City of Largo, Florida

Transcription

1 City of Largo, Florida Post Office Box 296, Largo, Florida MEMO DATE: October 29, 2007 AGENDA DATE: PREPARED BY: TITLE: November 7, 2007, Regular Meeting Brian Usher, Director of Public Works Charles R. Jordan, Management Analyst APPROVAL OF THE PROPOSED PUBLIC WORKS STRATEGIC PLAN BACKGROUND: On June 26, 2007, the Department of Public Works presented a report to the Largo City Commission regarding their status in the process towards American Public Works Association (APWA) Accreditation. During that report, the Public Works Director and Management Analyst informed the City Commission of the Department's plans to formulate and adopt a Departmental Strategic Plan as required by APWA. Upon direction of the City Commission, the Public Works Management Team initiated the process to formulate the Strategic Plan. It was reported to the City Commission that the Strategic Plan would be developed with input from various tiers of the City Government. In so doing, the assistance of the Department's Supervisors, Department Staff, City Management, and the Public Works / Environmental Services Advisory Board were used. The Department Supervisors helped develop the basic structure of the Plan and define its purpose. The staff provided measurable and attainable goals for each Division to pursue. City Management reviewed the submissions and helped modify the goals toward city-wide priorities. Finally, the Advisory Board provided citizen input into the direction of future Public Works services. The document attached is the final draft product of the work of over thirty Public Works and City of Largo Employees. It provides the Department of Public Works with the following Management tools: Mission, Vision, and Values Statements Guiding Principles Departmental Goals and Objectives Division Goals and Objectives It is intended that the information in this document direct the management of the Department of Public Works for the next three years. Each year, Public Works Administration will provide the City Commission, the City Manager, and the community a report on the progress of each objective set out in the Plan. APWA has reviewed the document for compliance with their best practices and has found it acceptable. OFFICE OF MANAGEMENT & BUDGET BACKGROUND: N/A

2 Subject: Public Works Strategic Plan Agenda Date: November 7, 2007, Regular Meeting BUDGETARY IMPACT: There is no direct budgetary impact. However, the Department's budget requests in the future will be directed towards completion of the goals and objectives established. CONSEQUENT ACTION: Not applicable REVIEWED BY AND RECOMMENDATION: The City Manager, Assistant City Managers, Public Works Director, Management Analyst, and Public Works / Environmental Services Advisory Board recommend approval of the Proposed Public Works Strategic Plan. POTENTIAL MOTIONS: I MOVE TO APPROVE/DISAPPROVE THE PROPOSED PUBLIC WORKS STRATEGIC PLAN. Attachments: Proposed Public Works Strategic Plan 2

3 DRAFT 1

4 City of Largo, Florida Mayor and City Commission: Patricia S. Gerard, Mayor Harriet K. Crozier, Vice Mayor Gigi Arntzen Mary Gray Black Gay K. Gentry Andrew W. Guyette Rodney J. Woods Norton W. Craig, City Manager Alan S. Zimmet, City Attorney 2

5 City of Largo, Florida Department of Public Works Strategic Plan DRAFT

6 Table of Contents 4 Letter from the Director of Public Works 5 Introduction 6 Mission, Vision, and Values Statements 7 Public Works Guiding Principles 8 Organizational and Community Profile 9 SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis 11 Department Wide Goals & Objectives 12 Facility Management Goals & Objectives 14 Fleet Management Goals & Objectives 15 Solid Waste Goals & Objectives 16 Streets & Drainage Goals & Objectives 17 Acknowledgments 19

7 City of Largo, Florida Post Office Box 296, Largo, Florida Department of Public Works Brian Usher, Director (727) FAX (727) September 18, 2007 Norton W. Craig, City Manager City of Largo Largo, Florida Dear Mr. Craig: I am pleased to present you with the Public Works Strategic Plan. This document outlines the goals, objectives, and mission of the Department of Public Works for the next three years. It was created through careful involvement of our entire staff and provides for a department wide direction. This document was created to fulfill the requirements of the American Public Works Association Accreditation Program, in whose manual it is identified that all Public Works Departments shall perform a Strategic Planning process in order to determine their needs and direction for the near to distant future. As such, this Strategic Plan was included in the normal process of improving this department to meet the requirements set out for APWA Accredited Agencies. The process proved to be a valuable one as well as being rewarding for the employees involved. I would like to thank the Public Works Management Staff, who served in the capacity of an Accreditation Steering Committee, as well as the rest of the members of the Strategic Planning Committee. Their time, work, and ideas, were invaluable to the creation of this document. In the spirit of government accountability and fiscal responsibility, while at the same time serving the needs of a growing citizenry and a thriving community, it is hoped that this Strategic Plan will provide a definitive road map for this department to provide superior services that enhance the quality of life and community pride forward into the next decade. Sincerely, Brian Usher Director of Public Works 5

