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Town of Watertown Staffing and Operational Assessment of the Public Works Department September 10, 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 ▸ 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 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 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 ▸ Although the study focused on improvement opportunities, the DPW Strengths of the Department ▸ Although the study focused on improvement opportunities, 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 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

Management Systems and Accountability Improvement Opportunities Recommendations: ▸ Purchase and install an automated CMMS. 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: Organizational Improvement Opportunities ▸ The structure of the current organization is portrayed below:

Organizational Improvement Opportunities Recommendations (central administration): ▸ Create position of Director of Administration and 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 buildings division): ▸ Further investigate feasibility of consolidating Organizational Improvement Opportunities Recommendations (property and buildings 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 Operational Improvement Opportunities Recommendations (central motors division): ▸ Continue recent focus on vehicle and equipment replacement ▸ Some equipment is relatively old, with average 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 (highway division): ▸ Immediately fill the two vacant positions ▸ Operational Improvement Opportunities Recommendations (highway 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 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 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