What Are You Getting with Your Service Level Agreement? See Page 66 Your Community Counts on You

AMERICAN PUBLIC WORKS ASSOCIATION | August 2019 | www.apwa.net

What are you getting with your Service Level Agreement? See page 66 Your community counts on you. Count on us.

32 Gallons of Love Watch this video to see what new trash carts can do for you. When your residents say they “love” their garbage cans, you know you’re doing something right. City leaders in Little Falls, Minn. are still hearing positive comments after purchasing more than 3,000 new trash cans in 2018. They procure wheeled carts and other city necessities by using cooperative https://sourcewell.co/trash_apwa contracts through their government partner, Sourcewell, which has more than 325 vendors already on contract.

Sourcewell-mn.gov The APWA Reporter, the official magazine of the American Public Works Association, covers all facets of public works for APWA members August 2019 Vol. 86, No. 8 including industry news, legislative actions, / management issues and emerging technologies. FLEET MANAGEMENT ISSUE

INSIDE APWA

2 President’s Message 4 Technical Committee News 6 Affirmation results for APWA Board of Directors positions now official 8 APWA’s 2019 North American Snow Conference: The Show for Snow! 12 City of Lincoln Transportation and Utilities first in Nebraska to be accredited 14 Is the “silo effect” hurting your efficiencies? 9 18 Wishing continued success to our staff liaison, Nahid Paiman 21 YP Committee members set for presentation at PWX 22 International Public Works Directors Roundtable 25 In & Around APWA COLUMNS

26 Washington Insight 28 GAC Insight 30 Spotlight on Canada 40 Media Insight 42 Open Your Winter Toolbox 28 44 PW Tech Management: Leadership in New Technology 47 International Idea Exchange FEATURES

54 How many technicians do you need? 56 Every Day is Earth Day: ISO 14001 for Fleet 60 How to run a successful parts room 62 Rethinking Recruitment: Creative ways to attract fleet technicians 66 What are you getting with your Service Level Agreement 69 Relationship-building with your departments 62 72 Fleet, the invisible first responder MARKETPLACE

76 Products in the News 78 Professional Directory CALENDARS

75 Education Calendar 80 World of Public Works Calendar 76 80 Index of Advertisers On the cover: Greenville, North Carolina Fleet professionals. www.apwa.net / August 2019 / APWA Reporter 1 Exciting times ahead in the fleet industry

