to LEED standards Baseline: Developer selected by Direct Procurement Authority Target(s): Completion of the redevelopment of the Broward County Convention Center site with an iconic plan

taking full advantage of the unique waterfront setting to further establish the Broward County Convention Center as a competitive convention, tradeshow and meeting venue.

The anticipated components of the project include: a 750-1,250 key (room) AAA 4-Diamond-rated

headquarters hotel (to be determined by market demand, etc.), an expansion of the Convention Center (by approximately 300,000 gross square feet), accessory parking, retail and entertainment opportunities, open public green areas, related and ancillary areas, and the possibility of a commercial waterfront development. The retail and entertainment opportunities of the project are available as a private development option in order to create financial incentives for the development of this project.



Even though the management of the project is handled by County Administration, the Construction Management Division provides a critical role, similar to consultancy. Our professional expertise and experience with regards to negotiations, project management and understanding complex architectural and engineering drawings and specifications will be used extensively throughout the project. We recently assisted in the selection of the Developer.


Baseline (as of)

5 Yr Target

1-Yr Target Start Date


Completion of the redevelopment of the Broward County Convention Center. The anticipated components of the project include: a 750-1,250 key (room) AAA 4-Diamond-rated headquarters hotel, an expansion of the Convention Center, accessory parking, retail and entertainment opportunities, open public green areas, related and ancillary areas, and the possibility of commercial waterfront development.

Project construction completed

Project in the pre-development stage

Project completed

Completion of pre-development and project design underway

12/2013

TBD CMD Director in collaboration with County Administration



Update – November 2016: Broward County Convention Center and Headquarters Hotel - Project in pre-development stage.



B. Public Works Department Work Plans - Facilities (Cont’d)

Key Focus Area(s): Upgrade equipment and improve building automation systems in County Facilities.

SMART Goal: Commission Value/Goals: - A fiscally-sustainable and transparent government. - Encourage and promote community stewardship and appreciation of the natural environment

with the conservation and wise use of resources. - Protect and enhance the built environment in collaboration with governmental and private

partners. Baseline: 253,420 tonnes of GHGs in FY2012 Target(s): Annual reduction in fuel and energy use of 6.5% through FY2015


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Climate Change Plan - Continue to implement all Plan action items per the Plan's timeframes. Assist in the development of amendments and overall implementation as part of the Climate Change Task Force and its committees.

Reduction of total greenhouse gas emissions.

GHG emissions as of FY2012

n/a 2% reduc-tion;

10/1/2014 Ongoing FMD Director

Energy Conservation -Continue to evaluate, plan, design and implement the most cost effective and environmentally-sound energy conservation

Reductions in Energy Costs and total KWHs used.

KWHs used by Agency as of FY2012

10% reduction

2% reduction 10/1/2012 Ongoing FMD Director



methods available for use in all County facilities. LEED-EB Certification – Certify Existing Buildings (EB). Continue to evaluate, plan, design and implement LEED operating and maintenance methods in existing buildings.

LEED-EB Certificate received; reduction in Greenhouse Gas emissions

None Obtain LEED-EB certification for South Regional Courthouse

Complete; needed physical modifications at the South Regional Courthouse;


Efficient Space Planning- Maximize efficient use of all County-owned facilities through careful short-term and long-term planning. Work closely with all County staff affected by moves to ease transitions and minimize expenses.

High Customer Satisfaction ratings, savings in energy costs, reduced operating expenses

None Exist 10% savings in energy costs and minimum average annual customer satisfaction rating of 4.0

Reduce County’s spatial footprint.


Updates – November 2016: Climate Change Plan: Energy usage was 0.7% higher for the year. Of note, this was the hottest year on record in South Florida. Energy Conservation: Currently negotiating with two firms to provide an investment grade energy audit for County facilities. Award of this phase is anticipated in the first quarter of calendar year 2017.



LEED - Existing Buildings: Currently in data gathering stage. Developing building operating policies that are LEED Compliant. Space Planning: Progress continues on the de-commissioning and sale of the Human Services Building located at 2995 Dixie Highway. Pricing underway for Phase 1 of a two-phase project at Government Center West. Phase 1 consolidates and moves Solid Waste and Recycling Services and, with the completion of Phase 2, Elderly and Veterans Affairs will move into Government Center West.



B. Public Works Department Work Plans – Solid Waste and Recycling

Key Focus Area(s): Increase recycling. SMART Goal: Commission Value/Goal: - A sustainable, creative approach to community redevelopment. - Encourage and promote community stewardship and appreciation of the natural environment with the conservation and wise use of our resources. Agency Goal - Increase County-wide recycling rates to 65% by September 30, 2016. Baseline: 60% county-wide recycling rate in 2012 Target(s): 65% county-wide recycling rate by September 30, 2016


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Expand government recycling program at County facilities.

Increase in number of County sites (buildings) that are provided with recycling programs and equipment.

Recycling program provided to 93 County sites as of 09/30/16

4 additional sites per year until all sites have been provided programs

Program provided to 5 additional sites

10/1/13 9/30/16 SWRS Director

Target multifamily complexes for recycling initiatives.

Number of multifamily complexes that start new recycling programs.

Approx. 165 site visits to multifamily complexes

20% increase in site visits to multifamily complexes

5% increase in site visits to multifamily complexes


Initiate commercial recycling program.

Increase in number of large businesses within Broward County that are participating in recycling programs.

Program started in 2015

15 large businesses participating in recycling

5 large businesses participating in recycling




programs programs

Increase the use of social media to promote recycling.

Increase in number of visitors to SWRS social media sites.

529 total visitors to SWRS social media sites as of 09/30/16

5% increase per year

Increase number of visitors by 5%

Ongoing Ongoing SWRS Director

Updates – November 2016: The government recycling program was established at three additional sites since August 2015. The number of businesses initiating recycling programs increased by five since August 2015. The number of visitors to SWRS social media sites increased by 51% to 529 since August 2015.



B. Public Works Department Work Plans – Solid Waste and Recycling (Cont’d)

Key Focus Area(s): Regional approach for solid waste disposal and recycling. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Encourage and promote community stewardship and appreciation of the natural environment with

the conservation and wise use of our resources. - Enhance financial stability through an emphasis on multi-year planning, securing additional

revenue sources, and developing fiscally sound policies. - Raise awareness of County programs and services and their added value to the community. Agency Goal - Propose a system of regional governance and funding for addressing solid waste disposal and recycling by September of 2016 and strengthen partnerships with municipalities participating in solid waste fee-for-services. Baseline: Interlocal agreement between County and 26 cities for handling solid waste expired on July 2, 2013 Target(s): Achieving at least the level of regionalism that existed prior to expiration of interlocal agreement


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Conduct periodic forums with municipal staff on solid waste issues.

Level of attendance by Broward municipalities at forums.

No mechanism in place for intergovernmental communication on solid waste

Periodic forums with average attendance by 75% of cities

Periodic forums with average attendance by 50% of cities

10/1/13 9/30/16

SWRS Director

Publish an e-newsletter for solid waste professionals and advocates within Broward County.

Quarterly solid waste newsletter with at least 100 subscribers.

No newsletter currently exists

4 issues per year with at least 100 subscribers

2 issues of newsletter published with at least 30 subscribers

10/1/13 9/30/16

SWRS Director



Develop options for county-wide funding of regional solid waste and recycling needs.

White paper completed. No county-wide funding in place as of 10/1/13

White paper submitted to County Administrator by 7/31/16

Concept of white paper approved by PWD


Develop options to restore a regional governance system for solid waste and recycling services.

