City of East Peoria State of the City 2014Jill Peterson
Learn how East Peoria fared in 2013 and what's in the works for 2014, presented March 7, 2014 during the East Peoria Chamber of Commerce's Eggs & Issues breakfast meeting. Every city department reviewed accomplishments and detailed future projects.
City of East Peoria State of the City 2014Jill Peterson
Learn how East Peoria fared in 2013 and what's in the works for 2014, presented March 7, 2014 during the East Peoria Chamber of Commerce's Eggs & Issues breakfast meeting. Every city department reviewed accomplishments and detailed future projects.
City of Gold Coast - Draft Accessible and Inclusive City Action Plan 2013 - 2018City of Gold Coast
City of Gold Coast has developed the Draft Accessible and Inclusive City Action Plan 2013-2018 in consultation with community and stakeholders groups, with the aim to improve access for everyone of all abilities to the City's properties, services, programs, information, communication and employment processes.
The final endorsed Plan will be registered with the Australian Human Rights Commission.
15 015 citywide-right-of-way_maintenanceEduardo Luna
The City of San Diego (City) Strategic Plan defines the City’s mission as the following: “To effectively serve and support our communities.” To carry out that mission, the City must maintain a large and diverse inventory of infrastructure assets in the public right-of-way (ROW). ROW assets include streets, sidewalks, alleys, street and traffic lights, road signage, and water and sewer lines. The City relies heavily on its residents to identify and report maintenance needs, such as potholes, illegal dumping, and damaged sidewalks. As such, maximizing the City’s accessibility to residents is essential to the City’s ability to adequately maintain the ROW.
We surveyed 677 residents who recently submitted ROW service requests found that customer satisfaction could be improved from the current 63 percent satisfaction rate. Importantly, because the City provides more than 30 ROW maintenance services through multiple departments and divisions, it can be challenging for residents to identify the proper channel to submit their service requests. Our survey
respondents indicated that even though they frequently notice ROW maintenance needs, they rarely report them—four out of five respondents indicated that they report maintenance needs once a year or less. We found that the City can increase ease of reporting needs and improve customer satisfaction by centralizing customer service operations. Most large municipalities and jurisdictions in the United States and Canada have centralized customer service with a single phone number, website, and mobile app that are branded with 3-1-1, an easy-to-remember number reserved for municipal use.
City of Gold Coast - Draft Accessible and Inclusive City Action Plan 2013 - 2018City of Gold Coast
City of Gold Coast has developed the Draft Accessible and Inclusive City Action Plan 2013-2018 in consultation with community and stakeholders groups, with the aim to improve access for everyone of all abilities to the City's properties, services, programs, information, communication and employment processes.
The final endorsed Plan will be registered with the Australian Human Rights Commission.
15 015 citywide-right-of-way_maintenanceEduardo Luna
The City of San Diego (City) Strategic Plan defines the City’s mission as the following: “To effectively serve and support our communities.” To carry out that mission, the City must maintain a large and diverse inventory of infrastructure assets in the public right-of-way (ROW). ROW assets include streets, sidewalks, alleys, street and traffic lights, road signage, and water and sewer lines. The City relies heavily on its residents to identify and report maintenance needs, such as potholes, illegal dumping, and damaged sidewalks. As such, maximizing the City’s accessibility to residents is essential to the City’s ability to adequately maintain the ROW.
We surveyed 677 residents who recently submitted ROW service requests found that customer satisfaction could be improved from the current 63 percent satisfaction rate. Importantly, because the City provides more than 30 ROW maintenance services through multiple departments and divisions, it can be challenging for residents to identify the proper channel to submit their service requests. Our survey
respondents indicated that even though they frequently notice ROW maintenance needs, they rarely report them—four out of five respondents indicated that they report maintenance needs once a year or less. We found that the City can increase ease of reporting needs and improve customer satisfaction by centralizing customer service operations. Most large municipalities and jurisdictions in the United States and Canada have centralized customer service with a single phone number, website, and mobile app that are branded with 3-1-1, an easy-to-remember number reserved for municipal use.
The following presentation reviews the programs being instituted by the Membership Development Committee of the Grand Lodge of Florida for 2019 and 2020
This is a presentation delivered to the APWA Florida Chapter's Suncoast Branch on innovations currently available in pavement rejuvenation and preservation.
This course assists Community Managers in understanding the basic financial benefits of Pavement Preservation and continued maintenance of pavement assets.