8 Introduction The City of Largo Public Works Department's Strategic Plan is a product of the Department's improvements required to become an American Public Works Association (APWA) Accredited Agency. The Plan is intended to provide a Mission, Goals, and measurable Objectives for the Department to effectively provide services to the City of Largo in the ensuing three years. The Strategic Plan is not meant to be a daily service manual of functions performed by the Department of Public Works. However, it is meant to be a planning document for the Department to more effectively and efficiently provide its daily services in the future. It is expected that this document will assist the Department in achieving the Citywide Mission of providing superior services with a clear direction and measurable benchmarks. The Strategic Plan will be reviewed on a yearly basis by the Public Works Strategic Planning Committee (PWSPC). At which time it will be revised and progress reported on through the Department of Public Works Annual Report. This Report will be provided to the City Commission and the Public at the end of each consequent Fiscal Year beginning in September of The Strategic Planning Committee is mandated by Public Works Policies and Procedures to review, revise, and recommend a Strategic Plan on a regular basis. The Committee is chaired by the Department's Management Analyst and is composed of Public Works employees. All members are appointed by the Director of Public Works. The Division Goals and Objectives in this Strategic Plan were formulated with input from committees composed of employees in each division from various levels of the organization. The individuals that served in this capacity are listed on the final page of this document. 6

9 Mission, Vision, and Values Statements Mission: Establish, support, and maintain reliable and efficient services. Vision: The Public Works Department will: serve as an organizational leader within the City of Largo by providing reliable and efficient services. act as a resourceful leader in providing support services to the community. be first responders in servicing, supporting, and educating the community. respond to current and future needs through creativity and innovation in order to maintain and enhance the community's essential life services. Values: Teamwork Working among and within the Public Works Department and external departments or partners to effectively provide quality services. Pride Self Respect through confident job performance. Communication Providing the right information, to the right people, at the right time. Respect Acknowledging the work of others and treating them with dignity. Professionalism Conducting oneself by the values of the Public Works Department and the City of Largo. Equity Fairness to all employees, divisions, or departments. Dynamic Fulfilling ones mission using innovation, creativity, and direction. Responsible Holding oneself accountable to their own actions. Skill The ability to perform work necessary through proper training. Adaptability Cheerfully fulfilling new and challenging tasks at a moments notice. 7

10 Guiding Principles of the City of Largo Public Works Department 1. Provide Safe & Efficient Equipment for City Employees to Achieve their Goals. 2. Provide a Clean & Healthy Community for our Citizens 3. Provide our Customers with Services as Efficiently and Safely as Possible. 4. Function as a Unified Department 5. Protect Largo's Environment 6. Reach Environmental Sustainability in the City's Facilities 7. Maintain the City's Infrastructure 8