White paper completed. Preliminary research on systems in comparable areas completed

White paper submitted to County Administrator by 7/31/16

Concept of white paper approved by PWD


Updates – November 2016: Due to staff vacancies, no activity occurred on the municipal forums and publishing of e-newsletters for solid waste professionals. The Board of County Commissioners approved an agenda item authorizing a consultant study which may include options regarding governance or contractual structures for collaborative management of solid waste disposal and recycling services.



B. Public Works Department Work Plans – Solid Waste and Recycling (Cont’d) Key Focus Area(s): Competitive Provision of Services. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Encourage and promote community stewardship and appreciation of the natural environment with

the conservation and wise use of our resources. - Enhance financial stability through an emphasis on multi-year planning, securing additional revenue

sources, and developing fiscally sound policies. - Raise awareness of County programs and services and their added value to the community. - Improve operational effectiveness, efficiency and transparency. Agency Goal - Ensure that the County is prepared to offer cost-effective solid waste disposal services to Broward municipalities and preclude a non-competitive situation. Baseline: Most local governments in Broward have a waste disposal contract which ends in 2018. Target(s): By the end of FY 2016, develop a proposal for a competitive procurement for waste disposal,

ensuring that the County’s landfill remains a viable option in order to keep private prices at a reasonable level.



(as of) 5 Yr

Target 1-Yr

Target Start Date

End Date

Responsible Party

Implement cost-reduction measures at the Southwest Regional Landfill.

Reduction in net operating budget for Southwest Regional Landfill by 40%.

Net operating cost of $1.4 million for FY 2014

Net operating cost in FY 2016 budget no greater than $1 million

Identification of specific cost reduction areas to be implemented in FY 2015


Study new technologies for solid waste disposal.

Research paper on new technologies for solid waste

No research

Final research

Draft research




disposal. has been conducted

paper completed

paper on current Florida technologies

Develop a competitive regional procurement approach for waste disposal and recyclables processing for contracts beginning in 2018.

Proposal to County Administrator on regional procurement approach.

Most cities have disposal contracts that end in 2018

Present a procurement proposal to the County Administra-tor.

Obtain direction from the County Administra-tor on objectives of a procure-ment approach


Updates – November 2016 The adopted 2016 budget included fee changes at the Broward County Landfill which resulted in an approximate 20% increase in revenues. The net operating cost for the FY17 adopted budget is approximately $1.2 million, which includes capital costs. Broward County Landfill now permits all 31 Broward municipalities to use the facility. The Board of County Commissioners approved an agenda item authorizing a consultant study which may include options for Broward municipalities to develop a competitive regional procurement approach for waste disposal and recyclables processing.



B. Public Works Department Work Plans – Traffic/Highways Key Focus Area(s): Americans with Disabilities Act (ADA) Improvements – County Right-of-Way. SMART Goal: Commission Value/Goal: - Enhance our efficient, safe, clean, attractive, and interconnected multi-modal transportation systems. Agency Goal:

- Perform ADA improvements of approximately 2,000 non-compliant curb ramps adjacent to previously resurfaced roads on County right-of-way by October 2018.

Baseline: Approximately 2,000 curb ramps were evaluated and 400 were improved in FY12 and FY13. Target(s): Perform ADA improvements of approximately 400 curb ramps per year.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Evaluate curb ramps on previously resurfaced roads and identify non-compliant curb ramps.

Number of curb ramps evaluated per year

1,000 20% complete as of 10/1/2017

5,000 1,000

10/1/17 9/30/21 HBMD Director

Prepare designs for non-compliant curb ramps.

Number of designed curb ramps per year

400 20% complete as of 10/1/2017

2,000 400 10/1/17 9/30/21 HBMD Director

Report completed curb ramps per quarter.

Number of curb ramps constructed per year

400 20% complete as of 10/1/2017

2,000 400 10/1/17 9/30/21 HBMD Director



B. Public Works Department Work Plans – Traffic/Highways Key Focus Area(s): Complete Streets. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. Agency Goal – Lead the collaborative effort to work with local municipalities in identifying appropriate traffic

signal and traffic control device applications that support the safety objectives associated with the Complete Streets initiative. As part of this process, staff shall be open-minded to new interim and experimental standards that may provide safety benefits to all modes and users of Broward County’s transportation system.

Baseline: The Board of County Commissioners has recently adopted the concept of Complete Streets, and County staff has begun to receive a variety of requests pertaining to speed limit reductions and pedestrian safety. County staff recognizes a need to establish policy guidelines, standards and design and implementation criteria for various types of traffic control devices to facilitate the Complete Streets initiative, and has established several specific targets as described below. Target(s): · Develop policy for evaluating requests for speed limit reductions in accordance with the speed zoning procedures mandated by state law by February 1, 2014. · Develop policy, standards and design criteria for the installation of mid-block special emphasis pedestrian crosswalks with flashing warning equipment by February 1, 2014. · Implement a minimum of two mid-block special emphasis crosswalks by September 30, 2014. · Develop policy, standards and design criteria for the installation of green colored bike lanes and green-behind-white bike lane pavement markings on County-maintained facilities by March 1, 2014. · Initiate implementation of a minimum of one green colored bike lanes or markings by September 30, 2014. Implement a



minimum of four green bike lane or green bike marking pilot projects by September 30, 2016. · Develop policy, standards and implementation criteria for optical (video) detection of bicycles within bike lanes and regular vehicle travel lanes, including standards for minimum green-time signal clearance intervals to better accommodate bike travel at signalized intersections by February 1, 2014. · Modify bicycle detection and controller settings at 20 intersections by September 30, 2014 and at 80 intersections by September 30, 2016. · Develop policy, installation priority criteria and priority location listing for numeric countdown pedestrian features by April 1, 2014. · Create a capital program to fund the installation of numeric countdown pedestrian features at signalized intersections as part of FY2015-2019 budget cycle. Upgrade 200 signalized intersections to include numeric countdown pedestrian features by September 30, 2016.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Develop policy for evaluating requests for speed limit reductions in accordance with the speed zoning procedures mandated by state law by February 1, 2014.

Adopt policy by June 1, 2014.

25% as 10/1/2013

N/A 100% complete by 6/1/2014

9/1/2013 6/1/2014 TED Director and HCED Director 100% Complete

Develop policy, standards and design criteria for the installation of mid-block special emphasis pedestrian crosswalks with flashing warning equipment by July 1, 2014.

Adopt policy, standards and design criteria by July 1, 2014.

25% as of 10/1/13


8/1/2013 7/1/2014 TED Director and HCED Director 90% complete. Final policy pending completion of two underway pilot test programs.

Implement a minimum of Completed number of mid- 0 as of N/A 2 locations 10/1/2013 9/30/2014 TED Director and



two mid-block special emphasis crosswalks by September 30, 2014.

block special emphasis crosswalks.

10/1/2013 by 9/30/2014

HCED Director Design – 100% complete. Construction underway.

Obtain Federal Highway Administration (FHWA) Interim approval for the installation of green colored bike lanes and green-behind-white (green background) bike lane pavement markings on County-maintained facilities by February 1, 2014.

Obtain FHWA interim approval by March 1, 2014.

0 % complete as of 10/1/2013

N/A 100% Complete by 3/1/2014

10/1/2013 3/1/2014 TED Director 100% complete.

Complete a minimum of four green bike lane or green bike marking pilot projects by September 30, 2016.

Completed number of green bike lane or green bike marking pilot projects.

0 as of 10/1/13

4 projects by 9/30/16

1 project by 9/30/14

10/1/2013 9/30/2016 TED Director First project due 9/30/14 – 100% complete.

Develop standards and begin implementation of optical (video) detection of bicycles within bike lanes and regular vehicle travel lanes, including standards for minimum green-time signal clearance intervals to better accommodate bike travel at signalized intersections by February 1, 2014.