This CAI Approved Course is intended to educate association managers on the basic scientific elements of pavement preservation and deterioration and ways to manage them over time.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Business Valuation Principles for EntrepreneursBen Wann
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6. Introduction
The City of Largo Public Works Department's Strategic Plan is a product of
the Department's process to continue to be 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 coming years.
The Strategic Plan is not meant to be a daily service manual of functions
performed by the Department of Public Works. 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.
This Strategic Plan will be reviewed on an annual basis by the Public Works
Strategic Planning Committee (PWSPC). At that time it will be revised and
progress reported on through the Annual Report. This Report will be
provided to the City Commission and the Public at the end of each
consequent Fiscal Year.
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.
Page 5
8. Organizational and Community Profile
The Largo Public Works Department currently is composed of a staff of roughly one hundred and
fifty (150) employees. This includes Professional, Technical, and Support positions. The
Department is divided into five separate Divisions: Administration, Facilities Management, Fleet
Management, Solid Waste, and Streets & Stormwater. Each division is then divided into
programs determined by service provided. Facilities Management has three programs: Facilities
Maintenance, Custodial Services, and Construction Project Management. Fleet Management has
three programs: Cost of Goods Sold, Fleet Services and Auto Parts & Stores. Solid Waste Services
has six: Administrative Services, Bulk Collection, RollOff, Residential Automated Curbside,
Residential Bulk Curbside, and Recycling. Finally, Streets & Stormwater has two: Streets
Maintenance and Stormwater Maintenance. Each Division is overseen by an operational manager
who then reports directly to the Director of Public Works.
The Public Works Complex is located at 1000 2 nd St SE, in Largo, 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 & Stormwater to the south,
and Solid Waste to the North. Public Works also operates a Recycling Center on Starkey Road,
which serves as a residential drop off for recyclable materials, a wash bay for solid waste trucks,
a welding shop, and a yard to store dumpsters.
Department Responsibilities and Duties
The Public Works Department provides Solid Waste collection 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 and provides contract
management functions for those set to be built in the future. Finally, Streets & Stormwater takes
care of the various modes of transportation, 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, public 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 45 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.
Largo is within commuting distance of the University of South Florida located in Tampa and St.
Page 7
9. 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 three colleges: Florida Central College, the EpiCenter of St.
Petersburg College, and Everest 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 Rays, the
Tampa Bay Buccaneers, the Tampa Bay Lightning, the Tampa Bay Storm, the Tampa Bay
Rowdies, the Clearwater Threshers, and the Dunedin Blue Jays.
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 are two Assistant City Managers and
nine Department Directors.
Financial Profile
The Public Works Department has an Operating Budget for Fiscal Year 2013 of $21,551,700.
These funds are broken out into four funding sources. The General Fund provides monies for
Public Works Administration, Facilities Management, and Streets Maintenance. Stormwater
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 2014 to 2019 Capital Improvement Program (CIP) totals $95,145,000 of which
$12,253,000 is designated for Public Works functions. The City currently utilizes an Annual
Budgeting 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 County 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
Page 8
24. Acknowledgments
Thanks to the following staff who served as members of the Strategic
Planning Committee in 2013:
Brian Usher, Director of Public Works
Anthony Hoston, S&S Supervisor
Michael Gordon, Solid Waste Manager
Eric Walkup, Lead Mechanic
Glenn Harwood, Facilities Manager
Lorraine Peluso, Office Administrator
Donald Moore, Fleet Manager
Charles R. “Chas” Jordan, Management Analyst III
Marissa Segundo, Recycling Coordinator
Oscar Russell, Custodial Supervisor
Gene Ginn, Assistant Solid Waste Manager
Robert Nowak, Streets & Stormwater Manager
Troy Tinch, Asst. Streets & Stormwater Manager
Thanks to the following staff who assisted the Strategic Planning Committee
in developing Goals and Objectives for the Divisions of Public Works:
Eric Floyd, Solid Waste Supervisor
Rodney Post, Solid Waste Supervisor
John Havelka, Lead Mechanic
David Henry, S&S Supervisor
David Doolittle, Spray Technician
Dawn Rossi, Facilities Management Specialist
Andy HenjesBenitez, Solid Waste Supervisor
Ed Hale, Sign/Traffic Technician
Michael Estigo, Stormwater Maint. Coordinator
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
Paul Applefield
Elbert Gentry
James Davis
John Boscarino
Commissioner Curtis Holmes
Page 23