11 Organizational and Community Profile The Largo Public Works Department currently is composed of a staff of over one hundred and fifty (150) employees. This includes Professional, Technical, and Support positions. The Department is broken into five separate Divisions: Administration, Facilities Management, Fleet Management, Solid Waste Services, and Streets & Drainage. Each division is then divided into programs determined by the type of work they do within each. Facilities Management has three programs: Facilities Maintenance, Custodial Support, and Communications. Fleet Management has two programs: Fleet Services and Auto Parts & Stores. Solid Waste Services has five: Administration, Commercial, Roll Off, Residential Curbside and Residential Support. Finally, Streets & Drainage has two: Streets Maintenance and Drainage Maintenance. Each Division is coordinated by a Manager level staff member who then reports directly to the Director of Public Works. The Public Works Complex is located on nd St SE adjacent to Largo Middle School. There are three buildings in the complex, in which Administration, Fleet Management and Facilities Management house the middle and largest one, Streets & Drainage to the south, and Solid Waste Services to the North. Public Works also operates a Recycling Center on Starkey Road, which serves as a Residential drop off for recyclable materials, a cleaning bay for garbage trucks, and a yard to store dumpsters. Department Responsibilities and Duties The Public Works Department provides Solid Waste disposal services, internal Fleet maintenance, internal Facilities maintenance, and community wide Streets and Stormwater maintenance. The Solid Waste division provides Commercial Roll Off, Commercial Dumpster, Residential Curbside, and Residential Pick up services to the Citizens of Largo, as well as provides Recycling programs for the community. The Fleet Management division provides maintenance to the over 500 vehicles in the City of Largo fleet. Facilities Management is responsible for the various facilities that house City of Largo government functions currently, and provide design/build assistance for those set to be built in the future. Finally, Streets & Drainage takes care of the various transportation outlets, street lights, stormwater ditches, and drainage corridors within the city limits. Overall, the Department is also responsible for Disaster Recovery in the event of a major emergency such as a hurricane or other natural event. In cooperation with the Police and Fire Rescue Departments, Public Works handles the debris removal, property damage assessment, utility maintenance, and street clearing in the recovery stage of a major event. Geography and Demographics Largo is located in central Pinellas County, and is bound to the east by Tampa Bay, and to the west by the Gulf of Mexico. Its central location, proximity to Tampa and the Gulf beaches, and its friendly atmosphere make Largo an ideal residential community. Incorporated in 1905, the City of Largo has experienced remarkable growth in population over the past 40 years. In 1960, the population was 5,302. By 1970, it had increased dramatically to 22,300, partially resulting from a vigorous annexation program. The decades of the 1970's and 1980's saw a steady and substantial increase in Largo's population. By 1980, the City population was 58,977, in 1990, the population reached 65,690, and in 2005 was 74,992. 9

12 Largo is within commuting distance of the University of South Florida located in Tampa and St. Petersburg, the Stetson University College of Law in St. Petersburg, and the University of Tampa, located in Tampa. Within Pinellas County, there are additional institutions of higher learning, including Eckerd College and St. Petersburg College. The Pinellas County School Board provides opportunities for adult education through the Pinellas County Technical Education Center. Within the Largo City Limits there are two colleges: Florida Central College and Schiller International University; a High School: Largo High School; a Middle School: Largo Middle School; and eight Elementary Schools. Largo is central to a number of sporting events and venues, including: the Tampa Bay Devil Rays, the Tampa Bay Buccaneers, the Tampa Bay Lightning, the Tampa Bay Storm, the Clearwater Threshers, the Dunedin Blue Jays, and the St. Petersburg Devil Rays. Government Organization The City of Largo government is established by the Largo City Charter. The Charter calls for a Commission of seven citizens who serve as the City's governing body. Amongst the City Commission is a Mayor, and six Commissioners, all elected by the city at large. The City Commission serves as the legislative and policy body for the City of Largo. The City Commission appoints the City Manager who serves as the Chief Executive and Administrative Officer. The City Manager works with the City Commission to implement policy directives and to recommend annual budgetary needs. The City Manager is responsible for appointing the City Attorney, the City Clerk, Assistant City Managers, and all Department Directors. Currently there is two Assistant City Managers and nine Department Directors. Financial Profile The Public Works Department has an Operating Budget for Fiscal Year 2008 of $21,145,800. These funds are broken out into four funding sources. The General Fund provides monies for Public Works Administration, Facilities Management, and Streets Maintenance. Drainage Maintenance is funded through a Stormwater Utility Fee. Solid Waste serves as an Enterprise fund, and charges fees for its various services. Finally, Fleet Management serves as an Internal Service Fund, charging other departments for fleet maintenance services throughout the year. The Fiscal Year 2008 to 2013 Capital Improvement Program (CIP) totals $248,070,000 out of which $1,270,000 is designated for Public Works functions. The City of Largo currently uses a Biennial Budgeting process and in so doing, provides a six year Capital Improvement Plan. The City is changing this Fiscal Year to an Annual Budget Process and a Five Year Capital Improvement Program. The CIP must be submitted to the City Commission before March 1 of each year, and the Budget must be submitted before July 1. Regulatory Environment LOCAL: Pinellas Co. Charter and Ordinance Code, Largo City Charter, Largo Code of Ordinances, and Commission Directives. STATE: Florida State Constitution, Statutes, and Administrative Code. FEDERAL: United States Constitution and Code 10