Begin implementation by February 1, 2014.

0% complete as of 10/1/2013

N/A Initiate by 2/1/2014

10/1/2013 2/1/2014 TED Director Completed and implementation underway.



Implement all-way pedestrian phase pilot programs at a minimum of four intersections by September 30, 2014.

Number of all-way pedestrian phase pilot programs implemented.

3 complete as of 10/1/2013

N/A 4 complete by 9/30/2014

3/1/2013 9/30/2014 TED Director 100% complete – three pilots in Fort Lauderdale, one in Lauderdale-By-The-Sea.

Develop installation priority criteria and priority location listing for numeric countdown pedestrian features by April 1, 2014.

Creation of priority location listing for installation of numeric countdown pedestrian features by April 1, 2014.

0% complete as of 10/1/2013


10/1/2013 4/1/2014 TED Director 100% complete. A listing of over 115 priority intersections for countdown pedestrian features has been created.

Upgrade 100 signalized intersections to include numeric countdown pedestrian features by September 30, 2016.

Number of intersections upgraded with numeric countdown pedestrian features.

Approximately 150 as of 10/1/2013

100 upgrades by 9/30/2016

20 upgrades by 9/30/2014.

1/1/2008 9/30/2016 TED Director 100% complete. As of October 2016, over 625 (approximately half) of the signalized intersections in Broward County have numeric countdown pedestrian features.



Updates – November 2016: Develop policy for evaluating requests for speed limit reductions - 100% complete. TED Staff has defined policy and prepared a final Director’s Technical Memo. Develop policy, standards and design criteria for the installation of mid-block special emphasis pedestrian crosswalks - In progress-90% complete. TED Staff has defined initial policy, however, actual field testing of pilot locations is still underway and the results of those pilot programs will be used to establish final published policies. This item will be deferred until April 1, 2017 at such time when sufficient field data and crash statistics will be available from recently installed pilot projects. Based on the pilot project findings, a final Director’s Technical Policy Memorandum will be issued after receiving additional comments from the Complete Streets Committee. Implement a minimum of two mid-block special emphasis crosswalks by September 30, 2014 – Design - 100% complete; construction underway. TED staff has designed two mid-block special emphasis crosswalks with solar rectangular rapid flashing beacons. One is located on SW 3 Avenue immediately south of SE 1 Street, and is under construction. The second location is on Bailey Road and has been completed. Obtain Federal Highway Administration (FHWA) Interim Approval for the installation of green colored bike lanes and green-behind-white (green background) bike lane pavement markings on County-maintained facilities by February 1, 2014 – 100% complete. Complete a minimum of four green bike lane or green bike marking pilot projects by September 30, 2016 – First project due 9/30/2014 is 100% complete. TED and HCED have identified two green bike marking projects for implementation. Bailey Road buffered bike lanes with white logo on green background bike markings is now complete. SW 4 Avenue is under construction at this time. FDOT and other municipalities are designing and installing several green bike marking projects consistent with Broward County policy. Develop standards and begin implementation of optical (video) detection of bicycles within bike lanes and regular vehicle travel lanes, including standards for minimum green-time signal clearance intervals to better accommodate bike travel at signalized



intersections by February 1, 2014 – completed and implementation underway. TED staff has developed internal guidelines and has begun systematically programming video detection cameras to capture bike lane users, and has also begun updating minimum side-street green-times to better ensure sufficient clearance times for bicyclists crossing large intersections. The City of Weston has also agreed to work with County staff in deploying the first test pilot programs of advanced video bicycle detection technology which has the capability to distinguish between bicycles and other types of vehicles within a normal vehicle travel lane. This technology allows the signal system to implement special timing and phasing to accommodate bicycles. Implement all-way pedestrian phase pilot programs at a minimum of four intersections by September 30, 2014 –100% complete. Four pedestrian pilot programs have been implemented by County staff in cooperation with local municipalities and/or FDOT. The first two projects were in Fort Lauderdale at Las Olas Boulevard and SE 8 Street and at Las Olas Boulevard and SE 9 Street. These two pilot projects were terminated and deferred by the City until additional ADA crosswalk improvements were constructed. The third pilot program is in the Town of Lauderdale-By-The-Sea at the intersection of Commercial Boulevard and SR-A1A, which is still operational and under evaluation. The fourth location is at the intersection of Las Olas Boulevard and SR-A1A in the City of Fort Lauderdale, which is now fully operational and under evaluation by FDOT. Develop installation priority criteria and priority location listing for numeric countdown pedestrian features by April 1, 2014 – 100% complete. A listing of over 115 priority intersections for countdown pedestrian features has been created. Recommend for approval a capital program to fund the installation of numeric countdown pedestrian features at signalized intersections as part of FY2015-2019 budget cycle – Deleted – A significant amount of numeric countdown pedestrian features are installed on an as-needed basis and will be significantly supplemented by the TCSP grant work program. Therefore, a separate capital program is no longer justified at this time. Upgrade 100 signalized intersections to include numeric countdown pedestrian features by September 30, 2016 – 100% complete. There are now over 625 signalized intersections in Broward County with numeric countdown pedestrian features.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Green Lights Program. SMART Goal: Commission Value/Goals: - Efficient and accessible regional intermodal transportation network. - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation system. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. - Encourage and promote community stewardship and appreciation of the natural environment with the

conservation and wise use of our resources. Agency Goal: Complete phased approach to implementing a fully-functional County-wide traffic corridor synchronization system with the highest possible reliability and efficiency. Baseline: As part of the first phases of the Green Lights program which began in July 2010, 950 traffic signals have been retimed (re-synchronized) along 48 east/west and north/south coordinated signal corridors using the legacy Urban Traffic Control System (UTCS) signal software and mainframe (completed May 2012) Target(s): • Retime approximately 750 signalized intersections along major east/west and north/south coordinated signal corridors by September 30, 2016 using new Naztec ATMS.now software currently under deployment. • Identify three coordinated signal groups, corridors or network subareas for potential “adaptive” traffic control implementation. Work with FDOT to acquire funding and project implementation start by January 1, 2015.




Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Re-time approximately 750 signalized intersections by September 30, 2016 using new ATMS.now signal software currently being deployed.

Total number of signalized intersections retimed (re-synchronized) by target dates.

0 (as 10/1/2013)

750 (Actual Target = 3 Years)

200 10/1/2013 9/30/2016 TED Director 100% complete.

Identify three potential “adaptive” signal control corridors or network subareas; work with FDOT to initiate an adaptive control implementation project by January 1, 2015.

Identification of three potential projects; initiation of one funded project.

0 % Complete (as of 10/1/2013)

100% Complete by 1/1/2015

25% Complete by 9/30/2014

10/1/2013 1/10/2015 TED Director 100% complete. TED staff has been coordinating with FDOT Traffic Operations staff on potential “adaptive’ signal control pilot programs. With County staff concurrence, FDOT has funded pilot projects for Pines Blvd. from Flamingo Rd. to Dykes Rd. (SW 160 Ave.). Other potential pilot corridors identified (also included in the County’s Surtax Program) include: 1) Sunrise Blvd. from SR-7 to SR-A1A; 2) S.E. 17th



Street Causeway; 3) University Dr. from Broward Blvd. to Griffin Rd.; 4) Young Circle and surrounding streets; 5) Hallandale Beach Blvd. from I-95 to SR-A1A; 6) US-1 from Broward Blvd. to Miami-Dade County line; 7) S.W. 10th St. from Powerline Rd. to Natura Blvd.; 8) Sunrise Blvd./ Panther Pkwy. vicinity; 9) Sample Rd. from Military Trail to Dixie Hwy.; 10) Weston Rd. at Royal Palm Blvd./ (I-75 vicinity); 11) Sheridan St. at SR-A1A vicinity.

