I served as the Strategic Planning Coordinator for the City of Largo and developed this during our Accreditation improvement phase.

1. 1
DRAFT

2. City of Largo, Florida
Mayor and City Commission:
Patricia S. Gerard, Mayor
Harriet K. Crozier, Vice Mayor
Gigi Arntzen
Mary Gray Black
Gay K. Gentry
Andrew W. Guyette
Rodney J. Woods
Norton W. Craig, City Manager
Alan S. Zimmet, City Attorney
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3. 3
City of Largo, Florida
Department of Public Works
Strategic Plan
2008­2010

4. Table of Contents
Letter from the Director of Public Works 5
Introduction 6
Mission, Vision, and Values Statements 7
Public Works Guiding Principles 8
Organizational and Community Profile 9
SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis 11
Department­Wide Goals & Objectives 12
Facility Management Goals & Objectives 14
Fleet Management Goals & Objectives 15
Solid Waste Goals & Objectives 16
Streets & Drainage Goals & Objectives 17
Acknowledgments 19
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5. City of Largo, Florida
Post Office Box 296, Largo, Florida 33779­0296
Department of Public Works
Brian Usher, Director
E-Mail: busher@largo.com
(727) 586-7418
FAX (727) 587-6780
September 18, 2007
Norton W. Craig, City Manager
City of Largo
Largo, Florida
Dear Mr. Craig:
I am pleased to present you with the 2008­2010 Public Works Strategic Plan. This document outlines the
goals, objectives, and mission of the Department of Public Works for the next three years. It was created
through careful involvement of our entire staff and provides for a department wide direction.
This document was created to fulfill the requirements of the American Public Works Association
Accreditation Program, in whose manual it is identified that all Public Works Departments shall perform a
Strategic Planning process in order to determine their needs and direction for the near to distant future. As
such, this Strategic Plan was included in the normal process of improving this department to meet the
requirements set out for APWA Accredited Agencies. The process proved to be a valuable one as well as
being rewarding for the employees involved.
I would like to thank the Public Works Management Staff, who served in the capacity of an Accreditation
Steering Committee, as well as the rest of the members of the Strategic Planning Committee. Their time,
work, and ideas, were invaluable to the creation of this document.
In the spirit of government accountability and fiscal responsibility, while at the same time serving the needs
of a growing citizenry and a thriving community, it is hoped that this Strategic Plan will provide a definitive
road map for this department to provide superior services that enhance the quality of life and community
pride forward into the next decade.
Sincerely,
Brian Usher
Director of Public Works
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6. Introduction
The City of Largo Public Works Department's Strategic Plan is a product of
the Department's improvements required to become an American Public
Works Association (APWA) Accredited Agency. The Plan is intended to provide
a Mission, Goals, and measurable Objectives for the Department to effectively
provide services to the City of Largo in the ensuing three years.
The Strategic Plan is not meant to be a daily service manual of functions
performed by the Department of Public Works. However, it is meant to be a
planning document for the Department to more effectively and efficiently
provide its daily services in the future. It is expected that this document will
assist the Department in achieving the Citywide Mission of “providing
superior services” with a clear direction and measurable benchmarks.
The Strategic Plan will be reviewed on a yearly basis by the Public Works
Strategic Planning Committee (PWSPC). At which time it will be revised and
progress reported on through the Department of Public Works Annual Report.
This Report will be provided to the City Commission and the Public at the end
of each consequent Fiscal Year beginning in September of 2008.
The Strategic Planning Committee is mandated by Public Works Policies and
Procedures to review, revise, and recommend a Strategic Plan on a regular
basis. The Committee is chaired by the Department's Management Analyst
and is composed of Public Works employees. All members are appointed by
the Director of Public Works.
The Division Goals and Objectives in this Strategic Plan were formulated with
input from committees composed of employees in each division from various
levels of the organization. The individuals that served in this capacity are
listed on the final page of this document.
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7. Mission, Vision, and Values Statements
Mission:
Establish, support, and maintain reliable and efficient services.
Vision:
The Public Works Department will:
− serve as an organizational leader within the City of Largo by providing reliable and
efficient services.
− act as a resourceful leader in providing support services to the community.
− be first responders in servicing, supporting, and educating the community.
− respond to current and future needs through creativity and innovation in order to
maintain and enhance the community's essential life services.
Values:
Teamwork – Working among and within the Public Works Department and external
departments or partners to effectively provide quality services.
