Accreditation is not only a marker of professionalism, but for those organizations that choose to become accredited in their chosen field, it is a symbol of an organization that is focused on self-improvement, performance, and ongoing education.
The Town of Smithfield’s Public Works Department, responsible for the maintenance and improvement of public roads and rights-of-way, water and sewer systems, and parks, recreation and public buildings, began their journey toward becoming accredited by the American Public Works Association (APWA) in 2011.
The three-year process resulted in the small public works department – comprised of only 19 staff members – becoming the 97th such public works agency accredited by the APWA. They are the sixth and smallest agency in Virginia to receive this accreditation – and the second smallest agency throughout the U.S. and Canada to achieve this distinction.
The APWA identifies accreditation as a means of “formally verifying and recognizing public works agencies for compliance with the recommended best practices set forth in the Public Works Management Practices Manual.”
That manual was the starting point for the process.
“We reviewed more than 500 practices in the APWA manual to identify which ones were applicable to us,” said Office and Accreditation Manager Sonja Eubank. “Once they were identified, we then had to look at the recommended best practices and ensure that we were in compliance with them.”
Not only did the department have to adjust processes and make improvements in areas to be in compliance, they had to document these policies and procedures and – in some instances – develop new policies, programs and procedures.
“We had to develop facility, equipment and vehicle, street, fence, landscape and turf maintenance programs, as well as a snow and ice control program,” said Eubank. “So the accreditation process helped us to identify deficiencies that needed correction so we could develop a stronger organization and more effective public works services for our town citizens.”
In total, Sonja oversaw the review of compliance statements and documentation of 316 best practices applicable to their department. For each of these practices, processes and procedures outlining the town’s compliance had to be documented.
“If we didn’t have it documented, we had to document it. If we weren’t in full compliance, we had to adjust our procedures and practices, and document that to be in compliance,” said Eubank. “Newport News helped us a lot, as well as other accredited agencies that we would reach out to and ask how they implemented compliance with certain practices.”
They also relied on materials available from VML Insurance Programs (VMLIP).
“We also have chapter’s in our manual on human resources, risk management and safety,” said Eubank. “We used a lot of the resources from VMLIP’s website – especially with reporting claims, safety training and creating grievance and disciplinary policies and procedures.”
“The lengthy process ensures that accredited agencies are dedicated to the concepts of improvement and in-depth self-assessment of policies, procedures and practices. And the key,” said Eubank, “is to ensure that the documented policies and procedures are those that the town can comply with.”
“While we would use examples from other organizations, we had to tailor the policies to our town to ensure that these were things we could keep up with and manage on a day-to-day basis,” said Eubank.
Each policy created was then approved through various department heads and supervisors. It was a lengthy process that took a huge commitment from the town and staff.
“Many larger organizations have full-time staff devoted to accreditation,” said Eubank. “But more importantly you need a commitment from the top management to the employees – and we had that. Management commitment to the process is crucial.”
Eubank was aided by a full-time assistant and the town’s compliance inspector, Josiah Jendrey.
The final step in the process was a formal evaluation by a team of public works professionals from already accredited agencies. Smithfield was reviewed by a team from Glenview, IL, Hillsborough County, FL, and Kansas City, MO. The team conducted a three-day, on-site evaluation and review of documentation and operations to validate compliances with the practices applicable to the town.
“You have to prove to them that you are complying with these practices – with documentation,” said Eubank. “You are evaluated on full compliance, substantial compliance, partial compliance, NA, or non-compliant, and we achieved a 100 percent full compliance score on all practices.”
“APWA Accreditation was a long term goal for the town and our public works department,” said Smithfield Town Manager Peter Stephenson. “It took several years and much hard work to accomplish, but it reflects our dedication to professionalism as an organization and accountability to our residents. Further, the policies and procedures we now have in place will provide future town staff a framework to build upon as we continue to evolve as a small town.”
Today, Eubank is preparing the town for the re-accreditation process, which takes place every four years.
“We are at the midway point now, and have to submit a midterm report by November to show that we are still in substantial compliance,” said Eubank. “This process helps you to stay current with documentation and identify any changes or improvements made over the past two years. It also helps promote the concept of continuous improvement.”
Becoming an APWA accredited agency has become a point of pride with the town’s public works staff.
“Our staff are proud to be a part of a professional, accredited organization,” said Eubank. “With the accreditation logos and stickers on our trucks and uniforms, it’s created a culture focused on pride and improvement – which is ongoing. There is always room for improvement.”
Since becoming accredited, the town has also seen increased efficiencies – especially when it comes to tracking inventory and completing work orders.
“We are able to evaluate things like our salt and sand consumption and other needs in order to better prepare our budget, and to determine when we need to prepare to purchase new equipment, etc.” said Eubank.
Things that were previously subjective, such as when to replace versus repair equipment, are now decided under more codified guidelines.
The process has also been a crucial part of the public works’ succession planning process.
“We have employees who have been here for more than 20 years, and for example – they just know where the water lines are,” said Eubank. “But now that everything is documented, new employees can come in and are able to learn and perform their duties more efficiently.”
Smithfield Town Manager Peter Stephenson holds the department’s accreditation with Sonja Eubank
Now, Eubank herself will travel to Gulfport, Mississippi to conduct a formal evaluation on another public works department hoping to receive accreditation, as part of their three-person panel.
“Becoming an APWA evaluator helps with continued growth of the program, and helps other agencies achieve this accomplishment,” said Eubank. “It is also a great opportunity to learn from other agencies and to use that knowledge to help identify areas for improvement, to ensure we continue to provide the best public works services possible for the Town of Smithfield.”