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HomeMy Public PortalAbout09-10-2013 powerpoint presentation dpw_201309131040581115 Town of Watertown Staffing and Operational Assessment of the Public Works Department September 10, 2013 EDWARD J. COLLINS CENTER FOR PUBLIC MANAGEMENT Methodology ► Conducted interviews: ► Each Councilor ► Town Manager ► Department Management ► Administrative Staff ► Division Supervisors & other key staff ► Representatives of multiple Community Groups ► Collected data ► Developed descriptive profile of operations ► Compared DPW practices against "best practices" in the industry Methodology (continued) ► Conducted a comparative survey Reviewed previous studies of the DPW Met with Steering Committee on multiple dates ► Developed draft and final report Over-arching Themes for Enhanced Operations ► Enhanced management and planning efforts ► Meeting customer expectations Enhanced use of information systems and technologies ► Enhanced preventive maintenance of Town infrastructure Strengths of the Department r ► Although the study focused on improvement opportunities, 6 the DPW exhibits many strengths: ► Constituents report high levels of satisfaction with DPW's snow and ice response ► Division of Water has received numerous awards for water quality from the State and MWRA ► DPW implemented an LED street light replacement program ► DPW provides on-line access to cemetery information ► DPW successfully implemented the single-stream recycling program and automated trash collection program Challenges Existing Today ► Limited capacity for engage in forward planning, in part, due to day-to-day work pressures ► Customer concerns exist relative to some areas of operation ► DPW does not use state-of-the art technology to enhance operations or provide public information ► Insufficient focus on preventive maintenance i 1 Management Systems and Accountability Improvement Opportunities Recommendations: ► Purchase and install an automated CMMS. However, important steps must take place before this action realizes its full impact, e.g. , ► Develop a set of work activities performed ► Define service levels ► Define and document performance standards ► Develop a formal work planning and scheduling system ► Submit monthly performance report so Town Manager can hold department accountable for meeting performance standards ► Planned vs. actual performance, with deficits explained ► Develop a policies and procedures manual (expand existing) Organizational Improvement Opportunities ► The structure of the current organization is portrayed below: Town Manage- Street Lighti nV C Waste Public Works _ A,dmimstrative 5uperi ntendent Division Forestry, Parks, Property& Electrical Water and Sewer and Highway Central.MoLors buildings Division Cemeteries Division Division Division Division C Snow and Ice Organizational Improvement Opportunities Recommendations (central administration): ► Create position of Director of Administration and Finance in the DPW ► Fill the vacant position of Town Engineer ► Responsible for holding public input sessions on all major capital projects ► Identify training needs of the support staff ► Enhance the use of GIS in the DPW ► New Town Engineer should take a leading role ► Develop a plan to enhance customer service Organizational Improvement Opportunities Recommendations (property and buildinqs division): ► Further investigate feasibility of consolidating DPW facilities maintenance with School District ► Both are inadequately staffed, with little PM being performed ► Schools have functioning CMMS, with all major maintenance equipment programmed into system ► Transfer Sealer of Weights and Measures into Community Development and Planning Department ► If do not consolidate facilities management, then services of HVAC technician is needed ► Transfer signage function into Highway Division Operational Improvement Opportunities Recommendations (central motors division): ► Continue recent focus on vehicle and equipment replacement ► Some equipment is relatively old, with average age of the fleet at 9.8 years ► Heavy equipment averages 10.8 years ► Reduce staffing in the Central Motors Division by 1 FTE ► Current staffing is one Foreman and two Mechanics ► Analysis indicates the need for about 1 .7 "wrench turning" FTEs ► Central Motors should restrict access to the parts room to improve accountability for stocked items Operational Improvement Opportunities Recommendations (hiqhwav division): ► Immediately fill the two vacant positions ► During time of study, there were two vacancies and one employee on Workers Comp ► Since are only nine total employees in division, the Supervisor is a non-field position, and two employees are street sweepers, there are three total FTE's maintaining all the Town's hard surfaces (140 center line miles) Recommendations (water division): ► Evaluate continued deployment of Truck 60 ► Convert the Water Supervisor position to a working position in the field, and transfer the position to Highways Organizational Improvement Opportunities Recommendations (forestry, parks, and cemeteries division): ► Re-evaluate DPW contracts with grounds maintenance providers in light of new in-house expertise ► Enhance pricing, rules, and regulations at Town cemeteries Operational Improvement Opportunities Recommendations (overarching): ► Enhance DPW website to provide more meaningful information ► Routinely monitor overtime expenses ► Non-snow and ice OT accounts for over 20% of salaries in Property and Buildings, and over 15% in Highways ► Begin cultivating future managers by empowering line staff, and embarking on a system of routine professional and technical training ► Establish goals, objectives, and measures for DPW operations