Pride – Self­Respect through confident job performance.
Communication – Providing the right information, to the right people, at the right time.
Respect – Acknowledging the work of others and treating them with dignity.
Professionalism – Conducting oneself by the values of the Public Works Department and the
City of Largo.
Equity – Fairness to all employees, divisions, or departments.
Dynamic – Fulfilling ones mission using innovation, creativity, and direction.
Responsible – Holding oneself accountable to their own actions.
Skill – The ability to perform work necessary through proper training.
Adaptability – Cheerfully fulfilling new and challenging tasks at a moments notice.
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8. Guiding Principles
of the City of Largo Public Works Department
1. Provide Safe & Efficient Equipment for City Employees to Achieve their Goals.
2. Provide a Clean & Healthy Community for our Citizens
3. Provide our Customers with Services as Efficiently and Safely as Possible.
4. Function as a Unified Department
5. Protect Largo's Environment
6. Reach Environmental Sustainability in the City's Facilities
7. Maintain the City's Infrastructure
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9. Organizational and Community Profile
The Largo Public Works Department currently is composed of a staff of over one hundred and fifty
(150) employees. This includes Professional, Technical, and Support positions. The Department
is broken into five separate Divisions: Administration, Facilities Management, Fleet Management,
Solid Waste Services, and Streets & Drainage. Each division is then divided into programs
determined by the type of work they do within each. Facilities Management has three programs:
Facilities Maintenance, Custodial Support, and Communications. Fleet Management has two
programs: Fleet Services and Auto Parts & Stores. Solid Waste Services has five: Administration,
Commercial, Roll­Off, Residential Curbside and Residential Support. Finally, Streets & Drainage
has two: Streets Maintenance and Drainage Maintenance. Each Division is coordinated by a
Manager­level staff member who then reports directly to the Director of Public Works.
The Public Works Complex is located on 1000 2nd
St SE adjacent to Largo Middle School. There
are three buildings in the complex, in which Administration, Fleet Management and Facilities
Management house the middle and largest one, Streets & Drainage to the south, and Solid Waste
Services to the North. Public Works also operates a Recycling Center on Starkey Road, which
serves as a Residential drop off for recyclable materials, a cleaning bay for garbage trucks, and a
yard to store dumpsters.
Department Responsibilities and Duties
The Public Works Department provides Solid Waste disposal services, internal Fleet maintenance,
internal Facilities maintenance, and community­wide Streets and Stormwater maintenance. The
Solid Waste division provides Commercial Roll­Off, Commercial Dumpster, Residential Curbside,
and Residential Pick­up services to the Citizens of Largo, as well as provides Recycling programs
for the community. The Fleet Management division provides maintenance to the over 500 vehicles
in the City of Largo fleet. Facilities Management is responsible for the various facilities that
house City of Largo government functions currently, and provide design/build assistance for
those set to be built in the future. Finally, Streets & Drainage takes care of the various
transportation outlets, street lights, stormwater ditches, and drainage corridors within the city
limits.
Overall, the Department is also responsible for Disaster Recovery in the event of a major
emergency such as a hurricane or other natural event. In cooperation with the Police and Fire
Rescue Departments, Public Works handles the debris removal, property damage assessment,
utility maintenance, and street clearing in the recovery stage of a major event.
Geography and Demographics
Largo is located in central Pinellas County, and is bound to the east by Tampa Bay, and to the
west by the Gulf of Mexico. Its central location, proximity to Tampa and the Gulf beaches, and its
friendly atmosphere make Largo an ideal residential community.
Incorporated in 1905, the City of Largo has experienced remarkable growth in population over the
past 40 years. In 1960, the population was 5,302. By 1970, it had increased dramatically to
22,300, partially resulting from a vigorous annexation program. The decades of the 1970's and
1980's saw a steady and substantial increase in Largo's population. By 1980, the City population
was 58,977, in 1990, the population reached 65,690, and in 2005 was 74,992.
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10. Largo is within commuting distance of the University of South Florida located in Tampa and St.
Petersburg, the Stetson University College of Law in St. Petersburg, and the University of Tampa,
located in Tampa. Within Pinellas County, there are additional institutions of higher learning,
including Eckerd College and St. Petersburg College. The Pinellas County School Board provides
opportunities for adult education through the Pinellas County Technical Education Center.
Within the Largo City Limits there are two colleges: Florida Central College and Schiller
International University; a High School: Largo High School; a Middle School: Largo Middle School;
and eight Elementary Schools.