David L. Lawry, P.E. Official Magazine of the APWA President American Public Works Association PUBLISHER American Public Works Association ext month at the Public Works to stay up to date on all the latest and One Kansas City Place 1200 Main Street, Suite 1400 Expo, we will be rolling out greatest technology the industry has Kansas City, MO 64105 the name change for the Fleet to offer. APWA is well poised to provide (800) 848-APWA (Member Services Hotline) (816) 472-6100 (Kansas City metro area) Services Committee. The management education to fleet person- FAX (816) 472-1610 N committee asked the name nel throughout our association. e-mail: [email protected] Website: www.apwa.net to be changed to “Fleet Management This fall, the Fleet Management Com- EXECUTIVE DIRECTOR Committee” to better reflect the work mittee will release the Fleet Certificate Scott D. Grayson, CAE of fleet directors and managers. A fleet program designed to help fleet super- EDITOR GRAPHIC DESIGNER department can be considered one of R. Kevin Clark Julie Smith visors and managers reach the next the most valuable operational activities ADVERTISING SALES: FOX ASSOCIATES step in managing their fleets. This is within any public agency. No public Chicago (312) 644-3888 designed as an eight-hour course to be New York (212) 725-2106 agency can function well without a Los Angeles (805) 522-0501 presented in a classroom setting. Listed well-managed fleet. As first responders, Detroit (248) 626-0511 below are the eight areas that will be Phoenix (480) 538-5021 public works agencies must be ready for covered: APWA WASHINGTON OFFICE action, requiring a reliable fleet. Equally 1275 K Street NW, Suite 750 as important, public works agencies Washington, D.C. 20005-4083 • Introduction to Public Fleet Man- (202) 408-9541 FAX (202) 408-9542 may also be responsible for vehicles agement Disclaimer: The American Public Works Association used by our first responder partners assumes no responsibility for statements and/or • Roles, Mission and Vision including police and fire. opinions advanced by either editorial or advertising contributors to this issue. APWA reserves the right to • Marketing and Communication refuse to publish and to edit manuscripts to conform to “You cannot look at fleet as the prover- the APWA Reporter standards. bial money pit any longer,” says Darryl • Human Resource Management Publisher’s Notice: The APWA Reporter, August Syler, Director of Fleet Management for • Information Technology 2019, Vol. 86, No. 8 (ISSN 0092-4873; Publications the City of Dublin, Ohio, and commit- Agreement No. 41450540). The APWA Reporter is • Finance and Purchasing published monthly by the American Public Works tee chair. Fleet provides cradle-to-grave Association, One Kansas City Place, 1200 Main Street, management for the life cycle of your • Operations Suite 1400, Kansas City, MO 64105. Subscription rate is $233 for nonmembers and $25 for chapter- assets including the most valuable • Facility and Safety Management sponsored students. Periodicals postage paid at Kansas asset—your technicians. In fact, an City, MO and additional mailing offices. POSTMASTER: Send address changes to the APWA Reporter, One agency’s fleet department or division During PWX, the Fleet Management Kansas City Place, 1200 Main Street, Suite 1400, typically represents the best example of Committee will present a four-hour Kansas City, MO 64105. Canada returns to: P.O. Box 2600, Mississauga, ON L4T 0A8. asset management within the agency, block on the program and answer Reprints and Permissions: Information is available at documenting and tracking data associ- any questions attendees may have. If www.apwa.net/Publications/Reporter/guidelines.asp. you are unable to attend PWX, visit ated with life cycle costs including © 2019 by American Public Works Association the Fleet Management Committee’s depreciation, maintenance and replace- Address Change? ment. web-based information on the APWA To alert us of a change to your membership record, website. contact an APWA Membership Specialist at (800) 848- Your staff are some of the most talented APWA or [email protected]. folks around. Your technicians are The Fleet Management Committee The APWA Reporter is printed by Royle Printing, Sun Prairie, Wisconsin. worth their weight in gold and need will also be updating several of the fleet

2 APWA Reporter / August 2019 / www.apwa.net publications this coming year to better reflect the changes in our fleet industry.

This year’s Top 5 Tech includes smart cities, cybersecurity, asset management technologies, augmented reality and automated/connected vehicles. As we move into the age of autonomous and connected vehicles, fleet will be looking at what to expect in the vehicles and assets coming into the market, the changes that our technicians will be expected to know, and to understand education and training for new technicians entering the public works area.

An important area that all city leadership should pay close attention to is the training of your fleet staff from the man- and fleet staff, consider a partnership the changes that are coming and accept ager and admin, and all the way to the with a vocational school or technical the challenges that lie ahead and be a technicians. To have the best staff in the college. Have a succession plan in place. leader in the forefront of innovations business is to provide continuing educa- Training your staff is the first important and new technologies. tion and training for all involved, from step to create a succession plan. attending conferences to technician Exciting times are ahead for us in the training at all levels. So, do not skimp We have to be ready for the future of fleet industry. Are you ready? on the training budget. If you do not fleet management. It is an evolving divi- have a training pipeline for technician sion within your organization. Embrace

AMERICAN PUBLIC WORKS ASSOCIATION Mission Statement: The American Public Works Association supports those who operate, improve and maintain public works and infrastructure through advocacy, education & member engagement.

