Leadership and Succession Planning 2016 APWA Spring Conference

This is a crazy job

Some days there are better jobs – well then go find one.

City of Newton Public Works Employee age distribution

3

3

13

17

0

Employee Age Dec 2016

0-34

35-44

45-54

55-64

65 and older

2

4

11

10

9

Employee Age Dec 2020

0-34

35-44

45-54

55-64

65 and older

PW Bus Riders - Organizational chart

Communication flow

Team building and cross training

Our Priority: Best service for least cost

• Customer Focus. What do the citizens expect? • Continuous Improvement • Employees are an appreciable asset • Financial Stability and Sustainability

• We have a duty to always be searching how we can improve our

operation to “do more with less”. • We have been doing this since the birth of Public Works. Otherwise

we would still be using horses to clear snow.

• Employees need to know the difference between busy work and important work.

Break down silos between divisions

Informal tailgate meeting to share ideas. Collaboration creates great results.

Building Leaders and a team Supervisors went to the Escape Chambers in downtown Des Moines.

As a supervisor, where do you spend your time?

• With the employee who always needs help? • With the successful employee that is a superstar?

• If you want to get things done, where do you

spend your time? • If an employee always needs help, why are they

working for you? Not a good fit.

The employees in your organization are mountain climbers. What camp is your

organization acclimated?

First Break All the Rules by Buckingham and Coffman

1. Hire the right people. 2. Do not over promote as not everyone will be a good

manager. 3. Do not try to change your people, use their talents. 4. Promise little, but keep all promises. 5. Do not put down corporate ideas you do not support.

Base camp – get ACCLIMATED

Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right?

0

5

10

15

20

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

Camp #1

At work, do I have the opportunity to do what I do best everyday? In the past 7 days, have I received recognition or praise for doing good work? Does my supervisor seem to care about me as a person? Is there someone at my work who encourages my development?

0

5

10

15

20

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

Camp #2

At work, do my opinions count? Does the mission/purpose of the City make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work?

0

5

10

15

20

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

Camp #3

In the past 6 months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow?

0

5

10

15

20

Strongly Agree Agree

Neutral Disagree

Strongly Disagree

Before you determine where the bus is going.

Who is driving the Bus? • Is your bus drive someone who turns a blind eye to poor

performance?

Lots of people want to be bus riders. Great pay and benefits.

Do not fill a seat for the sake of filling an empty seat. You will spend a lot of time trying

to get them off the bus.

Does an open position need to be filled? Always be looking for ways to improve efficiency.

Too many workers on a crew? Small work units place more responsibility and pride with the employee.

There is a cost to having too many employees

• About half of the operating budget is personnel costs. • We had too many superintendents so we consolidated

superintendent positions. • Provide workers with correct equipment and tools can

save hours of labor time (asphalt patching machine). • Look at a retirement as an opportunity and not a loss.

Street financial trends ($120K/yr for Equip + $90K for STP match = $210K/YR)

Wastewater financial trends ($42K/yr for equip)

Hiring (be slow to hire, quick to fire)

• Always look inside and outside of the organization. Everyone earns the position. We are competitive with private sector due to great pay, outstanding benefits and no seasonal layoffs.

• Goal is to have a staff with a diversified skill set. (trees, fences, concrete flatwork, pipes, carpentry, customer service, etc.)

• If nobody is qualified or a good fit – advertise again. • Look for skills, attitude, and characteristics – have

these in the job description.

How to build collaboration - Believe in employees

• Listen and gather ideas and input from all employees.

• Believe employees are smart and capable. TRUST! • Believe employees really want to do a good job. • Believe employees know what is wrong and can fix

it (can do attitude)

Methods to achieve success • Have excellent lateral communication between

divisions and departments. (working together we went from 155 uncontrolled intersections in 2011 to 79 in 2015 and we are not done)

• Provide employees with information (goals, finances, etc.)

• Managers should be the same person every day. Employees want a predictable manager.

• Delegate • Engage employees. • Be willing to take risks, try new ideas or ways of doing

something. Never criticize when a new idea does not work.

Crazy job – but someone has to do it