Updates – November 2016: Re-time approximately 750 signalized intersections using new ATMS.now signal software –100% complete and ongoing. Over 750 intersections have been retimed using the new ATMS.now software.



Identify three potential “adaptive” signal control corridors or network subareas and work with FDOT to initiate an adaptive control implementation project - 100% complete. TED staff has been coordinating with FDOT Traffic Operations staff on potential “adaptive’ signal control pilot programs. With County staff concurrence, FDOT has funded pilot projects for Pines Blvd. from Flamingo Rd. to Dykes Rd. (SW 160 Ave.). Other potential pilot corridors identified (also included in the County’s Surtax Program) include: 1) Sunrise Blvd. from SR-7 to SR-A1A; 2) S.E. 17th Street Causeway; 3) University Dr. from Broward Blvd. to Griffin Rd.; 4) Young Circle and surrounding streets; 5) Hallandale Beach Blvd. from I-95 to SR-A1A; 6) US-1 from Broward Blvd. to Miami-Dade County line; 7) S.W. 10th St. from Powerline Rd. to Natura Blvd.; 8) Sunrise Blvd./ Panther Pkwy. vicinity; 9) Sample Rd. from Military Trail to Dixie Hwy.; 10) Weston Rd. at Royal Palm Blvd./ (I-75 vicinity); 11) Sheridan St. at SR-A1A vicinity.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic System – Coordination with Municipalities. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Increase community awareness and support to improve and fund mobility for all by generating and

accessing revenue sources, creatively. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. Agency Goal: Improve the coordination process between municipalities and the County when

municipalities request new or modified traffic control devices as part of their Traffic Engineering Agreement (TEA) with the County.

Baseline(s): • County currently maintains Traffic Engineering Agreements (TEA’s) with 26 municipalities and partial TEA’s with two municipalities (three municipalities do not have TEA’s). • Board of County Commissioners enacted Broward County Administrative Code Section 25.128 which requires all traffic requests made by local municipalities to the County be transmitted through a duly authorized city official or resolution of the municipal Board. The County Administrator, through a letter dated June 13, 2013, requested all participating municipalities to provide the title of their duly authorized official to the County. An official listing of all municipal officials duly authorized to make traffic requests to the County is currently being compiled by County staff. Target(s):

• Revise and update the current form of the TEA to better clarify roles and responsibilities between municipalities and County, and have the first revised version of the TEA agreement executed by the Board of County Commissioners with at least one municipality by September 30, 2014.

• Ensure that all municipalities are complying with Broward County Administrative Code Section 25.128 pertaining to



municipal traffic control requests; ensure that the list of the duly authorized municipal officials maintained by the County is complete and verified by December 1, 2013; update listing semi-annually.



(as of) 5 Yr Target 1-Yr Target Start

Date End Date

Responsible Party

Update current version of TEA and have first new version of agreement presented to County Administrator and Board of County Commissioners by September 30, 2015;

A new and updated form of the TEA agreement is created and updated version of TEA approved by Board of County Commissioners by September 30, 2015.

Existing TEA needs to be revised and updated, and re-executed by municipalities and County

N/A First new version of Municipal TEA agreement approved by Board of County Commissioners

10/1/2013 9/30/2015 TED Director In progress – 80% complete. Several sections of the existing TEA have been significantly modified in coordination with the County Attorney’s Office and Risk Management. These updates have been included in pending TEA amendments.

Ensure municipal compliance of Administrative Code Section 25.128, County staff to compile a verified listing of duly authorized municipal officials by December 1, 2013; and continually maintain

A verified listing of all the duly authorized municipal officials is compiled by December 1, 2013 and continually updated.

Official listing of duly authorized officials has been initiated by County Administrator letter dated 6/13/13

Verified listing of duly authorized municipal officials is updated semi-annually

Compile verified listing of duly authorized municipal officials by December 1, 2013.

6/13/2013 12/01/2013

TED Director 100% complete. Listing has been prepared and is routinely updated.



list semi-annually. Updates – November 2016: Update current version of TEA and have first new version of agreement executed by Board of County Commissioners - In progress – 80% complete. Several sections of the existing TEA have been significantly modified in coordination with the County Attorney’s Office and Risk Management. These updates have been included in pending TEA amendments. Ensure municipal compliance of Administrative Code Section 25.128, County staff to compile a verified listing of duly authorized municipal officials and continually maintain list semi-annually – 100% complete – Listing has been prepared and is routinely updated.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): School Zone Safety. SMART Goal: Commission Value/Goals: - A community with vibrant arts, culture, recreation and learning opportunities. - A sustainable, creative approach to community redevelopment. - Increase community awareness and support to improve and fund mobility for all by generating and accessing revenue sources, creativity. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private partners. Agency Goal: Create a new County-initiated, multi-agency program to improve the safety conditions on roadways adjacent to schools and install supporting school zone infrastructure that protects school children as they walk or bike to and from school. Baseline: N/A Target(s): N/A


Baseline (as of 2013)

5 Yr Target

1-Yr Target

Start Date


Create core School Zone Safety Task Force.

Establish task force. Completed N/A N/A 1/1/2012 9/30/2016 (Ongoing)

TED Assistant Director 100% completed. Core task force established.

Create school safety assessment priority listing in coordination with

Create initial priority listing of schools to be evaluated (subject to change based on

Completed N/A N/A 1/1/2012 9/30/2016 (Ongoing)

TED Assistant Director



Broward School District Safety Office.

input from School District). Initial target completed and program is ongoing. Priority listing is periodically updated on an as-needed basis.

Perform school traffic safety assessments based on priority listing and develop operational improvement plans and/or construct infrastructure improvement packages associated with each safety assessment.

Number of safety assessments completed annually.

5 completed first year

15 by 9/30/2016

9 by 9/30/2014

1/1/2012 9/30/2016 (Ongoing)

TED Assistant Director 100% completed – 9/1/14 target already achieved. Several infrastructure projects resulting from the evaluations are already under construction.

Seek grant funding to supplement safety program and associated capital infrastructure improvements.

Award of grant funding towards infrastructure improvements.

Accomplished ($600,000 Federal TSCP grant awarded)

N/A N/A 9/2012 9/30/2016 (Exact grant completion dates subject to FDOT LAP program requirements)

TED Director Initial grant award target achieved – FDOT LAP design completed and construction moving forward at this time. County staff has been awarded a federal Transportation Community Systems



Preservation (TCSP) grant for these proposed improvements.

Updates – November 2016: Create core School Zone Safety Task Force - 100% completed. Core task force established. Create school safety assessment priority listing in coordination with Broward School District Safety Office - Initial target completed and program is ongoing. Priority listing is periodically updated on an as-needed basis in consultation with Broward School Board Capital Projects staff. Perform school traffic safety assessments based on priority listing and develop operational improvement plans and/or construct infrastructure improvement packages associated with each safety assessment - 100% completed – 9/1/14 target already achieved. Several infrastructure projects resulting from the evaluations are already under construction. Seek grant funding to supplement safety program and associated capital infrastructure improvements - Initial grant award target achieved – FDOT Local Agency Program (LAP) design completed and construction moving forward at this time. County staff has been awarded a federal Transportation Community Systems Preservation (TCSP) grant for these proposed improvements.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements – Reflective Signs. SMART Goal: Commission Goals: - Enhance our efficient, safe, clean, attractive and interconnected multi-modal

transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. Agency Goal: Enhance public safety through installation of highly reflective signs. Baseline: N/A Target(s): • Review industry best-practices and evaluate most current Manual of Uniform Traffic Control Devices (MUTCD) and FDOT sign retro-reflectivity standards and specifications to ensure County staff is utilizing highest grade retro-reflective sign materials for its traffic control signs. • Develop a sign retro-reflectivity assessment and management program to maintain regulatory and warning sign retro- reflectivity at or above the MUTCD minimum levels by the Federal Highway Administration (FHWA) compliance deadline of June 13, 2014. • Amend FHWA sign retro-reflectivity assessment and management program to include school zone signage. • Develop a Geographic Information System (GIS) based approach to incorporate the sign retro-reflectivity management program into the Division’s asset management systems, and ultimately into the County’s Enterprise Resource Planning (ERP) system. • Create capital programs to accelerate retro-reflectivity upgrades for regulatory and warning signs, and school zone signs to be included in FY14 – FY19 and FY15 – FY19 budget cycles, respectively.