BOARD OF DIRECTORS ADVISORY COUNCIL

PRESIDENT DIRECTOR, REGION IV DIRECTOR-AT-LARGE, (Past APWA Presidents) Diane Linderman June Rosentreter Spence David L. Lawry, P.E. Douglas E. Layton, P.E., PWLF ENVIRONMENTAL Robert Albee Martin J. Manning Noel C. Thompson Director of Municipal Services Retired MANAGEMENT Ronald J. Calkins James J. McDonough Elizabeth Treadway Chastain & Associates LLC DIRECTOR, REGION V Lisa Ann Rapp, PWLF Nick W. Diakiw Robert Miller Tom Trice Schaumburg, IL Richard T. (Rich) Berning, P.E., MPA Director of Public Works Jerry M. Fay Bo Mills Brian R. Usher Retired PRESIDENT-ELECT City of Lakewood, CA Bob Freudenthal Judith M. Mueller William A. Verkest William E. (Bill) Spearman, III, P.E. Springfield, IL DIRECTOR-AT-LARGE, FLEET & Larry W. Frevert Ronald L. Norris Win Westfall Principal DIRECTOR, REGION VI FACILITIES MANAGEMENT Edward A. Gottko Richard L. Ridings Carl D. Wills WE3 Consultants LLC Chuck Williams, PWLF Saluda, SC Retired Mary Joyce Ivers, CPFP, PWLF Ken Haag John J. Roark Lenexa, KS Fleet and Facilities Manager Dwayne Kalynchuk Larry Stevens Executive Director PAST PRESIDENT City of Ventura, CA Larry T. Koehle Harold E. Smith Scott D. Grayson, CAE Bo Mills, PWLF DIRECTOR, REGION VII Director of Public Works David Fabiano, P.E., PWLF DIRECTOR-AT-LARGE, City of Germantown, TN Town Engineer LEADERSHIP AND Town of Gilbert, AZ DIRECTOR, REGION I MANAGEMENT FPO Gary Losier, P.Eng. DIRECTOR, REGION VIII Stan Brown, P.E., PWLF Director of Engineering and Works Shahnawaz Ahmad, P.E., PWLF City Manager President Town of Quispamsis, NB City of Oakwood, GA SA Associates FPO FPO DIRECTOR, REGION II Arcadia, CA DIRECTOR-AT-LARGE, Charlie Jones, P.E., PWLF Facebook “f” Logo CMYK / .ai Facebook “f” Logo CMYK / .ai TRANSPORTATION Project Manager, Great Valley DIRECTOR, REGION IX Kathleen B. Davis Consultants Dan Hartman, PWLF Wyomissing, PA Director of Public Works Director of Local Programs City of Golden, CO Washington State Department of DIRECTOR, REGION III DIRECTOR-AT-LARGE, Transportation Keith Pugh, P.E., PWLF Olympia, WA Engineering Services Director ENGINEERING & TECHNOLOGY Jim Neal, P.E., PWLF City of High Point, NC EXECUTIVE DIRECTOR Public Works Director Charleston County, SC Scott D. Grayson, CAE

www.apwa.net / August 2019 / APWA Reporter 3 TECHNICAL COMMITTEE NEWS

Fleet Management Committee: Raising the bar on training and education

he Fleet Management Commit- ing Technologies in Public Works and tee continues to be a very active you can see a fleet connection to all five group. As a team we work to sup- of them (Figure 1). port excellence in fleet manage- T ment through advancing the 1. Smart Cities leadership, education and promotion 2. Cybersecurity of fleet proficiency to APWA mem- 3. Asset Management Technologies bers, agencies and organizations. This 4. Automated/Connected Vehicles team is driven to produce education 5. Augmented Reality Kevin L. Schlangen, CPFP, and training materials that work to The advancement of new technologies CAFM, CEM, Fleet Manager, promote the value of professional fleet will only increase and accelerate in the Dakota County, Minnesota, and management. years ahead. With ethanol, biodiesel, natural gas, propane, electricity, and member, APWA Fleet Management The role of fleet has changed drastically in hydrogen being used to power today’s Committee the past years. If you equipment it is difficult to keep up with are looking at fleet like this rapidly changing world. Goober Pyle from the The APWA Fleet Management Commit- “Andy Griffith Show” tee is working hard to deliver educa- then your organization is tional sessions each year at the North missing out on decades American Snow Conference and at of technology advance- PWX. We updated several fleet publi- ments and efficiencies. Figure 1: APWA’s 2019 cations and are working on updating We are no longer just Top 5 Trending more in 2019 and 2020. We continue Goober at the gas sta- Technologies in to develop Click, Listen & Learn ses- tion. Computers drive Public Works sions for members that are relevant to most of the systems in the changing technologies. today’s vehicles and equipment. It is like having a computer room driving A major project we have been work- down the road at high speeds, under ing on is the Public Fleet Management adverse weather conditions and then Certificate Program (Figure 2). This is a spraying salt at it in the winter months. full day of fleet-related training that is Just look at APWA’s 2019 Top 5 Trend- endorsed by APWA similar in concept

