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