13 S.W.O.T. Analysis (Strengths, Weaknesses, Opportunities, and Threats) Strengths: Good Management Quality of Workmanship Customer Respect from Quality Service Quality of Vehicles and Equipment Experience and Job Skills Departmental Teamwork Individual Leadership Qualified Staff at all Tiers of the Organization Supervisory Concern for Employee Well Being Implementation of Technology Provided Weaknesses: Physical Disconnection with City Hall Staffing Levels Current Technology Internal Communication Large Supervisory Staff Lack of Resources to fulfill Citizen Needs Lack of Professional Development and Advancement Opportunities Autonomy of Divisions Time Necessary to Provide Desired Results Opportunities: APWA Accreditation Process CAFM Work Order Management Technology Available Skilled Workers from Employment Downturn New Technology Grants New Processing Options Certifications and Training Commission and Administration Support Outsourcing of Functions Threats: Property Tax Reform Outsourcing and Budget Cuts Competition with Privatized Services Weather Fluctuations Rising Costs of Material and Labor Decline of Service Levels Citizen Attitudes & Perception Changing Markets and County Direction Over growth and Over development Strain on Infrastructure 11

14 Goals & Objectives for FY Goals are listed with corresponding objectives below. Each Goal is connected to a Guiding Principle. This is denoted by (GP X), X being the number of the Guiding Principle to which the goal is connected. Department Wide: Goal 1: Achieve and Maintain the status of an APWA Accredited Agency (GP 4) Site Visit by APWA Review Team done by Second Quarter FY 2008 and Accredited Agency Status Granted by Fourth Quarter FY 2008 Self Assessment using Sixth Edition of APWA Manual completed by Third Quarter FY 2009 Compile Comprehensive Public Works Standard Operating Procedures Manual by First Quarter FY 2009 Objective 4: Complete FY Strategic Plan Update by Second Quarter 2010 Goal 2: Maintain Routine Maintenance (GP 1, 2 & 7) Establish Measurable Routine Service Levels by Third Quarter FY 2008 Complete Capability Study of Department by Second Quarter FY 2009 Create Maintenance Schedule based on Service Levels by First Quarter FY 2009 Goal 3: More Accurately Budget for Public Works Programs (GP 3) Update Costs of Service on Annual Basis during Budget Process Define Public Works Programs by Fourth Quarter FY 2008 Develop Program Based Budget Request by First Quarter 2010 Goal 4: More Efficiently Complete Service Requests (GP 3) Develop Verifiable and Comprehensive Tracking System of all Service Requests by First Quarter FY 2009 Evaluate Service Level Response Times on an Annual Basis Implement Customer Satisfaction Survey by Second Quarter FY 2009 Goal 5: Improve Inter Divisional Cooperation (GP 4) 12 Implement Quarterly Department Supervisors and Office Staff Business

15 Meetings Create and Implement Staff Activities Program by Second Quarter FY 2009 Develop Internal Employee Recognition Program by Fourth Quarter FY 2009 Goal 6: Improve Marketing of PW Functions (GP 2) Develop Materials for New Resident Packets by Second Quarter FY 2009 Create Information Spot to provide Public Works Information by Fourth Quarter FY 2009 Develop Department Communications & Marketing Plan by First Quarter FY 2010 Goal 7: Make the City more Environmentally Friendly (GP 5) Expand Green Team from Internal to Internal/External Program by Fourth Quarter FY 2009 Develop Community Education Program by Second Quarter FY 2010 Increase use of Recycled Materials for City Business by Fourth Quarter FY 2010 Goal 8: Quality Assessments (GP 4) Implement Performance Measures System by Fourth Quarter FY 2008 Implement Golden Thread Program and Market to Employees by First Quarter FY 2009 Develop Evaluation Process for Project Re Work by First Quarter FY 2010 Goal 9: Improve Internal Professional Development (GP 4) Develop and Implement Comprehensive Professional Development Plan for Public Works Employees by Fourth Quarter FY 2008 Reevaluate Performance Development Opportunities on an Annual Basis starting First Quarter FY Develop Succession Planning Model for Department by First Quarter FY 2010 Goal 10: Serve as County, State, and Nation Wide leader in the Public Works Profession (GP 4) Develop Department Speakers Bureau by Fourth Quarter FY