4 APWA Reporter / August 2019 / www.apwa.net in specific project direction and educational content. Professional opportunities include writing APWA Reporter articles, participate in Click, Listen & Learn webinar programs, assist in committee projects, develop content for training programs, or speak at national and chapter conferences. If you are interested in joining this team just contact one of the Fleet Management Committee members shown below.

We are excited to bring forward this new certificate program as this will help fill a need for specific fleet-related training that our members have been asking for. Our technical team encourages all fleet staff to communicate the Figure 2: APWA’s Public Fleet Management Certificate Program value of professional fleet management to the Winter Maintenance Supervisor technician, supervisors and manag- and to demonstrate that your team is Certificate Program. This program has ers up to the public works director. an excellent return on investment to been in development for a number of For those directors this would be an your user groups, upper management years. The program was developed with opportunity to test some existing staff and elected officials. input from many current and former for possible consideration and promo- APWA Fleet Management Committee tion into leadership roles in fleet. If Committee members: members. We also had help from many you are currently considering trying • Darryl Syler, CPFP (Committee other public fleet managers from the for the APWA Certified Public Fleet Chair), Director of Fleet Manage- United States and Canada. It includes Professional certification this training ment, City of Dublin, OH presentation slides, handouts and test- can help you determine your next steps ing to achieve a certificate. The sessions (Figure 3). • Scott McIver, CPFP, Fleet Manager, will include lecture, discussion, case City of Greenville, SC studies and networking. The eight areas At the APWA PWX in Seattle, Wash- • Don Miller, CPFP, Director of Fleet, of study in the program include: ington, we will have a four-part Fleet Management Workshop on Monday, City of Kitchener, ON 1. Introduction to Public Fleet Man- September 9. Five of the eight areas • Kevin Schlangen, CPFP, CAFM, agement of study will be covered as Continu- CEM, Fleet Manager, Dakota 2. Roles, Mission and Vision ing Education Units and included in County, MN 3. Marketing and Communication the conference fee. After PWX the full 4. Human Resource Management certificate program will be available to • Mark Stinson, CPFP, CPWP-M, 5. Information Technology the local chapters. An approved speaker Fleet Manager, City of Lee’s Sum- 6. Finance and Purchasing group of fleet professionals is being mit, MO 7. Operations assembled that would be able to deliver 8. Facility and Safety Management the program. The cost to local chap- • Jeffrey Tews, CPFP, Fleet Operations ters and the rest of the details are in Manager, City of Milwaukee, WI Each of these ses- development and will be available after sions will include • Mary Joyce Ivers, CPFP, PWLF, PWX. We are excited to test-drive a few Fleet and Facilities Manager, City overviews of con- of these sessions at PWX in Seattle. cepts and program of Ventura, CA, APWA Board options along with Another exciting opportunity is that Liaison to the Fleet Management in-depth details an APWA Fleet Management Knowl- Committee that will help you edge Team has been formed and we are • Matt Harper, Education Manager, improve your fleet Figure 3: the APWA looking for more members. Knowledge APWA Staff Liaison to the Fleet Certified Public Fleet operations. The Team members are for those who may Management Committee training is focused Professional logo be interested in contributing to our towards anyone who Fleet Management Technical Commit- Kevin L. Schlangen can be reached at has fleet as part of tee’s projects and discussions. Members (952) 891-7910 or kevin.schlangen@ their work duties. This will be valuable have a unique opportunity to share co.dakota.mn.us. for all public works staff from the fleet their expertise and have a primary role

