American Public Works Association -...
Transcript of American Public Works Association -...
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Stormwater
• Rain or snow that runs off pavement, rooftops & lawns
• Water enters streams, rivers & oceans with pollutants
Steven W. Hicks, Director Transit, Utilities, and Public Works
Mid-Atlantic Chapter Conference May 8-10, 2013
Meeting Citizen’s Expectations
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Overview
• Starting as New Director • Petersburg Profile • Public Works Profile • Organizational Structure • Challenges • Core functions of Public Works • First year initiatives • Adjusting Leadership Styles • Safety, Collaboration, and Customer Service • How are we meeting customer’s expectations
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Starting as New Director
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“Being a Director has also this great drawback, that if we pursue it we must direct our lives in such a way as to please the fancy of men, avoiding what they dislike and seeking what is pleasing to them”.
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Starting as New Director
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“The reality is, if you can not resolve or be responsive to City Council’s or City Manager’s concerns in a decisive and timely fashion, the perception is that your not taking care of everybody else’s concerns.”
Perception is reality. And in some cases the hidden truth.
Bottom line – When we talk about our Customers, they are the ones who decides if we are meeting “Citizen’s Expectations”
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Starting as New Director
• Started March 5, 2012
• Prior Experience – VDOT and James City County
• First Director since July 2001
• City Engineer was acting for 11 years
• Had three acting division heads
• Eleven key vacant positions
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Petersburg Profile
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• Budget FY14 - $95M
• 29,000 square miles
• 32,420 in population (+2.35%)
• 7 Council Members
• 750 employees
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City’s Mission and Goals
MISSION A city rich in history, dedicated to providing superior services and promoting community pride.
GOALS To create and maintain… 1) a clean city 2) a safe city 3) a customer service centered city. 4) a results driven city
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Public Works Profile
• Budget FY14 - $27M • 205 employees • 365 lane miles • 5 MGD • 19 sewer pump stations • 2 water pump stations • 5 water tanks • 3,900 acres to maintain • 685,000 transit passengers
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Director
City Engineer
Stormwater Management
Land Development
Traffic Engineering
Transit Street
Operations
Solid Waste
Grounds
Cemetery
Fleet Services
Facilities Utilities
Water
Sewer
Billing
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Challenges
• Key positions not filled
• Personnel issues
• 40 temp agency employees full-time
• Aging infrastructure (Street, Facilities, Utilities)
• Identify what we need to do great
• Old vehicles and equipment (no replacement program)
• No Capital Improvement Program (CIP)
• No technology (Emails, GIS, Phones)
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Challenges
• Many initiatives (how to narrow them down)
• Elected officials
• Other departments
• The community
• Restore credibility
• Media
• Environmental regulations
• Policy, Programs, and Projects
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Core Functions – we must do great!
1) Potholes 2) Trash and Bulky Pick-up (Litter) 3) Drainage 4) Mowing 5) Traffic Signals
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Kitchen Conversations
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Core Functions – we must do great!
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• Core functions – we must do great! Not good
• If you can’t take care of this, how can Citizens trust you to support, CIP, SWM fees, and increase water and sewer rates
• It is not the Alligators that will kill you, but the mosquitos
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Core Functions – we must do great!
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• Citizens are forgiving when we have a water line break and need to close the road for repairs. They get it. They know we cannot predict this. It’s like a flat tire
• They are not forgiving when there has been a pothole on Washington Street for 5-days, or their trash has not been picked-up
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First Year Initiatives
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• City-wide trash, recycling and bulk service (11,200 customers) • Stormwater Utility Fees • Right of Way Permit Fees and Policy • 5-year CIP • Pavement Schedule • Utility Fee increase (14.3%) • Cemetery Fee increase • Increase reliability and frequency of transit services
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Adjusting Leadership Styles
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What leadership style works best for me and my organization? There are many leadership styles from which to choose
• Autocratic • Bureaucratic • Laissez-faire • Democratic
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Adjusting Leadership Styles
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Not everything old was bad and not everything new is good Different styles are needed for different situations and each leader needs to know when to exhibit a particular approach I used all of the four leadership styles to achieve the organization’s goals and objectives.