16 Increase number of Staff with Leadership Positions in Professional Organizations by Fourth Quarter FY 2010 Increase number of Employee Certifications by Fourth Quarter FY 2010 Objective 4: Increase Department Participation in Local or Regional Community Organizations by Fourth Quarter FY 2010 Facility Management Division: Goal 1: Determine appropriate staffing level using National Standards by Fourth Quarter FY 2008 Perform Analysis of Staffing against Service Measurements and Finances by Third Quarter FY 2009 Revise Staffing Schedule to coincide with Facility Open Time by First Quarter FY 2010 Goal 2: Improve Communication to Internal and External Customers (GP 3) Implement Training Session on Facilities Operations during New Employee Orientation by Third Quarter FY 2008 Establish a Construction Review Committee to review and approve all new Construction Projects by Fourth Quarter FY 2008 Establish and Maintain a Communications System to Facility Management from Internal Customers by Second Quarter FY 2009 Goal 3: Integrate Technology that will Improve Repair and Maintenance Functions (GP 3) Establish Workstation Terminal for Employees to Access for Job Related duties by Fourth Quarter FY 2008 Integrate Computer Aided Facility Management (CAFM) Software by Third Quarter FY 2009 and Train City Employees Begin replacement program to upgrade current equipment to meet industry standards by Fourth Quarter FY 2009 Goal 4: 14 Fully Staffed Facility Management Division (GP 6) Improve Sustainability of Buildings (GP 6)

17 Establish a Construction Review Committee to review and approve all new Construction Projects by Fourth Quarter FY 2008 Implement Training Session on Facilities Operations during New Employee Orientation by Third Quarter FY 2008 Establish a Life Cycle Database for Current Facilities by Fourth Quarter FY 2010 Goal 5: Update and Improve upon Service Measures (GP 3) Perform an Organizational and Management Study to Determine accurate Service Measures by Fourth Quarter FY 2008 Conduct Annual Service Measure Audits to determine current Service Levels Perform Internal Customer Service Satisfaction Survey by Fourth Quarter FY 2010 Fleet Management Division: Goal 1: Document and Reduce Vehicle Downtime (GP 1) Develop Measurement Standard for Vehicle Downtime by Second Quarter FY 2008 Document and Measure use of the Fast Lane by Second Quarter FY 2008 Perform a Parts Inventory Analysis by First Quarter FY 2009 Goal 2: Improve Communication with other Divisions and Departments (GP 4) Hold Quarterly Cross functional Department Meetings by First Quarter FY 2008 Check feasibility, and implement if possible, ing information to Police Cruiser Computers directly by Third Quarter FY 2008 Use Gasboy (Fuel Management System) to flag all vehicles for Preventative Maintenance Service by First Quarter FY 2009 Goal 3: Keep Accurate Inventory of Fleet and Parts (GP 1) Implement Barcode Scanning System for Parts by Fourth Quarter FY 2008 Perform a Parts Inventory Analysis by First Quarter FY

18 Goal 4: Populate the RTA Vehicle Information Database by the First Quarter FY 2010 Create and Implement New Vehicle Replacement Program (GP 1) Perform a One on One Review of Each Vehicle with Each Department by Fourth Quarter FY 2008 Review and Modify Vehicle Analysis Worksheet by Fourth Quarter FY 2008 Perform Life Cycle Cost Analysis for Each Vehicle by First Quarter FY 2009 Goal 5: Shop Reorganization and Re Vamp (GP 3) Form an Internal Safety Team by First Quarter FY 2008 Reorganize the Fleet Garage to Improve the Work Environment by Fourth Quarter FY 2009 Identify Specialty Areas and associate Employees with each area by First Quarter FY 2009 Solid Waste Division: Goal 1: Investigate and gather local tracking information from surrounding Municipalities and Counties by Second Quarter FY 2008 Develop RFQ or RFP for Tracking and Routing System by Second Quarter FY 2009 If Available and Affordable, Implement Tracking and Routing System by Fourth Quarter FY 2009 Goal 2: Improve Solid Waste Efficiency, Effectiveness, and Succession Planning (GP 4) Perform Internal Employee Survey to review departmental structure and organization by Second Quarter FY 2008 Perform an Organizational Review of the Division by Second Quarter FY 2009 Develop Internal Succession Plan (with the help of Human Resources) by Second Quarter FY 2009 Goal 3: 16 Develop Tracking and Routing System for all Solid Waste Programs (GP 3) Budget for Solid Waste by Program or Service (GP 3)