www.apwa.net / August 2019 / APWA Reporter 5 Affirmation results for APWA Board of Directors positions now official

he affirmation results for positions on the APWA Board of Direc- T tors are now official. Tellers Dan Brown (KC Metro Chapter Presi- dent), Kyle Dieckmann (KC Metro Chapter Treasurer), and Ethan Buhman (KC Metro Chapter Member) verified and affirmed the ballot on June 26, 2019.

Congratulations to the fol- Mary Joyce Ivers, CPFP, Vic Bianes, P.E. Gary Losier, P.Eng. lowing individuals who are PWLF Director-at-Large Director of Region I now confirmed: President-Elect Fleet & Facilities Management

Dominick A. Longobardi Sean O’Dell, P.E. Joe Johnson, P.E. Shahnawaz Ahmad, P.E., Director of Region II Director of Region V Director of Region VI PWLF Director of Region VIII

6 APWA Reporter / August 2019 / www.apwa.net Affirmation results for APWA Board of Directors positions now official

With the exception of the President-Elect, terms of service are Contact Teresa Hon, senior manager of board operations and two years and will officially begin Sunday, September 8, when governance ([email protected] or 816-595-5224), for details the 2019-2020 Board members are introduced to the member- regarding meeting times and locations. ship during the Opening General Session of PWX in Seattle. APWA extends appreciation to members cycling off the The newly confirmed members will be joining the rest of the Board of Directors: Charlie Jones, Rich Berning, Chuck Wil- board in Seattle. liams and Bo Mills. Your contributions and commitment to the association have been invaluable. William E. Spearman, III, P.E. President David L. Lawry, P.E. Past President Keith Pugh, P.E., PWLF Director of Region III Douglas Layton, P.E., PWLF Director of Region IV David S. Fabiano, P.E. Director of Region VII Dan J. Hartman Director of Region IX Jim Neal, P.E., PWLF Director-at-Large for Engineering and Technology Lisa Ann Rapp, PWLF Director-at-Large for Environmental Management Stan Brown, P.E. Director-at-Large for Leadership and Management Kathleen Davis Director-at-Large for Transportation Meetings of the APWA Board are open and members are welcome to attend (except when in Executive Session).

www.apwa.net / August 2019 / APWA Reporter 7 Action on the exhibit floor during the 2019 North American Snow Conference

APWA’s 2019 North American Snow Conference: The Show for Snow!

early 1900 snowfighters learn from some of the nation’s Karen Wilson and winter maintenance top snow and ice control experts professionals from by attending APWA’s Winter Conference Education Manager throughout North America Maintenance Supervisor (WMS) American Public Works Association N gathered in Salt Lake City, Certificate program. Utah, May 19-22, 2019 to Kansas City, Missouri • In recognition of the unique exchange ideas, connect with others role that public works plays in facing similar issues, and explore traffic incident management, the innovative solutions to today’s snow Federal Highways Administration and ice control challenges. (FWHA) offered its Traffic The conference kicked off on Sunday, Incident Management (TIM) May 19, 2019 with three workshops: Responder Course which featured tabletop exercises • Supervisors and operators took designed to demonstrate effective advantage of the opportunity to

8 APWA Reporter / August 2019 / www.apwa.net At the Exposition, 185 companies covering 41,600 net square feet showcased the latest advancements in snow and ice control approaches and equipment.