(as of) 5 Yr

Target 1-Yr

Target Start Date

End Date

Responsible Party

Review industry best-practices and evaluate most current MUTCD and FDOT sign retro-reflectivity standards and specifications to ensure County staff is utilizing highest grade retro-reflective materials.

Prepare evaluation and recommendations report, including updated minimum County retro-reflectivity specifications, by sign type, by February 1, 2014.

N/A N/A Complete report by 2/1/2014

10/1/2013 2/1/2014 TED Director 100% Complete. Director’s Technical Policy Memo was issued on February 1, 2014.

Develop a sign retro-reflectivity assessment and management program to maintain regulatory and warning sign retro-reflectivity at or above the MUTCD minimum levels by the FHWA compliance deadline of June 13, 2014.

Finalize FHWA-mandated retro-reflectivity assessment and management program by June 13, 2014

N/A N/A Complete report by 2/1/2014

10/1/2013 6/13/2014 TED Director 100% complete. Director’s Technical Policy Memo was issued on February 1, 2014.

Amend FHWA sign retro-reflectivity assessment and management program to include school zone signs by December 31, 2014.

Finalize amendment to FHWA-mandated retro-reflectivity assessment and management program to include school zone signs by December 31, 2014.

N/A N/A Complete amendment by 12/31/2014

10/1/2013 12/31/2014 TED Director 100% complete.

Develop a GIS-based approach strategy to incorporate the sign retro-reflectivity management program into the Division’s asset management system by April 1, 2015.

Produce guidance document on GIS-based retro-reflectivity tracking process implementation by April 1, 2015.

N/A N/A Complete guidance document by 4/1/2015

10/1/2013 4/1/2015 TED Director In progress – 75% complete. Staff has completed its initial research regarding



equipment and approach. GIS-based mapping of school zones and associated school signs and pavement markings is already underway.

Create a capital program to accelerate retro-reflectivity upgrades for regulatory and warning signs to be included in FY14 – FY19 budget cycle.

Inclusion of new regulatory and warning sign retro-reflectivity upgrade program in Adopted FY15 – FY19 Capital Budget.

N/A N/A Create new capital program by 9/30/2014

10/1/2013 9/30/2014 TED Director 100% complete. A new capital program was adopted as part of the FY15 – FY19 budget cycle.

Create a capital program to accelerate retro-reflectivity upgrades for school zone signs to be included in FY15 – FY19 budget cycle.

Inclusion of new school sign retro-reflectivity upgrade program in Adopted FY15 – FY19 Capital Budget

N/A N/A Create new capital program by 9/30/2014 *Completed* (Part of School Zone Repairs Capital Program Adopted in FY12-16 Budget)

3/1/2011 9/30/2014 TED Director 100% complete. A new capital program was adopted as part of the FY15 – FY19 budget cycle.



Updates – November 2016: Review industry best-practices and evaluate most current MUTCD and FDOT sign retro-reflectivity standards and specifications to ensure County staff is utilizing highest grade retro-reflective materials - 100% complete. Director’s Technical Policy Memo was issued on February 1, 2014. Develop a sign retro-reflectivity assessment and management program to maintain regulatory and warning sign retro-reflectivity at or above the MUTCD minimum levels –100% complete. Director’s Technical Policy Memo was issued on February 1, 2014. Amend FHWA sign retro-reflectivity assessment and management program to include school zone signs –100% complete. . Develop a GIS-based approach strategy to incorporate the sign retro-reflectivity management program into the Division’s asset management system - In progress – 75% complete. Staff has completed its initial research regarding equipment and approach. GIS-based mapping of school zones and associated school signs and pavement markings is underway Create a capital program to accelerate retro-reflectivity upgrades for regulatory and warning signs – 100% complete. A new capital program was adopted as part of the FY15 – FY19 budget cycle. Create a capital program to accelerate retro-reflectivity upgrades for school zone signs – 100% complete. A new capital program was adopted as part of the FY15 – FY19 budget cycle.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements – Upgrade County-Maintained Street Lights. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private


the conservation and wise use of our resources. Agency Goal: Repair, replace and upgrade damaged and aging street light infrastructure to improve

safety for motorists and pedestrians, and enhance neighborhood security. Baseline: 1,459 street lights maintained by County. Approximately 10% of system identified to be in need of repair or upgrades due to age and/or damage (10/1/2012); approximately 5% of needed repairs have been completed by 10/1/2013. Target(s): • Repair, replace or upgrade damaged street light infrastructure (involving approximately 146 street lights) by September 30, 2018.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Repair, replace or upgrade damaged or aging portion of County-maintained street light infrastructure.

Project percentage complete.

5% complete (as of 10/1/2013)

80% complete by 9/30/2016

20% complete by 9/30/2014

10/1/2012 9/30/2016 TED Director In progress. 100% of first year target achieved. Several street lights and



underground conduit repairs have been made. Two potential replacement projects have been identified and one design effort (in Coral Springs) has been completed by HCED and will be let for construction in FY 2017.

Update – November 2016: Repair, replace or upgrade damaged or aging portion of County-maintained street light infrastructure – In progress – 50% of first year target achieved. Several street lights and underground conduit repairs have been made. Two potential replacement projects have been identified. One design effort (in Coral Springs) has been completed by HCED and will be let for construction this fiscal year (FY 2017).



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements – Harden/Improve Existing Traffic

Signal/Sign Infrastructure. SMART Goal: Commission Goal: Enhance our efficient, safe, clean, attractive and interconnected multi-modal

transportation systems. Agency Goal: Harden and improve existing traffic signal and sign infrastructure through conversion

to structural mast-arm traffic signals and upgraded square posts for traffic control signage. Baseline(s): • 32 span-wire traffic signals have been converted to mast-arms as of September 2013. • 73 span-wire school flashers need upgrade to structural mast-arms; 23 span-wire flashers have been substantially converted to mast-arms as of September 2013, leaving 50 remaining to be converted. Target(s): • Complete a total of 72 traffic signal mast-arm conversions (40 additional) by September 2015; complete a total of 92 (15 additional) by September 2016. • Convert a total of 43 span-wire school flashers to structural mast-arms (20 additional) by September 30, 2016. • Develop specifications, procure and begin deployment of 150-mph wind-rated square tube traffic posts for all new and replacement traffic sign installations.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Convert span-wire traffic signals to structural mast-arm traffic signals.

Number of mast-arm conversions completed by County (excludes FDOT and municipal conversions).

32 (as of 10/1/13)

87 (55 additional) by 9/30/2018

52 (20 additional) by 9/30/2014

10/1/2013 9/30/2016 TED Director In progress – 50% complete. Approximately 15 intersections are in



various stages of design and construction. Current annual funding levels are not sufficient to provide funding for 10-11 intersection conversions annually and, therefore, the target of 55 additional conversions by 9/30/2018 is unlikely to be met.

Convert span-wire school zone flashers to structural mast-arms.

Number of span-wire school flashers converted to structural mast-arms.