Largo is central to a number of sporting events and venues, including: the Tampa Bay Devil Rays,
the Tampa Bay Buccaneers, the Tampa Bay Lightning, the Tampa Bay Storm, the Clearwater
Threshers, the Dunedin Blue Jays, and the St. Petersburg Devil Rays.
Government Organization
The City of Largo government is established by the Largo City Charter. The Charter calls for a
Commission of seven citizens who serve as the City's governing body. Amongst the City
Commission is a Mayor, and six Commissioners, all elected by the city at­large. The City
Commission serves as the legislative and policy body for the City of Largo. The City Commission
appoints the City Manager who serves as the Chief Executive and Administrative Officer. The City
Manager works with the City Commission to implement policy directives and to recommend
annual budgetary needs.
The City Manager is responsible for appointing the City Attorney, the City Clerk, Assistant City
Managers, and all Department Directors. Currently there is two Assistant City Managers and
nine Department Directors.
Financial Profile
The Public Works Department has an Operating Budget for Fiscal Year 2008 of $21,145,800.
These funds are broken out into four funding sources. The General Fund provides monies for
Public Works Administration, Facilities Management, and Streets Maintenance. Drainage
Maintenance is funded through a Stormwater Utility Fee. Solid Waste serves as an Enterprise
fund, and charges fees for its various services. Finally, Fleet Management serves as an Internal
Service Fund, charging other departments for fleet maintenance services throughout the year.
The Fiscal Year 2008 to 2013 Capital Improvement Program (CIP) totals $248,070,000 out of
which $1,270,000 is designated for Public Works functions. The City of Largo currently uses a
Biennial Budgeting process and in so doing, provides a six­year Capital Improvement Plan. The
City is changing this Fiscal Year to an Annual Budget Process and a Five­Year Capital
Improvement Program. The CIP must be submitted to the City Commission before March 1 of
each year, and the Budget must be submitted before July 1.
Regulatory Environment
LOCAL: Pinellas Co. Charter and Ordinance Code, Largo City Charter, Largo Code of
Ordinances, and Commission Directives.
STATE: Florida State Constitution, Statutes, and Administrative Code.
FEDERAL: United States Constitution and Code
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11. S.W.O.T. Analysis
(Strengths, Weaknesses, Opportunities, and Threats)
Strengths:
Good Management
Quality of Workmanship
Customer Respect from Quality Service
Quality of Vehicles and Equipment
Experience and Job Skills
Departmental Teamwork
Individual Leadership
Qualified Staff at all Tiers of the Organization
Supervisory Concern for Employee Well­Being
Implementation of Technology Provided
Weaknesses:
Physical Disconnection with City Hall
Staffing Levels
Current Technology
Internal Communication
Large Supervisory Staff
Lack of Resources to fulfill Citizen Needs
Lack of Professional Development and Advancement Opportunities
Autonomy of Divisions
Time Necessary to Provide Desired Results
Opportunities:
APWA Accreditation Process
CAFM Work Order Management Technology
Available Skilled Workers from Employment Downturn
New Technology
Grants
New Processing Options
Certifications and Training
Commission and Administration Support
Outsourcing of Functions
Threats:
Property Tax Reform
Outsourcing and Budget Cuts
Competition with Privatized Services
Weather Fluctuations
Rising Costs of Material and Labor
Decline of Service Levels
Citizen Attitudes & Perception
Changing Markets and County Direction
Over­growth and Over­development Strain on Infrastructure
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12. Goals & Objectives for FY 2008­2010
Goals are listed with corresponding objectives below. Each Goal is connected to a Guiding Principle.
This is denoted by (GP­X), X being the number of the Guiding Principle to which the goal is connected.
