I was the Strategic Planning Coordinator for the 2011-2013 Public Works Strategic Plan. This was done in a similar manner to the previous plan.

1. 1
DRAFT

2. City of Largo, Florida
Mayor and City Commission:
Patricia S. Gerard, Mayor
Dr. Woody Brown, Vice Mayor
Gigi Arntzen
Mary Gray Black
Harriet Crozier
Curtis Holmes
Robert Murray
Norton W. Craig, City Manager
Alan S. Zimmet, City Attorney
2

3. 3
City of Largo, Florida
Department of Public Works
Strategic Plan
2011­2013

4. Table of Contents
Letter from the Director of Public Works 5
Introduction 6
Mission, Vision, and Values Statements 7
Organizational and Community Profile 8
Department Guiding Principles & SWOT Analysis 10
Department­Wide Goals & Objectives 11
Facilities Management Goals & Objectives 13
Fleet Management Goals & Objectives 14
Solid Waste Goals & Objectives 16
Streets & Drainage Goals & Objectives 17
Acknowledgments 19
4

5. October 1, 2010
Norton W. Craig, City Manager
City of Largo
Largo, Florida
Dear Mr. Craig:
I am pleased to present you with the Fiscal Years 2011­2013 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 Strategic Plan is the second the Department has created to continue to improve operational processes
and services that it provides to the Citizens of Largo.
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
5