23 (as of 10/1/2013)

43 27 10/1/2013 9/30/2016 TED Director In progress.

Develop specifications and procure 150 mph wind-rated square tube traffic posts.

Develop specifications, advertise, bid and procure square-post contract with qualified vendor by December 31, 2013.

N/A N/A TED Director and Purchasing Division 100% Complete. New specifications have been developed and County is already receiving shipments of new 150 mph square-tube posts.



Updates – November 2016: Convert span-wire traffic signals to structural mast-arm traffic signals - In progress – 50% complete. Approximately 15 intersections are in various stages of design and construction. Current annual funding levels are not sufficient to provide funding for 10-11 intersection conversions annually and, therefore, the target of 55 additional conversions by 9/30/2018 is unlikely to be met. Develop specifications and procure 150 mph wind-rated square tube traffic posts – 100% Complete. New specifications have been developed and County is already receiving shipments of new 150 mph square-tube posts.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements – Install Newly Warranted Traffic Signals. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private


the conservation and wise use of our resources. Agency Goal: Review requests for new traffic signals and install new mast-arm signals when

warranted to provide safety, efficiency and interconnectivity of multi-modal transportation system. Baseline: System is currently comprised of 1,380 traffic signals including signalized intersections, pedestrian signals and emergency signals, as of September 2013. Target(s): • Install two newly-warranted traffic signals per year; install ten new traffic signals by September 30, 2016. • Publish an engineering report that evaluates the safety benefits of installing newly warranted traffic signals at previously un-signalized locations.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Construct newly warranted traffic signals.

Number of new traffic signals constructed per year by County (excludes FDOT, municipal and developer installations).

1,380 total County-wide (as of 10/1/2013)

10 new (1,390 total County-wide)

2 new (1,382 total County-wide)

10/1/2012 9/30/2016 TED Director 100% complete – there are currently 1,437 traffic signals.



Prepare safety benefit report of newly warranted traffic signals installed between 10/1/12 and 10/1/14 by 9/30/2016.

Prepare final safety benefit report.

N/A Complete safety benefit report by 9/30/2016.

Develop safety benefit reporting methodology.

10/1/2013 4/1/2017 TED Director Not started. A minimum of three years of data, preferably five years, are desirable for sufficient statistical sampling. Therefore, an evaluation of crash data collected at each new signalized intersection through December 31, 2016 will be used to evaluate the safety benefit of the newly installed signals. New target date – April 1, 2017.

Updates – November 2016: Construct newly warranted traffic signals - 100% complete – there are currently 1,437 traffic signals. Prepare safety benefit report of newly warranted traffic signals installed between 10/1/12 and 10/1/14 by 9/30/2016 - Not started. A minimum of three years of data, preferably five years, are desirable for a sufficient statistical sampling. Therefore, an evaluation of crash data collected at each new signalized intersection through December 31, 2016 will be used to evaluate the safety benefit of the newly installed signals. New target date – April 1, 2017.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements - Upgrade Asset Management System. SMART Goal: Commission Goals: - Improve operational effectiveness, efficiency and transparency. - Enhance our efficient, safe, clean, attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. - Support a service delivery system that promotes self-sufficiency and well-being. Agency Goal: Expand the use of a replacement system for the Declared Emergencies and Field

Automation Program (FastTrac) to improve staff efficiency and recordkeeping. Baseline: Traffic Engineering Division’s FastTrac System was developed in response to field operations and work order tracking needs that became more critical following Hurricane Wilma. The current FastTrac system has suitable basic functionalities for tracking work orders and associated costs, and also has a declared emergency functionality that allows it to be used for damage assessment and implementing emergency work orders from the field (portable application) following a declared emergency. The FastTrac System was not designed as a comprehensive, real-time maintenance management system with GIS-enabled asset tracking capability and, is therefore, functionally deficient for accommodating the full spectrum of the Division’s maintenance management, asset management, scheduling, dispatching, database, inventory and other resource planning needs. The system is also inadequate for efficiently tracking performance measures and other operational metrics, as well as providing reports, analytics and trend analysis associated with various operational sections. As a result, the Division has already begun the process of coordinating with other Public Works divisions in identifying a more comprehensive software system that can better fulfill the Traffic Engineering Division’s and other Public Works Department needs. It has been determined that FastTrac’s inherent system architecture is not suitable for future expansion to meet the various functionalities required and, therefore, is planned to be systematically phase-out with the implementation of a new system.



Target: Replace the FastTrac System with a comprehensive, real-time, GIS-based maintenance management, asset

management, scheduling and work order system that substantially accommodates all of the Traffic Engineering Division’s operational needs, and can be integrated with other County systems and ultimately with the County’s future ERP System.


Success/Progress Baseline (as of)

5 Yr Target 1-Yr Target

Start Date

End Date

Responsible Party

Prepare comprehensive listing of Division’s required functionalities and capabilities for replacement system.

Completion of functionalities listing.

*Complete” (as of 1/1/2013)

Update as required

Update as required

1/1/2012 1/1/2013 TED Assistant Director 100% Complete. The set of func-tionalities has already been submitted to the ERP Program Team and is being used for technical guidance on the ongoing asset management system develop-ment process activities.

Coordinate initial evaluation of potentially suitable system platforms with other Public Works divisions.

Finalize initial evaluations of potential systems by 9/30/2014.

N/A N/A Finalize initial evaluations by 9/30/2014

1/1/2013 9/30/2014 TED Director 100% Complete. The basic asset management software platform has been determined for TED in coordina-



tion with the Facilities Management Division and the Highway and Bridge Mainte-nance Division.

Proceed with first phases of new system implementation.

Begin system implementation by 5/1/2016.

N/A Begin system implementation by 5/1/2016.

N/A 5/1/2016 9/30/2016 (Ongoing)

TED Director Not started. Software platform and modules are still being evaluated and developed by the ERP Team.

Updates – November 2016: Prepare comprehensive listing of Division’s required functionalities and capabilities for replacement system - 100% Complete. The set of functionalities has already been submitted to the ERP Program Team and is being used for technical guidance on the ongoing asset management system development process activities. Coordinate initial evaluation of potentially suitable system platforms with other Public Works divisions - 100% Complete. The basic asset management software platform has been determined for TED in coordination with the Facilities Management Division and the Highway and Bridge Maintenance Division. Proceed with first phases of new system implementation – Not started. Software platform and modules are still being evaluated and developed by the ERP Team.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Traffic Infrastructure Improvements. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Enhance our efficient, safe, clean attractive and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private


the conservation and wise use of our resources. Agency Goal: Modernize the County’s traffic signal system by replacing the old legacy Urban Traffic

Control System (UTCS) with a new central system, installing a new distributed-intelligence signal software platform (Naztec/Trafficware ATMS.now), migrating to a new digital communications network, and developing a master plan and corresponding capital program for deployment of new County-wide digital (Ethernet) communications network using new and emerging technologies.

Baseline(s): • 24-year old signal control mainframe operating 1960’s era traffic control software (UTCS). • Conversion to modernized distributed-intelligence signal software platform (Naztec/Trafficware ATMS.now) is currently underway Target(s): • Conversion of 100% of system to modernized distributed-intelligence signal software platform (Naztec/Trafficware ATMS.now). • Develop Master Plan and corresponding capital program for deployment of new County-wide digital (Ethernet) communications network using new and emerging technologies.



• Conversion of 100% of signal system to fully digital (Ethernet) communications network.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date


Convert system to modernized distributed-intelligence signal software platform (Naztec/ Trafficware ATMS.now).

Number of intersections converted from UTCS software to ATMS.now software

600 (as of 10/1/2013)

1,390 (790 additional intersections; assumes 10 more newly constructed signals over time)

740 (140 additional)

10/1/2013 9/30/2016 TED Director

100% Complete. The entire signal system has been converted as of July 2015.