Department­Wide:
Goal 1: Achieve and Maintain the status of an APWA Accredited Agency (GP­ 4)
Objective 1: Site Visit by APWA Review Team done by Second Quarter FY 2008 and
Accredited Agency Status Granted by Fourth Quarter FY 2008
Objective 2: Self Assessment using Sixth Edition of APWA Manual completed by Third
Quarter FY 2009
Objective 3: Compile Comprehensive Public Works Standard Operating Procedures Manual
by First Quarter FY 2009
Objective 4: Complete FY 2011­2013 Strategic Plan Update by Second Quarter 2010
Goal 2: Maintain Routine Maintenance (GP­ 1, 2 & 7)
Objective 1: Establish Measurable Routine Service Levels by Third Quarter FY 2008
Objective 2: Complete Capability Study of Department by Second Quarter FY 2009
Objective 3: Create Maintenance Schedule based on Service Levels by First Quarter FY 2009
Goal 3: More Accurately Budget for Public Works Programs (GP­ 3)
Objective 1: Update Costs of Service on Annual Basis during Budget Process
Objective 2: Define Public Works Programs by Fourth Quarter FY 2008
Objective 3: Develop Program Based Budget Request by First Quarter 2010
Goal 4: More Efficiently Complete Service Requests (GP­ 3)
Objective 1: Develop Verifiable and Comprehensive Tracking System of all Service Requests
by First Quarter FY 2009
Objective 2: Evaluate Service Level Response Times on an Annual Basis
Objective 3: Implement Customer Satisfaction Survey by Second Quarter FY 2009
Goal 5: Improve Inter­Divisional Cooperation (GP­ 4)
Objective 1: Implement Quarterly Department Supervisors and Office Staff Business
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13. Meetings
Objective 2: Create and Implement Staff Activities Program by Second Quarter FY 2009
Objective 3: Develop Internal Employee Recognition Program by Fourth Quarter FY 2009
Goal 6: Improve Marketing of PW Functions (GP­ 2)
Objective 1: Develop Materials for New Resident Packets by Second Quarter FY 2009
Objective 2: Create Information “Spot” to provide Public Works Information by Fourth
Quarter FY 2009
Objective 3: Develop Department Communications & Marketing Plan by First Quarter FY
2010
Goal 7: Make the City more Environmentally Friendly (GP­ 5)
Objective 1: Expand Green Team from Internal to Internal/External Program by Fourth
Quarter FY 2009
Objective 2: Develop Community Education Program by Second Quarter FY 2010
Objective 3: Increase use of Recycled Materials for City Business by Fourth Quarter FY 2010
Goal 8: Quality Assessments (GP­ 4)
Objective 1: Implement Performance Measures System by Fourth Quarter FY 2008
Objective 2: Implement “Golden Thread” Program and Market to Employees by First Quarter
FY 2009
Objective 3: Develop Evaluation Process for Project Re­Work by First Quarter FY 2010
Goal 9: Improve Internal Professional Development (GP­ 4)
Objective 1: Develop and Implement Comprehensive Professional Development Plan for
Public Works Employees by Fourth Quarter FY 2008
Objective 2: Reevaluate Performance Development Opportunities on an Annual Basis
starting First Quarter FY 2009.
Objective 3: Develop Succession Planning Model for Department by First Quarter FY 2010
Goal 10: Serve as County, State, and Nation­Wide leader in the Public Works
Profession (GP­ 4)
Objective 1: Develop Department Speakers Bureau by Fourth Quarter FY 2009
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14. Objective 2: Increase number of Staff with Leadership Positions in Professional
Organizations by Fourth Quarter FY 2010
Objective 3: Increase number of Employee Certifications by Fourth Quarter FY 2010
Objective 4: Increase Department Participation in Local or Regional Community
Organizations by Fourth Quarter FY 2010
Facility Management Division:
Goal 1: Fully Staffed Facility Management Division (GP­ 6)
Objective 1: Determine appropriate staffing level using National Standards by Fourth
Quarter FY 2008
Objective 2: Perform Analysis of Staffing against Service Measurements and Finances by
Third Quarter FY 2009
Objective 3: Revise Staffing Schedule to coincide with Facility Open Time by First Quarter
FY 2010
Goal 2: Improve Communication to Internal and External Customers (GP­ 3)
Objective 1: Implement Training Session on Facilities Operations during New Employee
Orientation by Third Quarter FY 2008
Objective 2: Establish a Construction Review Committee to review and approve all new
Construction Projects by Fourth Quarter FY 2008
Objective 3: Establish and Maintain a Communications System to Facility Management from
Internal Customers by Second Quarter FY 2009
Goal 3: Integrate Technology that will Improve Repair and Maintenance Functions
(GP­ 3)
Objective 1: Establish Workstation Terminal for Employees to Access for Job­Related duties
by Fourth Quarter FY 2008
Objective 2: Integrate Computer Aided Facility Management (CAFM) Software by Third