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 three 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 a yearly 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 as has occurred for the past three years.
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:
To support and maintain reliable services through efficient and innovative methods.
Vision:
The Public Works Department will accomplish its mission by:
 serving as a leader in providing reliable and efficient services.
 acting as first responders in servicing, supporting, and educating the community.
 responding to current and future needs through creativity and innovation in order to
maintain and enhance the community's essential life services.
 protecting the City's natural resources.
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.
Reliability – Others can count on our work.
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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 & Drainage. 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 & 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 at 1000 2nd
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 & Drainage 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 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 and provides contract management functions for those
set to be built in the future. Finally, Streets & Drainage 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, 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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9. 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 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 2011 of $20,419,100.
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 2011 to 2015 Capital Improvement Program (CIP) totals $152,266,300 of which
$12,687,300 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 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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10. 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, Effectively, Innovatively
and Safely as Possible
4. Become more Proactive in regular services to the public
5. Protect Largo's Environment
6. Strive to make our Facilities more Sustainable
7. Be resourceful in maintaining the City's Infrastructure
S.W.O.T. Analysis
(Strengths, Weaknesses, Opportunities, and Threats)
Strengths:
Pride in the work we do
Quality Workmanship
Good Management
Subject Matter Expertise
Experienced & Knowledgeable Staff
Commitment to Professional Development
Quality of Equipment
Empathy for Employees
Departmental Teamwork
Quality Customer Service
Weaknesses:
Physical Disconnection with City Hall
Staffing Levels
Current Technology
Physical Plant Layout & Disconnection
Fiscal Resources
Lack of Time to Provide Quality Service
Lack of Performance Data
Opportunities:
APWA Accreditation Process
Training Opportunities Available
Grants
Available Technology (ex. GIS Implementation)
Solid Waste Processing Options
Community and Neighboring Government
Partnerships
Availability of quality, skilled potential employees
Commission and Administration Support
Threats:
Property Tax Reform
Outsourcing and Budget Cuts
Weather
Decline of Service Levels
Changing Markets and County Direction
Current Technology
Computer System
Pay Scales and Current Salaries
Legal Mandates
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11. Goals & Objectives for FY 2011­2013
Goals are listed with corresponding objectives below. Each Goal is connected to a Guiding Principle.
This is denoted by (X), X being the number of the Guiding Principle to which the goal is connected.
Department­Wide:
Goal 1: Maintain the Department's Status as an APWA Accredited Agency (GP­3)
Objective 1: Complete Policies and Procedures Review and Revisions by Third Quarter FY
2011.
Objective 2: Complete Self­Assessment of Divisional Activities by Third Quarter FY 2013 in
preparation for Re­Accreditation in 2016.
Objective 3: Identify Substantial Compliance practices for direct improvements by Second
Quarter FY 2011 and implement improvement plans.
Goal 2: Enhance Inter­Divisional Coordination and Communication (GP­3)
Objective 1: Develop System to coordinate activities between divisions utilizing email and
online messaging systems by Third Quarter FY 2011.
Objective 2: Train staff on project management concepts when dealing with non­
subordinates by First Quarter FY 2012.
Objective 3: Enhance supervisory level meetings and staff meetings across the department
by Fourth Quarter FY 2013.
Goal 3: Promote Environmental Stewardship and Sustainability (GP­5)
Objective 1: Increase Commercial and Multifamily Recycling Customers and Participation by
10% by Fourth Quarter FY 2012.
Objective 2: Certify the City of Largo as a Green Star Organization by Fourth Quarter FY
2011.
Objective 3: Develop Energy Efficiency and Reduction Plan for Public Works Complex by
First Quarter FY 2012.
Objective 4: Develop an Employee Personal Recycling Incentive Program by First Quarter
FY 2013.
Goal 4: Continuously Evaluate and Improve Current Best Management Practices
(GP­3)
Objective 1: Establish a policy review committee to make recommendations to the Director
for Policies and Procedures revisions by Third Quarter FY 2011.
Objective 2: Consolidate policies, procedures, practices, and other standardized documents
into one publication by Second Quarter FY 2012.
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12. Objective 3: Hold educational sessions for all Public Works employees on practices to
instruct and to get input by Fourth Quarter FY 2012.
Goal 5: Improve Public Presence and Recognition (GP­4)
Objective 1: Apply for APWA, SWANA, and other Professional awards every year of the three­
year plan.
Objective 2: Develop Marketing Plan for entire Department by Fourth Quarter FY 2012.
Objective 3: Create materials for Marketing by Third Quarter FY 2013.
Goal 6: Serve as County, State, and National Leader in the Public Works
Profession (GP­3)
Objective 1: Maintain an agency membership with the American Public Works Association
through the Strategic Plan.
Objective 2: Continuously nominate members to APWA, SWANA, and other organizational
National, Chapter, and Local committees or positions.
Objective 3: Develop training programs on model practices and accolade­worthy initiatives
put on by the Public Works Department for use at national and state­wide
conventions by First Quarter FY 2013.
Goal 7: Professional Development and Succession Planning (GP­3)
Objective 1: Provide a tableau of training programs and set requirement for supervisors and
professional personnel of a minimum of 24 hours of training each year
beginning in the Third Quarter of FY 2011.
Objective 2: Develop a Succession Planning model that is also Emergency Management
compliant by Fourth Quarter FY 2012.
Objective 3: Set and execute various cross­training shadow weeks over the 2013 fiscal year
to provide cross­coverage of management and supervisory personnel.
Goal 8: Enhance and Stabilize Revenue Sources (GP­3)
Objective 1: Develop a proposal list of possible organizations or communities to extend Solid
Waste service coverage to by Fourth Quarter FY 2011.
Objective 2: Perform a comprehensive review of the current Stormwater Utility Fee rate
structure for future growth and defensibility by Second Quarter FY 2012.
Objective 3: Review market for Solid Waste rates by Fourth Quarter FY 2011.
Goal 9: Improve Accountability through Measurements (GP­3)
Objective 1: In FY 2011, revise current service level measurements into performance
measurements.
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13. Objective 2: Develop reporting system for performance based upon measurements by Fourth