Develop Master Plan and corresponding capital program for deployment of new County-wide digital (Ethernet) com-munications network using new and emerging technologies.

Complete Signalization Engineering Improvements (SEI) 5-Year Master Plan and develop SEI capital program.

N/A N/A Complete Master Plan by 10/1/2013

10/1/2012 8/20/2013 (Completed)

TED Director 100% Complete.

Convert signal communica-tions network to 100% digital system.

Number of intersections converted to new digital communications network.

600 (as of 10/1/2013)

1,390 (790 additional intersections; assumes 10 more newly constructed signals over time)

740 (140 additional)

10/1/2013 9/30/2016 TED Director 100% Complete. The entire signal system has been converted as of July 2015.

Updates – November 2016:

Convert system to modernized distributed-intelligence signal software platform (Naztec/Trafficware ATMS.now) – 100% Complete. The entire signal system has been converted as of July 2015.



Develop Master Plan and corresponding capital program for deployment of new County-wide digital (Ethernet) communications network using new and emerging technologies – 100% Complete.

Convert signal communications network to 100% digital system – 100% Complete. The entire signal system has been converted as of July 2015.



B. Public Works Department Work Plans – Traffic/Highways (Cont’d) Key Focus Area(s): Infrastructure Improvements – Improve multimodal level of service for County

highways. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - Enhance our efficient, safe, clean, attractive, and interconnected multi-modal transportation systems. - Promote, protect and enhance the built environment in collaboration with governmental and private

partners. Agency Goal: Work with Broward Metropolitan Planning Organization, Florida Department of

Transportation and other partners to identify, fund and construct projects to improve the multimodal level of service for County highways.

Baseline: Number of projects completed within the last three years that improved the multimodal level of service performance of County highways. Target(s): Complete construction of 20 projects that improve the multimodal level of service performance of identified

highway segments.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Construct projects to improve multimodal level of service performance of identified highway segments.

Number of multimodal level of service improvement projects completed.

5 as of 10/1/2013

20 projects completed

8 projects completed

10/1/2013 9/30/2016 HCED Director Two projects are complete and 11 are underway.



Update – November 2016: Construct projects to improve multimodal level of service performance of identified highway segments –Two projects are complete and 11 are underway.



B. Public Works Department Work Plans – Water and Wastewater Key Focus Area(s): Water conservation. SMART Goal: Commission Value/Goal: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Encourage and promote community stewardship and appreciation of the natural environment with the conservation and wise use of our resources. Agency Goal: Maximize water conservation throughout service area. Baseline: 2010 – 121 gpc Target(s): Reduction to 115 gallons per capita per day (gpcd) by December 31, 2015.


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Continue reduction in per capita demand of potable water by utilizing an effective water conservation program

By measuring the per capita demand, we will be able to extend the date in which alternative water supply is needed

2010 per capita demand system wide was 121 gpcd

2015 per capita demand system wide target 115 gpcd

Complete methodology to estimate 2015 WWS service area population

10/1/13 12/31/15 WWS Director Methodology for estimating 2015 service area population has been completed. Actual per capita consumption is 105 gpcd on 10/1/15.



B. Public Works Department Work Plans – Water and Wastewater (Cont’d) Key Focus Area(s): Efficiency in Wastewater Treatment Operations. SMART Goal: Commission Value/Goal: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Promote, protect and enhance the built environment in collaboration with governmental and private partners. Agency Goal: Reduce nutrient loading from treated wastewater outfall by expanding reuse treatment and enhancing nutrient removal treatment process. Commission Goal: Protect and enhance the built environment. Baseline: Current cost estimates are $500 million Target(s): Reduce cost estimate by 50% by September 30, 2016


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Expand reuse facilities Successful expansion of reuse facilities to a treatment capacity of 25 MGD

10 MGD treatment capacity

25 MGD treatment capacity

Complete 90% design effort

10/1/13 10/1/16 WWS Director Design is 95% complete.

Complete proposed agreement with Palm Beach County to provide reuse

Completion of transmission line to Palm Beach County border

N/A Completion of transmission main

Execute proposed interlocal agreement with Palm Beach County

10/1/13 10/1/16 WWS Director Agreement executed on 4/16. Negotiations underway with design consultant. System completion



anticipated 10/20.

Install fine bubble aeration for treatment modules A, B and D

Completion and operation of fine bubble aeration which will replace the mechanical aeration

2 modules (C and E) in operation with fine bubble

3 modules under construction with at least one completed

Complete RFP process to select

10/1/13 10/1/16 WWS Director Design is complete. Bid advertisement expected in 11/16.



B. Public Works Department Work Plans – Water and Wastewater (Cont’d) Key Focus Area(s): Competitive Provision of Services. SMART Goal: Commission Value: A fiscally-sustainable and transparent government. Agency Goal: Maintain lowest possible water and wastewater rates for all customers while maintaining capital program, levels of service and quality of treatment. Baseline: Limit 5 year annual average overall rate increases to less than 2% per annum. Target(s):


Baseline (as of)

5 Yr Target

1-Yr Target Start Date

End Date

Responsible Party

Analyze current non-consumption service rates for competitiveness with other utilities and analyze current revenue requirements to meet operating, debt and capital needs.

Revenues will be adequate to meet operating costs for special services while generating sufficient revenue to meet operating, debt and capital needs.

Current rates as established in the Administra-tive Code.

Rates to increase less than 2% per annum for average residential customer

Identification of specific service cost increases/decreases to be implemented in FY 2015

10/1/13 10/1/15 WWS Director 5-year average rate increase (FY13 – FY17) was 2.07%.



B. Public Works Department Work Plans – Water and Wastewater (Cont’d) Key Focus Area(s): Finance Organization.

SMART Goal: Commission Value: A fiscally-sustainable and transparent government. Agency Goal: Restructure the Business Operations Division to ensure the highest professionalism and greatest experience in the proper positions. Commission Goal: Process improvement. Baseline: N/A Target(s):


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Analyze current staffing and vacancies and match personnel skills to current job functions and division needs.

Success will be indicated by the efficiency and level of service provided by the division

N/A N/A Complete recruitment of new division directors

10/1/13 10/1/16 WWS Director Both Finance and Business Operations Division recruitments were completed in 2015.



B. Public Works Department Work Plans – Water and Wastewater (Cont’d) Key Focus Area(s): Renewable Energy Initiatives. SMART Goal: Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Promote, protect and enhance the built environment in collaboration with governmental and private partners. - Encourage and promote community stewardship and appreciation of the natural environment with the conservation and wise use of our resources. Agency Goal: Plan, design and construct energy efficient technology for the County’s wastewater treatment plant.

Baseline: Co-generate at least 40% of electricity used at the North Regional Wastewater Treatment Plant. Target(s):


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Complete design and construction of a waste gas to energy co-generation facility.

Success will be measure on reduction of electricity supplied by FPL

0% 40% cogeneration

Complete design and commence with construction

10/1/13 10/1/16 WWS Director 100% complete and in operation.



B. Public Works Department Work Plans – Water and Wastewater (Cont’d) Key Focus Area(s): Infrastructure Renewal.

SMART Goal(s): Commission Value/Goals: - A sustainable, creative approach to community redevelopment. - A fiscally-sustainable and transparent government. - Promote, protect and enhance the built environment in collaboration with governmental and private partners. - Encourage and promote community stewardship and appreciation of the natural environment with the conservation and wise use of our resources. Agency Goal: Plan, design and construct cost-effective, properly-selected infrastructure renewal capital project and repairs throughout the system. Baseline: N/A Target(s):


Baseline (as of)

5 Yr Target

1-Yr Target

Start Date

End Date

Responsible Party

Complete master plan for distribution and collection system and update capital projects to reflect recommendations of the master plan.

