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HomeMy WebLinkAbout111 93 ~ . f'. w' 0. -¡¿¡. '13 STATE OF WASHINGTON COUNTY OF JEFFERSON In the matter of: x X X X X RESOLUTION NO. 111-93 Public Works Department Organization and Appointing the County Engineer WHEREAS, the Public Works Department was created by the Board of County Commissioners by Resolution No. 45-71, and WHEREAS, the Public Works Department was reorganized by the Board of County Commissioners by Resolution No. 53-85, and WHEREAS, WAC 136-10-050 requires adoption of an organization chart for the Public Works Department, and WHEREAS, the Public Works Department have been given increased responsibilities in administering of county programs including facilities, parks and recreation, county budget management, records management, and infonnation systems, and WHEREAS, the County Engineer position needs to report directly to the board to insure good board department communication and program management. NOW, THEREFORE BE IT RESOLVED, that the Jefferson County Public Works be reorganized to include said functions, and BE IT FURTHER RESOLVED, that the Director of Public Works and County Engineer duties be combined under the Director of Public Works position reporting directly to the Board of County Commissioners, effective January 1, 1994, and BE IT FURTHER RESOLVED, that the attached Exhibit A, Jefferson County Public Works Department organization chart be adopted. ~ ~fm ADOPTED THIS 13 DAY OF , , ,1993. ~ '-:. .- ~ _/",,' , ! 'I" (¡/' ,,~"~ '~C, 4f ~~, _..,~.",..,.,,' .,'., '".,.'1"',,.'/';-;',.' ';" "'¡,"'----- Þ t, "f ' 17, ,~., , 0" .,' ',.',..\ , j'-.2> $-"" -",,¡ ~U) t . ~ I J.. i: ' '" '~, I \ . ~ ."""" :)if. ! \-' ,~ \ . \ J. " .,1 . v"., ...' .," . ... ..... oIk:: . ...'- ,1'","-. ',. "Ii, '., .. / ,'-:;f., ~" A t. ,t,s 0," C,;),.) ~ ",~ s . ""1{f/1""" ,r r .~';':'..t#' ~KCl; ~/' " Lorna Delaney, Clock of the Board cr VOL 19 rA('~ 00 ~'::l95 <- <::;) ,- ~ co ..... :Þ- -~ , ., 0 0 r:; ~ CD ~ JEFFERSON COUNTY DEPARTMENT OF PUBLIC WORKS Management Organization Gary A. Rowe, P.E. Director / County Engineer Renee Talley Admin. Secretary Robert Nesbitt, P. E. Earl Wells Anne Sears Deputy Director - Engineering Superintendant - Operations and Maintenance Manager - Administrative Services Engineering Services Administrative Services Faclities/ Parks & Recreation Operations & Maintenance I I I I Capital Projects Permits/ Transportation Development Review Stormwater, GIS I I I I Road Maint.! Solid Waste Equipment Repair I I Frank Gifford, A.LA. Program Manager Carter Renner Program Manager Bruce Laurie, P.L.S. Program Manager Warren Steurer Program Manager December, 1993 Gary A. Rowe, P.E., Director of Public Works c:"~--""""..,."."""",.~""I",,"',?'.,.",",',,.¿.','.,' ~~,., ,');~:, ,:-. .~ ~:- ';."I'j,~'~( :;r ;., " j,f'fJ-V- ' " ,: ..,," JEFFERSON COUNTY DEPARTMENT OF PUBLIC WORKS 1820 Jefferson Street PO, Box 1220 Port Townsend, WA 98368 (206) 385-9160 Gary A. Rowe, PE., Director Robert G. Nesbitt, PE., County Engineer December 8, 1993 MEMORANDUM TO: Board of County Commissioners FROM: Gary A. Rowe, P.E. /Ó~o:i?~ SUBJ.: Public Works Department Evaluation I have reviewed the report prepared by Charlie Earl and Jerry Weed on their independent evaluation of the Department of Public Works. I appreciate the opportunity to have the department evaluated. The department looks forward to improving how we do work and is ready to implement the changes recommended in the report. Several of the recommendations have already been initiated. Others will take time and a long term commitment for implementation. Following is a point by point response to each of Charlie Earl's and Jerry Weed's recommendations: Organization and Management Structure . Describe the Public Works Director's responsibilities and Board expectations for the position. Assign 'County Engineer' title to the Director. . Enclosed is a revised organization chart based on the recommendations in the report. Also enclosed is a resolution for the Board to adopt the organizaton change. I would like to meet with the Board sometime after the first of the year to go over specific expectations. Create a Deputy Director for Engineering position and make it accountable for capital projects and the official manager of the engineering staff . The revised organization chart includes the change. . Determine Solid Waste staffing needs, . The 1994 Preliminary Budget includes proposals for solid waste staffing. The budget provides for a solid waste manager position, staff support, transfer station personnel and 100% Recycled Paper VOL 1 9 rA['~ on "1 97 drop box site personnel. Total f.t.e.'s for 1994 are 7.32 compared to 8.23 in 1993 and 7.86 in 1992. . Develop an office facilities plan and facilities maintenance plan. . Facilities staff are currently developing a six year repair and maintenance plan that identifies specific needs beyond routine custodial maintenance. Office facility needs, in particular space needs, have been previously identified but have not