Quarter FY 2011.
Objective 3: Utilize performance measurements as basis of Public Works Annual Report
documents from FY 2012 forward.
Facilities Management Division:
Goal 1: Develop and Implement Comprehensive City­Wide Preventive Maintenance
Program (GP­7)
Objective 1: Perform comprehensive facility condition assessment by Fourth Quarter
FY 2011.
Objective 2: Use condition assessment to develop a facility needs report for each city­owned
structure by Second Quarter FY 2012.
Objective 3: Use condition assessment and needs reports, to develop and implement
preventive maintenance program by First Quarter FY 2013.
Goal 2: Develop Facilities Asset Management and Replacement Program (GP­6)
Objective 1: Perform comprehensive facility condition assessment by Second Quarter
FY 2011.
Objective 2: Develop database based upon information collected in the assessment by
Fourth Quarter FY 2011.
Objective 3: As a part of the 2013­2017 Capital Improvement Program process, institute
major facility equipment replacement program by First Quarter FY 2013.
Goal 3: Continually Improve Customer Service (GP­4)
Objective 1: Develop multi­program customer service training for Facilities Management
employees by Fourth Quarter FY 2011.
Objective 2: Focus group internal customers on needed improvements in customer
service by First Quarter FY 2012.
Objective 3: Perform customer satisfaction survey to review results by Second Quarter
FY 2013.
Goal 4: Improve Communication with Departments on Maintenance or Capital
Projects (GP­3)
Objective 1: Improve current eGov and Time Tracker capabilities to document and report
status of active jobs by Fourth Quarter FY 2011.
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14. Objective 2: Utilize City Intranet or Social Media to develop internal project tracking log
by Fourth Quarter FY 2012.
Objective 3: Improve website capabilities for project status information by First Quarter
FY 2013.
Goal 5: Maintain High Divisional Productivity (GP­3)
Objective 1: Utilize Time Tracker data to determine trending of trades work needs over
twelve year period by Second Quarter FY 2012.
Objective 2: Continuously maintain a productivity level of at least 75%.
Objective 3: Develop productivity incentive program for Trades Workers by Third Quarter
FY 2013.
Fleet Management Division:
Goal 1: Evaluate and Improve Best Management Practices (GP­1)
Objective 1: Review Fleet Management practices against the APWA self assessment
practices. Verify compliance and update as necessary by Second Quarter FY
2011.
Objective 2: Purge outdated documents from APWA files and replace with updated versions
by Third Quarter FY 2011.
Objective 3: Hold a series of classes to review all policies and procedures with Fleet staff by
First Quarter FY 2012.
Objective 4: Begin to use the Paperless Shop Module of RTA, the Fleet software program by
Fourth Quarter FY 2013.
Objective 5: Research the possibility of becoming a warranty repair station by First Quarter
FY 2013.
Goal 2: Improve Communication within the Division and City (GP­3)
Objective 1: Hold monthly Fleet staff meetings by First Quarter FY 2011.
Objective 2: Hold monthly meetings with Light Equipment staff by First Quarter FY 2012.
Objective 3: Hold monthly meetings with Heavy Equipment staff by First Quarter FY 2012.
Objective 4: Hold monthly meetings with Parts Room staff by First Quarter FY 2012.
Objective 5: Provide all departments with written notification of when PM inspections are
due by Second Quarter FY 2011 and ongoing.
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15. Objective 6: Meet with each department separately to discuss vehicle purchases and level of
satisfaction with service received by Third Quarter FY 2011 and ongoing.
Objective 7: Work with the Police Department to determine which police pursuit vehicle will
best fit City needs in 2012 after industry changes take place by First Quarter
FY 2012.
Goal 3: Support the Professional Development of Fleet Staff (GP­1)
Objective 1: Hold in­house ASE exam preparation group studies by Second Quarter FY 2011
and ongoing.
Objective 2: Promote the salary incentive plan and encourage staff to take advantage of the
plan by First Quarter FY 2011 and ongoing.
Objective 3: Provide opportunities for all employees to participate in training offered by
vendors by Second Quarter FY 2013 and ongoing. Training may be off site, on
site, or web based.
Goal 4: Keep Accurate Inventory of Fleet and Parts. (GP­1)
Objective 1: Dispose of obsolete stock by Fourth Quarter FY 2011 and each fourth quarter
thereafter.
Objective 2: Adjust min­max levels in RTA for all parts and begin to print a report for
ordering parts by Fourth Quarter FY 2011
Objective 3: Develop a form for mechanics to request parts they would like to see added to
stock by Second Quarter FY 2011.
Objective 4: Continue to populate the RTA vehicle information database by Fourth Quarter
FY 2013.
Objective 5: Perform cycle counts and, during the process, clean­up the area being counted
by Second Quarter FY 2011 and ongoing.
Goal 5. Increase Safety and Protect the Environment (GP­5)
Objective 1: Continue to develop internal safety program by Third Quarter FY 2011 and
ongoing.
Objective 2: Take a green initiative to make the garage even more environmentally
responsible by Third Quarter FY 2013.
Objective 3: Assign individuals the responsibility of inspecting and cleaning specific tools,
equipment, and pieces of machinery by Third Quarter FY 2011.
Solid Waste Division:
Goal 1: Improve Tracking and Routing System for all Solid Waste Programs (GP­2)
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16. Objective 1: Review the feasibility of implementing a routing and tracking system for all
Solid Waste programs by Second Quarter FY 2011.
Objective 2: Research GPS or GIS routing to determine which is the best fit for the Solid
Waste Division operations and service levels by Fourth Quarter FY 2011.
Objective 3: Audit current routing system and compare to optimized routing data provided
by third party vendor by Fourth Quarter FY 2012.
Goal 2: Develop a Plan for implementing Single Stream Recycle Program (GP­5)
Objective 1: Perform an analysis on implementing a single stream residential and
commercial recycling program in anticipation of a potential local Materials
Recovery Facility (MRF) by First Quarter FY 2012.
Objective 2: Develop a plan for single­stream recycling pilot program by Third Quarter FY
2012.
Objective 3: Present program to Commission for approval and direction by Fourth Quarter
FY 2012.
Goal 3: Develop a system to provide Recycling and Solid Waste Services outside
of the Largo Municipal Limits (GP­2)
Objective 1: Perform feasibility study to provide recycling and solid waste services outside of
the Largo municipal limits by First Quarter FY 2012.
Objective 2: Develop a comprehensive pricing structure and service levels available for
other municipalities by First Quarter FY 2013.
Objective 3: Develop an implementation strategy for expanding solid waste services to
other municipalities by Fourth Quarter FY 2013.
Goal 4: Expand current Commercial Compactor Leasing Program (GP­2)
Objective 1: Develop a marketing plan and offer a comprehensive list of solid waste services
available to newly annexed properties by Third Quarter FY 2011.
Objective 2: Standardize commercial customer lease agreements by Second Quarter FY
2012.
Objective 3: Implement a post­campaign implementation study to review the fee structure
and success of program by Second Quarter FY 2013.
Goal 5: Develop and Promote a LEED­based Construction Collection Program (GP­
6)
Objective 1: Train Solid Waste staff on recycling procedures in accordance with LEED
16