APWA Executive Director Scott Grayson and APWA President David Lawry stand with team members of Allied Mobile Systems, which won best new product at the show.

communication between all First Attendees were eager to see the latest in Responder disciplines. technologies and equipment for snow and ice • APWA also offered the Self- Assessment Using the Public operations and the #Show4Snow did not disappoint! Works Management Practices Manual workshop in which Attendees returned to the Exhibit Hall Another popular feature on the participants learned how to day after day to immerse themselves Exhibit Floor was the New Product implement a self-assessment in opportunities to kick the tires on Showcase area and presentations from process to benchmark overall trucks, plows and other heavy equip- vendors introducing new technologies performance and improve ment; discuss the science behind and equipment. Conference goers existing practices. liquids formulation and application; were able to vote on the best new On Sunday evening, the Exposition evaluate snow blade capabilities and product via the conference mobile opened with a meet-and-greet performance; examine the latest tech- app and this year’s winner was Allied reception. Attendees were eager nologies for weather forecasting, pave- Mobile Systems for Allied Mobile Forward Controls. This technology to see the latest in technologies ment temperature measurement, fleet provides steering wheel-mounted and equipment for snow and ice tracking and communications; and plow and spreader controls which operations and the #Show4Snow did discover future trends and new prod- allow drivers to keep their eyes on the not disappoint! 380 booths showcased ucts. Various exhibitors described their road and their hands on the wheel. the latest advancements in snow and services and products and answered ice control approaches and equipment questions during the Exhibitor Solu- Monday morning’s Opening General from 172 companies. tions Theater presentations. Session featured welcome messages

www.apwa.net / August 2019 / APWA Reporter 9 One of the numerous educational sessions that took place during the Snow Conference

from J.D. Bunnell, Streets Foreman, Dan Schacher, Fairbanks District the top experts in snow and ice control Lehi City, Utah representing the Superintendent, Alaska Department in North America. Utah Chapter, and Jason Davis, of Transportation moderated the Deputy Director of Engineering and discussion between panel members: Among the many other popular educa- Operations, Utah Department of William (Pat) Kennedy, Engineering tion sessions, a few new topics stood Transportation. Supervisor-Street Maintenance, out. One session covered the perfor- City & County of Denver, CO; Marc mance of automated vehicle sensor and APWA President David L. Lawry, P.E., F. Valenti, Manager-Operations, navigation systems when pavement presented the 2019 Excellence in Town of Lexington, MA; and Shane markings and other vehicles might be Snow & Ice Control Awards to these Mark, Director of Operations, City of partially obscured. Two sessions fea- outstanding agencies: Newton, MA. tured information about maintaining bike paths and lanes in the winter, and • Village of Niles, Illinois The Education Program at this many attendees were interested in ses- • City of Surrey, British Columbia year’s conference covered the breadth sions that focused on recent research of issues and solutions available to into new products and approaches for • City of Omaha, Nebraska today’s snowfighting professionals. winter maintenance operations. Especially popular was a four-part series This award promotes excellence and of sessions addressing liquids. Liquids One of the fun traditions at the best practices in the management and 101, 201, 301, and Advanced took Snow Conference is the annual administration of public works snow participants through a full exploration Photo Contest. This year’s theme and ice operations, while minimizing of the basics, to best uses and “Snowfighters in Action” garnered environmental impacts. applications, the formulation of blends a fantastic response with 93 photos submitted. The winning photo, titled The General Session Talk Show for specific snow and ice situations, and “Plowing a Path for a Cure,” was entitled: “Liquids or Not?” featured finally, to research findings on what submitted by Debbie Grover, City an intriguing discussion of the factors is working best. These sessions were of North Yarmouth, Maine. North for deciding when the application planned and presented by members Yarmouth has lost three good people of liquid deicers is the best option of APWA’s Winter Maintenance (the Town Manager, a firefighter for various conditions and surfaces. Subcommittee who represent some of and an EMT) to a rare cancer called

10 APWA Reporter / August 2019 / www.apwa.net The winning photo of this year’s photo contest, titled “Plowing a Path for a Cure,” was submitted by Debbie Grover, City of North Yarmouth, Maine.