been developed into complete plan. The report highlights the need to consolidate Public Works Department staff in one location. We are currently looking at the possibility of using the Multipurpose building when Community Action and Community Counseling move out the building. . Improve workload information and efficiency statistics by adding facilities, road system, and fleet data. . Public Works has prepared quarterly reports for several years. This past year the report has shifted to reporting more statistical information along with information on specific projects and accomplishments. Compared to other county departments and other counties, we are setting the example. Based on the report, additional information will be reported. Additionally, the department will be improving processes through quality improvement techniques this coming year. . Expand Board/Department communication opportunities. . A meeting to discuss projects has been scheduled for December 17. This is an opportunity to discuss projects, alternatives and priorities. A draft schedule for these meetings will be prepared for review at this meeting. . Provide the Board with alternatives when making specific recommendations. . This particular recommendation is a high priority because of the need to make decisions timely and to keep work plans on track. The department will prepare reports on projects identifying alternatives to consider and the associated recommendations. As was pointed out in the report, it is very easy for technical staff to settle in on a preferred alternative without providing the background data. The three questions we need to address are "Why at all?", "Why now?", and "Why this way?". This will lead to better communication, decision making and build trust. Project Management . Develop the annual work program in close communication with the Board. . The report identified a series of events that need to take place on an adopted schedule. Most of these are set by statute. A calendar of events will be prepared along with regularly scheduled meetings to ensure work programs are communicated. . Assure the sufficiency of engineering resources when projects are authorized. . The report criticized the department for not completing road projects that had been authorized. The report showed that resources traditional1ly allocated for road projects have VOL 19 r~U 00 ~~t~'j8 been diluted because of permit and development related activities, and non-road capital projects. It is unrealistic to set expectations to get these road projects done without providing the needed resources, staff or consultants, to be able to do the project design and administration. By developing resource needs criteria, such as suggested in the report, resource needs can be identified. This will provide a benchmark for the department as well as help set expectations for results. . Schedule Board/Department monthly meetings to address the road construction program including priority setting, budgeting, project authorization, and status reviews. . As stated above, an annual calendar of events along with regularly scheduled review meetings will be prepared. Use road fund reserves as a funding source to accelerate projects. . Over the past few years we have anticipated severe cuts in federal forest fund payments. Congress has authorized payments at a percent of historical levels rather than based on actual harvesting resulting in higher payments than budgeted. This in turn has built up the fund balance. This allows for authorizing of projects that otherwise would have to wait for state or federal grants. The process of setting priorities will help to identify projects for accelerated scheduling. Financial Controls and Management . Provide the Board a Road Department budget in the same format as other county departments. . The road fund budget is prepared in essentially the same format as other department budgets with exception that salaries are combined together making it impossible to identify specific positions. Each year the department prepares an annual work plan to apportion staff resources to different budgets managed by the department. As a supplement to the budget, exhibits will be prepared to identify staffing for each division. We would like to work with the Board to provide the information in a way that is satisfactory. Communicate ER&R charges to the departments in writing when equipment is acquired. . We will be implementing this recommendation with the 1994 budget. . Perform periodic inventories of storerooms, stockpiles, and equipment by accounting personnel. . We will be implementing this recommendation with the close out of 1993's books. Communicate purchasing policies and document spot checking of prices. . An update to the county purchasing ordinance is being prepared by Public Works at this time. Upon adoption, internal procedures will be updated and communicated to the department. In addition, random checks on purchases will be made to review pricing of merchandise and services. ','01- 19 rM' 00 '? 199