17. disposal qualifications by Fourth Quarter FY 2011.
Objective 2: Develop a system for collecting multiple streams of recyclable materials based
on construction project size by Second Quarter FY 2012.
Objective 3: Develop a marketing campaign targeting developers to inform them of the
opportunities for multiple­stream recycling in LEED­based construction
projects by Third Quarter FY 2012.
Goal 6: Comparative Review of Commercial Solid Waste Fee structure with
Municipalities of Similar Size (GP­2)
Objective 1: Research public and private market rates based on comparable service levels by
Fourth Quarter FY 2011.
Objective 2: Develop a long­range financial plan with OMB, in cooperation with the
department Management Analyst, based on study results by Second Quarter
FY 2013.
Streets & Drainage Division:
Goal 1: Research Other Like­Sized Municipalities to Measure Division Efficiency
(GP­7)
Objective 1: Compile Work Force, Personnel and Equipment Data by Third Quarter FY 2012
Objective 2: Obtain Accomplished and Future Desired Training Courses by Second Quarter
FY 2012
Objective 3: Obtain SOP for Citizen Response, Complaints, Requests, and Results by Third
Quarter FY 2013
Goal 2: Reduce Illicit Discharges In The City's Drainage System (GP­5)
Objective 1: Create Data Tracking System within the Division by Fourth Quarter FY 2013
Objective 2: Create Illicit Discharge Violation Form by Second Quarter FY 2011
Objective 3: Develop Promotional Tools to Educate Citizens by Fourth Quarter FY 2012
Goal 3: Improve Required Personnel Safety Training (GP­7)
Objective 1: Obtain Basic M.O.T. Training for all Streets & Drainage employees by Second
Quarter FY 2011
Objective 2: Obtain Confined Space/Trenching & Shoring Training for all Streets &
Drainage employees by Third Quarter FY 2011
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18. Objective 3: Obtain Hazardous Awareness Training for all Streets & Drainage employees by
First Quarter FY 2011
Goal 4: Improve Traffic Sign Maintenance Program (GP­2)
Objective 1: Obtain Training on the Retro­Reflectometer & Related Software By Second
Quarter FY 2011
Objective 2: Analyze the need for Additional Personnel to Assist in the Sign Maintenance
Program By Third Quarter FY 2013
Objective 3: Implement a GPS Mapping Program of Existing & Future Traffic Signs By
Second Quarter FY 2013
Objective 4: Develop a Computer Data Inventory of Existing & Future Traffic Signs By
Fourth Quarter FY 2012
Objective 5: Work with Pinellas County to resolve jurisdictional issues of Right­of­Way and
traffic sign operations and maintenance by Fourth Quarter FY 2013.
Goal 5: Develop a Streets and Drainage Citizen's Outreach Program (GP­4)
Objective 1: Host a Streets & Drainage Day for the Citizens, Commission, Advisory Board,
and the Administration to educate each on the Division's Functions By Third
Quarter FY 2012
Objective 2: Develop a High School Senior Involvement & Interest Program By Fourth
Quarter FY 2012
Objective 3: Visit Local Elementary Schools to Show Equipment and Use By Third Quarter
2013
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19. Acknowledgments
Thanks to the following staff who served as members of the Strategic
Planning Committee in 2010:
Brian Usher, Director of Public Works Charles R. “Chas” Jordan, Management Analyst
Anthony Hoston, S&S Supervisor Marissa Segundo, Recycling Coordinator
Michael Gordon, Solid Waste Manager Russ Seabol, Construction Project Supervisor
Leo Smith, Fleet Services Supervisor Gene Ginn, Assistant Solid Waste Manager
Glenn Harwood, Facilities Manager Robert Nowak, Streets & Stormwater 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, Facilities Supervisor Dawn Rossi, Facilities Management Specialist
Oscar Russell, Custodial Supervisor Eric Floyd, Solid Waste Supervisor
Rodney Post, Solid Waste Supervisor Andy Henjes­Benitez, Solid Waste Foreman
John Havelka, Lead Mechanic Eric Walkup, Lead Mechanic
Ed Hale, Sign/Traffic Technician Michael Estigo, Stormwater Maint. Coordinator
David Henry, S&S Technician, Sr. 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 James Davis
Paul Applefield John Boscarino
Elbert Gentry Commissioner Gigi Arntzen
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