Quarter FY 2009 and Train City Employees
Objective 3: Begin replacement program to upgrade current equipment to meet industry
standards by Fourth Quarter FY 2009
Goal 4: Improve Sustainability of Buildings (GP­ 6)
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15. Objective 1: Establish a Construction Review Committee to review and approve all new
Construction Projects by Fourth Quarter FY 2008
Objective 2: Implement Training Session on Facilities Operations during New Employee
Orientation by Third Quarter FY 2008
Objective 3: Establish a Life Cycle Database for Current Facilities by Fourth Quarter FY
2010
Goal 5: Update and Improve upon Service Measures (GP­ 3)
Objective 1: Perform an Organizational and Management Study to Determine accurate
Service Measures by Fourth Quarter FY 2008
Objective 2: Conduct Annual Service Measure Audits to determine current Service Levels
Objective 3: Perform Internal Customer Service Satisfaction Survey by Fourth Quarter FY
2010
Fleet Management Division:
Goal 1: Document and Reduce Vehicle Downtime (GP­ 1)
Objective 1: Develop Measurement Standard for Vehicle Downtime by Second Quarter FY
2008
Objective 2: Document and Measure use of the “Fast Lane” by Second Quarter FY 2008
Objective 3: Perform a Parts Inventory Analysis by First Quarter FY 2009
Goal 2: Improve Communication with other Divisions and Departments (GP­ 4)
Objective 1: Hold Quarterly Cross­functional Department Meetings by First Quarter FY
2008
Objective 2: Check feasibility, and implement if possible, emailing information to Police
Cruiser Computers directly by Third Quarter FY 2008
Objective 3: Use Gasboy (Fuel Management System) to flag all vehicles for Preventative
Maintenance Service by First Quarter FY 2009
Goal 3: Keep Accurate Inventory of Fleet and Parts (GP­ 1)
Objective 1: Implement Barcode Scanning System for Parts by Fourth Quarter FY 2008
Objective 2: Perform a Parts Inventory Analysis by First Quarter FY 2009
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16. Objective 3: Populate the RTA Vehicle Information Database by the First Quarter FY 2010
Goal 4: Create and Implement New Vehicle Replacement Program (GP­ 1)
Objective 1: Perform a One­on­One Review of Each Vehicle with Each Department by Fourth
Quarter FY 2008
Objective 2: Review and Modify Vehicle Analysis Worksheet by Fourth Quarter FY 2008
Objective 3: Perform Life­Cycle Cost Analysis for Each Vehicle by First Quarter FY 2009
Goal 5: Shop Reorganization and Re­Vamp (GP­ 3)
Objective 1: Form an Internal Safety Team by First Quarter FY 2008
Objective 2: Reorganize the Fleet Garage to Improve the Work Environment by Fourth
Quarter FY 2009
Objective 3: Identify Specialty Areas and associate Employees with each area by First
Quarter FY 2009
Solid Waste Division:
Goal 1: Develop Tracking and Routing System for all Solid Waste Programs (GP­ 3)
Objective 1: Investigate and gather local tracking information from surrounding
Municipalities and Counties by Second Quarter FY 2008
Objective 2: Develop RFQ or RFP for Tracking and Routing System by Second Quarter FY
2009
Objective 3: If Available and Affordable, Implement Tracking and Routing System by Fourth
Quarter FY 2009
Goal 2: Improve Solid Waste Efficiency, Effectiveness, and Succession Planning
(GP­ 4)
Objective 1: Perform Internal Employee Survey to review departmental structure and
organization by Second Quarter FY 2008
Objective 2: Perform an Organizational Review of the Division by Second Quarter FY 2009
Objective 3: Develop Internal Succession Plan (with the help of Human Resources) by
Second Quarter FY 2009
Goal 3: Budget for Solid Waste by Program or Service (GP­ 3)
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17. Objective 1: Define Services Provided by Solid Waste by Second Quarter FY 2008
Objective 2: Determine Cost for Each Service/Program by First Quarter FY 2009
Objective 3: Develop Program/Service Based Budget for Solid Waste by Fourth Quarter FY
2009
Goal 4: Fully Automated Residential Collection System (GP­ 2, 3 & 5)
Objective 1: Perform an Analysis on Fully Automated Residential Collection by Fourth
Quarter FY 2008
Objective 2: Perform a Feasibility Study for Single Stream Recycling by Third Quarter FY
2009
Objective 3: Perform a Feasibility Study for a “Pay As You Throw” program by Second
Quarter FY 2010
Goal 5: Review Current Solid Waste Equipment (GP­ 1)
Objective 1: Perform a Complete Evaluation of current Equipment with Fleet Management
by Third Quarter FY 2008
Objective 2: Develop Reporting Programs between Solid Waste and Fleet Management for
Preventative Maintenance and current Repair Status by First Quarter FY 2009
Objective 3: Develop Purchase Requests using Objective 1 to recommend Purchase Requests
of Solid Waste Equipment annually.