Neuroendocrine Cancer, or NET for hospitality, also planned some very of South Salt Lake, UT; and Michael short. To bring awareness, North special events that attendees will not Kennedy, Director of Transportation Yarmouth Public Works painted their soon forget. These included the Snow Maintenance and Repair, City of plow with zebra stripes which are the Trek, held Monday evening, that had Minneapolis, MN. symbol for NET cancers. stops at several local brew pubs and the Snow Celebration reception on The 2020 North American Snow Tuesday’s Closing General Session the final evening. Utah Chapter Host Conference will be April 19-22, 2020 in speaker was Terry Virts, former NASA Committee members included Chair, Cleveland, Ohio. If you are interested astronaut and retired United States Ed Rufener, City of South Salt Lake, in speaking at this conference, the Airforce Colonel. His presentation and members Jed Al-Imari, Logan City; 2020 Call for Presentations is featured photos of the stunning views JD Bunnell, Lehi City; Matt Cassel, available at www.apwa.net/2020cfp. he experienced while Commander Salt Lake City; Casey Coleman, Park The deadline for submissions will be of the International Space Station in City; Troy Daley, Park City; Eve Ivie, September 30, 2019. There really is 2015 and his surprising insights and Logan City; Angela Richey, Stanley no better source for education and perspectives about life on earth and our Consultants; and Kevyn Smeltzer, Salt information on winter operations place in the cosmos. Lake County. issues than APWA’s #Show4Snow! On Wednesday morning, conference APWA also wishes to congratulate and Karen Wilson can be reached at (816) participants had the opportunity to par- thank the Snow Conference Program 595-5210 or [email protected]. ticipate in technical tours of the Salt Review Committee who selected Lake County Public Works operations the presentations that made up the and Morton Salt Grantsville Facility. Education Program for this cutting- If you couldn’t make it to Kudos and appreciation go out to the edge event: Lee Perkins, Director of this year’s APWA North Utah Chapter Host Committee, who Public Works & Engineering, County American Snow Conference, in addition to providing an excellent of Renfrew, ON; Kevin Hensley, audio recordings of selected corps of volunteers to help monitor Superintendent of Public Services, City education sessions are available education sessions and provide of West Des Moines, IA; Ed Rufener, for purchase at: https://apwa. their special brand of Beehive State Senior Engineering Inspector, City digitellinc.com.

www.apwa.net / August 2019 / APWA Reporter 11 From left: LTU Director Miki Esposito, Mayor Chris Beutler, and APWA Region VI Director Chuck Williams

City of Lincoln Transportation and Utilities first in Nebraska to be accredited Dave Thurber, Security Manager/APWA Accreditation Manager, Lincoln Transportation and Utilities, City of Lincoln, Nebraska

n March 4, 2019, APWA Region VI Director Chuck Years in the Making Williams made it official at a City Council meeting “During our APWA self-assessment, we learned who we are that the City of Lincoln Transportation and Utilities and who we wanted to be, and we set our goals accordingly,” Department (LTU) became the first APWA accredited said LTU Director Miki Esposito. O agency in Nebraska and the 150th in North America. Williams presented the accreditation plaque to Mayor Chris The official recognition event lasted only a few hours, but the Beutler, LTU Director Miki Esposito, and the 70 employees road to accreditation began years earlier. Esposito highlighted who led the accreditation efforts for their divisions. A recep- several milestones over the past seven years that led to accredi- tion followed where those employees were presented honor- tation, including: ary challenge coins for their work. • Emphasizing a department culture focused on customer service and core values. Williams recognized the agency for achieving compliance in 524 recommended management practices, but also for two • Expanding transparency and community involvement in model practices that will be shared with other agencies across planning and operations, including unveiling the UPLNK the country working toward their accreditation. Those prac- phone app for non-emergency service requests. tices were 1.6 Strategic Plan and 17.18 Security that identified • Refreshing the decades-old winter operations plan acquainting first responders with LTU facilities and opera- including public engagement and expanding the use tions through tours and cooperative patrol arrangements of the City’s brine solution to increase safety and snow with local law enforcement. removal effectiveness.

