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1z/i3/iz <br />3.0 Public Works: Create a highly responsive and flexible department that ensures high quality <br />local transportation, reliable wet utilities, successful parks & recreation services, and excellent and <br />affordable sanitation services. <br />3.1 Reorganize the department to ensure efficiency, flexibility, and responsiveness. <br />3.1.1 Evaluate appropriate administrative location of water and sewer functions, by <br />09/13. <br />3.1.2 Evaluate proper functional segregation of streets, drainage, and parks functions, <br />by 12/13. <br />3.1.3 Evaluate separating recreation functions from the department, by 12/13. <br />3.1.4 Evaluate separating street sweeping functions from sanitation, by 09/13. <br />3.1.5 Segregate annual operating divisional budgets into more functions to enhance <br />management control over expenses, beginning with new 2013-14 budget. <br />3.2 Establish and implement capital maintenance and improvements programs. <br />3.2.1 Create a detailed, rated inventory of all streets, and develop a five-year <br />street/drainage/sidewalk/curb maintenance program, including funding in 2013. <br />3.2.2 Establish a ratings program for drainage and develop a five-year drainage <br />improvement program, including funding, during 2013. <br />3.2.3 Create a ten-year bond program(s) to fund improvements to streets, utilities, <br />drainage, sidewalks, and parks in spring 2013. <br />3.2.4 Relocate utility lines from under pavement whenever possible to minimize <br />disruption and costs due to utility line breaks. <br />3.2.5 Create an in-house utilities construction crew in 2012-13. <br />3.3 Establish sanitation as a self-supporting enterprise fund by 2014-15. <br />3.4 Continue to offer high-quality, very timely maintenance and repair of rolling stock and other <br />equipment. <br />3.4.1 Develop policies and tracking tools to better manage fleet maintenance and <br />replacement, beginning in 2013. <br />3.4.2 Periodically evaluate the efficacy and efficiency of in-house garage services, <br />beginning in 2013-14. <br />3.4.3 Complete all required repairs and PM extremely promptly, measuring the <br />"billable" hours for all tasks completed, individually and in aggregate, beginning <br />in 2013-14. <br />3.5 Develop a highly motivated and skilled work force. <br />3.5.1 In conjunction with HR and city management, create an in-house supervisory <br />training program for existing and future managers and supervisors. <br />3.5.2 Establish performance standards and expectations, and hold all employees <br />accountable. <br />6 <br />