Streets & Drainage Division:
Goal 1: Increase Professionalism and More Accurately Present Division Function
(GP­ 3)
Objective 1: Define Services Provided and Market Level Baselines with Division
Improvements by Fourth Quarter FY 2008
Objective 2: Increase Number of Employees who participate in Applied Associates Degree
Program at St. Petersburg College by Fourth Quarter FY 2010
Objective 3: Develop Sign Maintenance Program by Fourth Quarter FY 2009
Goal 2: Improve Internal Communication (GP­ 4)
Objective 1: Put on a “Streets & Drainage Day” for the City Commission, Advisory Board and
Administration to educate them on Division Functions by Fourth Quarter FY
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18. 2008
Objective 2: Develop Policy for Disseminating Project Information between Division and
Other Areas by First Quarter FY 2009
Objective 3: Integrate Software to Track Project Information by Second Quarter FY 2009
Goal 3: Develop Database of NPDES Measures (GP­ 2, 5 & 7)
Objective 1: Perform Study of Existing Stormwater Conveyance Systems by Fourth Quarter
FY 2008
Objective 2: Obtain Closed Circuit Television Truck and Software to adequately Inspect
Stormwater Systems by Fourth Quarter FY 2009
Objective 3: Develop a Pro­Active Underground Maintenance Schedule by First Quarter FY
2010
Goal 4: Promote Employee Morale and Initiative (GP­ 4)
Objective 1: Develop a Weekly Heavy Equipment Training Schedule by First Quarter FY 2008
Objective 2: Create an Education and Training Availability Board in Streets & Drainage by
Second Quarter FY 2008
Objective 3: Develop and Implement Continuing Education and Training Program in
accordance with Public Works Professional Development Program by Fourth
Quarter FY 2008
Goal 5: Prepare More Effectively for Disaster Recovery Management (GP­ 2)
Objective 1: Create Disaster Preparedness Teams that comply with the Public Works EOP
and the City Comprehensive Emergency Management Plan by Second Quarter
FY 2008
Objective 2: Develop Annual Mock Disaster Drills with the assistance of Public Works
Administration and the Fire Rescue Department by First Quarter FY 2009
Objective 3: Develop and Implement an Advanced Safety Training Program by Second
Quarter FY 2010
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19. Acknowledgments
Thanks to the following staff who served as members of the Strategic
Planning Committee in 2007:
Brian Usher, Director of Public Works Charles R. “Chas” Jordan, Management Analyst
Anthony Hoston, Senior Foreman Brenna Barrett, Recycling Coordinator
Benjamin Boyd, Solid Waste Manager John Hamilton, Construction Project Supervisor
John Pittman, Senior Foreman Leo Smith, Fleet Services Supervisor
Michael Gordon, Senior Foreman Robert Nowak, Streets & Stormwater Superintendent
Shane Waeghe, Facilities Manager Valerie O'Brien, Executive Secretary
Virgil Wasko, Fleet Manager
Thanks to the following staff who assisted the Strategic Planning Committee
in developing Goals and Objectives for the Divisions of Public Works:
John Saben, Trades Foreman Dawn Rossi, Facilities Management Specialist
Oscar Russell, Senior Foreman Roger Francisco, Construction Project Technician
Benjamin Barnes, Mechanic I Kirk Bellinger, Mechanic II
Gregory Berquist, Master Mechanic Steven Chapman, Master Mechanic
Robert Chisholm, Storekeeper John Havelka, Lead Mechanic
Eric Walkup, Lead Mechanic Eric Floyd, Senior Foreman
Rodney Post, Senior Foreman Alan Alsfelder, Solid Waste Worker
Wes Carter, Solid Waste Driver Michael Estigo, Stormwater Technician
George Sargent, Foreman Edward Hale, Sign and Traffic Technician
David Doolittle, Spray Technician
The Department of Public Works also would like to acknowledge the members
of the Public Works/Environmental Services Advisory Board who have given
direction and represented the citizens in developing this Plan:
Mark Hunsinger, Chair Stella Pagano, Vice­Chair
James Davis Paul Friederich
James Hannon Robert Mizerski
William Wostbrock Cheryl Davis
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