19 Define Services Provided by Solid Waste by Second Quarter FY 2008 Determine Cost for Each Service/Program by First Quarter FY 2009 Develop Program/Service Based Budget for Solid Waste by Fourth Quarter FY 2009 Goal 4: Fully Automated Residential Collection System (GP 2, 3 & 5) Perform an Analysis on Fully Automated Residential Collection by Fourth Quarter FY 2008 Perform a Feasibility Study for Single Stream Recycling by Third Quarter FY 2009 Perform a Feasibility Study for a Pay As You Throw program by Second Quarter FY 2010 Goal 5: Review Current Solid Waste Equipment (GP 1) Perform a Complete Evaluation of current Equipment with Fleet Management by Third Quarter FY 2008 Develop Reporting Programs between Solid Waste and Fleet Management for Preventative Maintenance and current Repair Status by First Quarter FY 2009 Develop Purchase Requests using Objective 1 to recommend Purchase Requests of Solid Waste Equipment annually. Streets & Drainage Division: Goal 1: Increase Professionalism and More Accurately Present Division Function (GP 3) Define Services Provided and Market Level Baselines with Division Improvements by Fourth Quarter FY 2008 Increase Number of Employees who participate in Applied Associates Degree Program at St. Petersburg College by Fourth Quarter FY 2010 Develop Sign Maintenance Program by Fourth Quarter FY 2009 Goal 2: Improve Internal Communication (GP 4) Put on a Streets & Drainage Day for the City Commission, Advisory Board and Administration to educate them on Division Functions by Fourth Quarter FY 17

20 2008 Develop Policy for Disseminating Project Information between Division and Other Areas by First Quarter FY 2009 Integrate Software to Track Project Information by Second Quarter FY 2009 Goal 3: Perform Study of Existing Stormwater Conveyance Systems by Fourth Quarter FY 2008 Obtain Closed Circuit Television Truck and Software to adequately Inspect Stormwater Systems by Fourth Quarter FY 2009 Develop a Pro Active Underground Maintenance Schedule by First Quarter FY 2010 Goal 4: Promote Employee Morale and Initiative (GP 4) Develop a Weekly Heavy Equipment Training Schedule by First Quarter FY 2008 Create an Education and Training Availability Board in Streets & Drainage by Second Quarter FY 2008 Develop and Implement Continuing Education and Training Program in accordance with Public Works Professional Development Program by Fourth Quarter FY 2008 Goal 5: 18 Develop Database of NPDES Measures (GP 2, 5 & 7) Prepare More Effectively for Disaster Recovery Management (GP 2) Create Disaster Preparedness Teams that comply with the Public Works EOP and the City Comprehensive Emergency Management Plan by Second Quarter FY 2008 Develop Annual Mock Disaster Drills with the assistance of Public Works Administration and the Fire Rescue Department by First Quarter FY 2009 Develop and Implement an Advanced Safety Training Program by Second Quarter FY 2010

21 Acknowledgments Thanks to the following staff who served as members of the Strategic Planning Committee in 2007: Brian Usher, Director of Public Works Anthony Hoston, Senior Foreman Benjamin Boyd, Solid Waste Manager John Pittman, Senior Foreman Michael Gordon, Senior Foreman Shane Waeghe, Facilities Manager Virgil Wasko, Fleet Manager Charles R. Chas Jordan, Management Analyst Brenna Barrett, Recycling Coordinator John Hamilton, Construction Project Supervisor Leo Smith, Fleet Services Supervisor Robert Nowak, Streets & Stormwater Superintendent Valerie O'Brien, Executive Secretary Thanks to the following staff who assisted the Strategic Planning Committee in developing Goals and Objectives for the Divisions of Public Works: John Saben, Trades Foreman Oscar Russell, Senior Foreman Benjamin Barnes, Mechanic I Gregory Berquist, Master Mechanic Robert Chisholm, Storekeeper Eric Walkup, Lead Mechanic Rodney Post, Senior Foreman Wes Carter, Solid Waste Driver George Sargent, Foreman David Doolittle, Spray Technician Dawn Rossi, Facilities Management Specialist Roger Francisco, Construction Project Technician Kirk Bellinger, Mechanic II Steven Chapman, Master Mechanic John Havelka, Lead Mechanic Eric Floyd, Senior Foreman Alan Alsfelder, Solid Waste Worker Michael Estigo, Stormwater Technician Edward Hale, Sign and Traffic Technician The Department of Public Works also would like to acknowledge the members of the Public Works/Environmental Services Advisory Board who have given direction and represented the citizens in developing this Plan: Mark Hunsinger, Chair James Davis James Hannon William Wostbrock Stella Pagano, Vice Chair Paul Friederich Robert Mizerski Cheryl Davis 19

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