Success will be indicated by ability to plan and keep on schedule recommended improvements and the ability to upgrade the remaining portions of the service area by 2016.

N/A N/A Complete master plan.

10/1/13 10/1/16 WWS Director Master Plan was completed October 2016.



V. Financial Overview



V. FINANCIAL OVERVIEW

Public Works GENERAL FUND

FY15 Actual FY16 Budget FY17 Budget

Percent Change 2016-17

Positions

FY16 FY17 Budget Budget

Administration $822,774 $830,420 $854,450 3% 5 5 Facilities Maintenance $30,861,252 $34,022,730 $36,396,390 7% 190 195 Assigned Department Cost/ $1,195,618 $1,277,780 $1,306,550 2% — —

General Fund Highway Construction $427,833 $447,080 $465,550 4% 4 4

Engineering/Parks Planning and Engineering

Highway Bridge Maintenance/ $1,141,081 $1,313,000 $1,364,260 4% 15 15 Mosquito Control - Local

Subtotal $34,448,558 $37,891,010 $40,387,200 7% 214 259 OTHER FUNDS



Positions


Highway Construction & $3,920,854 $4,024,110 $4,065,450 1% 43 43 Engineering

Highway & Bridge Maintenance $8,857,489 $10,141,140 $10,264,260 1% 118 118 Highway Bridge Maintenance/ $42,905 $43,000 $43,000 0% — —

Mosquito Control-State Traffic Engineering $8,397,715 $9,668,030 $10,095,560 4% 111 111 Municipal Service District/ $25,579 $32,500 $32,500 0 % — —

School Guards County Transportation Trust/ $2,608,632 $5,626,220 $10,222,160 8 2 % — —

Non-Departmental

Broward County, Florida - Fiscal Year 2017 Adopted Operating Budget 11–1



Public Works

OTHER FUNDS (Continued)



Positions


Solid Waste and Recycling $10,832,998 $53,127,650 $52,416,200 (1)% 3 9 39 Services/Solid Waste

Water And Wastewater Fund 78,290,527 $110,652,270 $110,722,870 0% 414 415 Subtotal $114,123,893 $201,517,580 $206,290,050 2% 728 729 Grand Total $148,572,451 $239,408,590 $246,677,250 3% 942 948

Broward County, Florida - Fiscal Year 2017 Adopted Operating Budget 11–2



BROWARD COUNTY CAPITAL BUDGET FISCAL YEAR FISCAL YEAR 2016 2017 GENERAL CAPITAL FUNDS General Capital Outlay Fund $155,589,530 $142,643,310 Courthouse Bond Capital 358,730 203,870 Streets and Highways Capital 6,331,000 8,681,000 Engineering Capital 10,811,050 11,514,100 Constitutional Gas Tax Capital Outlay

52,802,370 59,891,630

Convention Center Capital 24,085,990 19,327,000 Beach Renourishment Capital 36,868,000 11,599,740 Broward Municipal Services District Capital

6,971,460 18,006,500

Libraries Bond Capital 95,710 2,640,580 Parks and Land Preservation Bond Capital

1,576,630 896,070

Subtotal General Capital Funds 295,490,470 275,403,800 Less Transfers (1,071,060) (1,217,000) Total General Capital Funds 294,419,410 274,186,800 ENTERPRISE CAPITAL FUNDS Aviation Capital* 101,860,200 387,485,190 Port Everglades Capital* 178,515,760 243,614,970 Water & Wastewater Capital* 86,315,190 168,680,940 Subtotal Enterprise Capital Funds

366,691,150 799,781,100

Less Transfers 0 0 Total Enterprise Capital Funds 366,691,150 799,781,100 OTHER CAPITAL FUNDS Transit Capital Grant Fund 21,272,730 21,272,730 Transit Capital Non-Grants Fund 10,078,140 5,485,340 Community Development Capital 6,366,700 7,417,870 County Transportation Trust 92,353,080 96,356,190 Broward Boating Improvement Capital

2,968,940 1,181,490

Court Facilities Fee Fund 5,809,250 4,764,250 Affordable Housing Capital Projects Fund

944,500 792,500

Broward Redevelopment Program 6,200,000 6,350,000 Parks Impact Fee Trust Fund 1,713,530 2,454,840 Subtotal Other Capital Funds 147,706,870 146,075,210 Less Transfers (92,958,340) (91,568,890) Total Other Capital Funds 54,748,530 54,506,320 Subtotal All Capital Funds $809,888,490 $1,221,260,110 (Including Transfers) Less Transfers (94,029,400) (92,785,890) Total All Capital Funds $715,859,090 $1,128,474,220



*Net of budgeted transfers



BROWARD COUNTY CAPITAL BUDGET CAPITAL BUDGET REVENUE SUMMARY Total Taxes Charges Intergov GENERAL CAPITAL FUNDS General Capital Outlay Fund

$142,643,310 $25,584,480 0 0

Streets and Highways Capital

8,681,000 0 0 0

Engineering Capital 11,514,100 0 0 0 Constitutional Gas Tax Capital Outlay

59,891,630 0 0 12,772,630

Parks and Land Preservation Bond Capital

896,070 0 0 0

Convention Center Capital

19,327,000 0 0 0

Beach Renourishment Capital

11,599,740 0 0 4,599,740

Broward Municipal Services District Capital

18,006,500 0 0 0

Libraries Bond Capital

2,640,580 0 0 0

Courthouse Bond Capital

203,870 0 0 0

Total General Capital Funds

275,403,800 25,584,480 0 17,372,370

ENTERPRISE CAPITAL FUNDS Aviation Capital 387,485,190 0 40,890,900 113,500 Port Everglades Capital

243,614,970 0 45,020,000 39,724,120

Water & Wastewater 168,680,940 0 29,329,070 0



Capital Total Enterprise Capital Funds

799,781,100 0 115,239,970 39,837,620

OTHER CAPITAL FUNDS Transit Capital Grants Fund

21,272,730 0 0 21,272,730

Transit Capital Non-Grants Fund

5,485,340 0 0 0

Community Development Capital

7,417,870 0 0 7,417,870

County Transportation Trust

96,356,190 79,800,000 3,000,000 0

Broward Boating Improvement Capital

1,181,490 0 450,000 0

Court Facilities Fee Fund

4,764,250 0 4,900,000 0

Affordable Housing Capital Projects

792,500 0 0 0

Broward Redevelopment Program

6,350,000 0 0 0

Parks Impact Fee Trust Fund

2,454,840 0 1,270,630 0

Total Other Capital Funds

146,075,210 79,800,000 9,620,630 28,690,600

Total All Capital Funds

$1,221,260,110 $105,384,480 $124,860,600 $85,900,590



BROWARD COUNTY CAPITAL BUDGET FY17 CAPITAL POSITIONS FISCAL YEAR 2017 CAPITAL POSITIONS* Aviation 1 1 Construction Management 24 24 Enterprise Resource Planning (ERP)

25 25

Enterprise Technology Services

1 1

Facilities Management 26 28 Highway Bridge Maintenance 1 1 Highway Construction & Engineering

23 23

Environmental Planning and Community Resilience

2 1

Parks 7 7 Planning and Redevelopment 1 1 Port Everglades Seaport Construction

20 20

Traffic Engineering 14 14 Beach Capital 2 2 Office of Regional Communications Technology

1 1

Total Capital Position Cap 148 149 * Some or all of the projects these positions are associated with were budgeted in prior fiscal years.

strategic business plan: fy2016-2020 find attached the strategic business plan fy2016-2020 for...

Documents