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Autocratic Leadership Style
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• The classical approach
• Manager retains as much power and decision-making authority
• Does not consult staff, nor allowed to give any input
• Staff expected to obey orders without receiving any explanations
• Structured set of rewards and punishments
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Autocratic Leadership Style
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• Greatly criticized during the past 40 years
• Generation X and Y (Bee hive generation) staff highly resistant
Autocratic leaders:
• Rely on threats and punishment to influence staff
• Do not trust staff
• Do not allow employee input
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Autocratic Leadership Style
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Not all bad:
• Sometimes the most effective style to use
When:
• New, untrained staff don’t know which tasks to perform or which procedures to follow
• Limited time in which to make a decision
• Work needs to be coordinated with another department
or organization
• A manager’s power is challenged by staff
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Autocratic Leadership Style
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Should not be used, when:
• Staff become tense, fearful, or resentful
• Staff expects their opinions heard
• Low staff morale and high turnover
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Bureaucratic Leadership Style
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• Manages “by the book”
• Everything done according to procedure or policy
• If not covered by the book, referred to the next level above (delegate up)
• Enforces the rules – police officer, accountants, inspectors
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Bureaucratic Leadership Style
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Most effective, when:
• Staff performing routine tasks over and over
• Staff needs to understand certain standards or procedures
• Safety or security training conducted
• Staff performing tasks that require handling cash
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Bureaucratic Leadership Style
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Ineffective, when:
• Work habits form that are hard to break, especially if they are no longer useful
• Staff lose their interest in their jobs and in their co-workers
• Staff do only what is expected of them and no more
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Democratic Leadership Style
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• Also known as participative style
• Encourages staff to be a part of the decision making
• Gathers information from staff before making a decision
• Keeps staff informed about everything that affects their work and shares decision making and problem solving responsibilities
• Staff like the trust they receive and respond with cooperation, team spirit, and high morale
• Allows staff to establish goals and deadlines
• Promotes within the organization
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Democratic Leadership Style
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Most effective, when:
• Highly skilled or experienced staff
• Implementing operational changes that affect staff
• A large or complex problem that requires lots of input to solve
• Want to encourage team building and participation
• Want to provide opportunities for staff to develop a high sense of personal growth and job satisfaction
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Democratic Leadership Style
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Ineffective, when:
• Not enough time to get everyone’s input
• Easier and more cost-effective for the manager to make the decision
• Can’t afford mistakes
• Manager feels vulnerable or threatened by this type of leadership
• Staff safety is critical concern
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Laissez-Faire Leadership Style
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• Also know as the “hands-off” style
• The manager provides little or no direction and gives staff as much freedom as possible
• All authority and power given to the staff and they determine goals, make decisions, and resolve problems on their own
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Laissez-Faire Leadership Style
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Most effective, when:
• Staff highly skilled, experienced, and educated
• Staff has pride in their work and the drive to do it successfully on their own
• Outside experts, such as staff specialists or consultants used
• Staff trustworthy and experienced
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Laissez-Faire Leadership Style
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Ineffective, when:
• Staff feel insecure at the unavailability of a manager (Gen X & Y)
• The manager cannot provide regular feedback to staff on how well they are doing
• Managers unable to thank staff for their good work
• The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her
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Petersburg Public Works Leadership Style
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• Creates and sustains a context that maximizes resource’s capabilities (staff and dollars)
• Facilitate multiple levels of transformation; and
• Align them with core values and a unified purpose (visibility)
Make change happen in:
• Self,
• Others,
• Groups, and
• Community
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Petersburg Public Works Leadership Style
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• Emphasizes and expects accountability and credibility
• Generate shared and innovative responses and solutions
• Facilitate collaboration and synergism – working with and through other people instead of bowing to authoritarianism
• Rethinking systems to introduce change on parts of the whole and their relationship to one another
• Endorses alteration “change”
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Petersburg Public Works Leadership Style
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• Must have mutual respect
• Put staff needs first
• Fostering synergy and reinforcing behavioral change
• Communicate clear expectations
• Create a climate of trust and confidence – very important
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Guiding Principles
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Safety Collaboration
Customer Service
Engineering
Transit
Street Operations
Utilities
Facilities
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Guiding Principles
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• Safety – Zero Tolerance (Employees and Citizens) • We are in the business of providing safe and clean drinking water • We are in the business of each mile traveled, the journey is safe
• Collaboration – Resolve issues by using everyone’s talent • That includes your customers, engage them – let them know the
problem and they will assist in the solution
• Customer Service – Be responsive and accessible • Listen, Listen, Listen… • Know your customer
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How are we meeting Customers’ Expectations?
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• Embraced the City’s mission, vision, and strategic plan
• Walk the walk and talk the talk – Leadership Matters!
• We have to be authentic – you have to tell people the truth
• Reorganization - Consolidated Grounds with Street Operations and moved individuals in the right positions – this is on-going
• Increasing professionalism – must be respectful to all customers
• Project Management – On time and On budget (include your customers)
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How are we meeting Customers’ Expectations?
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• CIP – City Manager’s initiative, which tells the story, but manages expectations
• Business Tools – IT, GIS, Asset Management, and the right equipment
• Core functions – we must do great. Not good
• Take care of the low hanging fruits
• Transparent – engage the community in our decision process
• We will return your call in 24-hours
• We will respond to your letter and emails
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How are we meeting Customers’ Expectations?
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Established Workforce Goals :
• Value diversity – Continue to strive to provide opportunities and value diversity in the City’s workforce.
• Recognition – Establish a recognition program that recognizes an Employee of the Month, Employee of the Fiscal Year, and Safety Awards for those who did not have an accident for the Fiscal Year
• Communication – Management team are to meet with employees regularly to listen and determine what is working well
and what is not
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How are we meeting Customers’ Expectations?
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Established Workforce Goals :
• Annual Safety Rodeo – Allow employees to demonstrate their skills and knowledge while being safe
• Career Ladders – Work with Human Resources to identify employee growth potential, future needs and trends
• Training and Development – Encourage individual growth and career development plans. Provide opportunities for
cross-training and on-the-job training.
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Stormwater
• Rain or snow that runs off pavement, rooftops & lawns
• Water enters streams, rivers & oceans with pollutants
Steven W. Hicks, Director Transit, Utilities, and Public Works
Mid-Atlantic Chapter Conference May 8-10, 2013
Questions???
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