12 APWA Reporter / August 2019 / www.apwa.net APWA Accreditation Awards, March 2019

• Updating master plans in solid waste, water and waste- cessful onsite evaluation aligned with LTU’s goal of achiev- water divisions which included pursuing rate studies, ing accreditation by December 2020. engineering design standards and specifications. LTU Leveraged APWA Resources • Introducing the cutting-edge Traffic Management Master Prior to adopting accreditation in the strategic plan, Dave Plan that gave rise to the Green Light Lincoln initiative. Thurber, Lincoln’s Accreditation Manager, had applied for • Developing master plans in transportation access man- and became an APWA Accreditation evaluator. His experi- agement, high-speed data connections through broad- ence as team evaluator helped lead LTU through the process band infrastructure, and technology services, which of documenting and developing policies and procedures. centralized both the department’s GIS system and asset Chapter representatives, appointed by the management management using a software program developed by team, and other employees added accreditation duties to their local startup company. regular responsibilities. LTU developed a project timeline with milestone meetings. • Modernizing the Transit Development Plan to incorporate environmentally responsible CNG-fueled vehicles LTU requested an electronic peer review of documentation in and expand services. the tracking software in May 2018, which was facilitated by Strategic Plan Shows the Way Tracy Quintana, Accreditation Program Manager at APWA. The comments provided by the evaluators were very beneficial and In 2015, Director Esposito assembled a strategic planning let to the decision to move the timeline up for the site evalua- team comprised of representatives of all divisions within the tion. The onsite evaluation was conducted on November 5-7, department. The team met on a monthly basis and produced 2018, nearly two years ahead of the strategic plan goal. a comprehensive Strategic Plan (2020 Vision) in December 2015. The plan extends over a five-year period and includes Service Lincoln Citizens Trust and Depend On an annual review and progress report. The 2020 Vision iden- “For our citizens, this accreditation means when you put your tified eight goals to effectively address evolving operational trust in LTU, you can be assured of excellent service,” said Lin- and customer service needs faced by the agency. The strate- coln Mayor Chris Beutler. “They will be dedicated to following gic planning team recognized the value of self-assessment best practices based on the latest industry research, continual and APWA Accreditation as a continuous improvement improvement, and most importantly they are public servants process and set its sights on achieving it. to the core working for the good of the community.”

Thus, the APWA Accreditation process began with the appli- Dave Thurber can be reached at (402) 441-7581 or dthurber@ cation and agreement signed on May 2, 2017. The 36-month lincoln.ne.gov. period identified in the APWA agreement to complete a suc-

www.apwa.net / August 2019 / APWA Reporter 13 Is the “silo effect” hurting your efficiencies?

Dan Sailer, P.E., Assistant Public Works Director, Town of Castle Rock, Colorado; APWA Small Cities/Rural Communities Committee Chair & APWA Asset Management Committee Vice-Chair

f you have ever heard an employee state something share a typical area that most agencies deal with to illustrate along the lines of “That is the Public Works Depart- this effect: capital project management. The management of ment’s responsibility, I work in a different department,” capital projects is likely to involve numerous staff from dif- I this could be an indication that the overall organization ferent departments. I won’t get into external stakeholders for operates within individual “silos.” The silo effect is simply a the sake of simplicity. In a siloed environment, the overall cultural mindset where employees view their work environ- project manager is typically subject to the individual process ment within a strict set of boundaries. Within this type of and procedural aspects of the individual departments. The culture, employees within individual departments tend to staff who manage those individual department processes see their role, and focus, entirely on the department, versus and procedures don’t necessarily see themselves as part of the entire organization as a whole. the individual project team. This is where inefficiencies hide. This concept looks something like the following: Almost every public agency operates in an organizational structure that is similar to the following:

Agency Administration

department A department B department C An alternative concept to combat the inefficiencies of the silo effect is to reverse this:

Each department typically is charged with a distinct set of responsibilities but may include staff that share similar skillsets. Heavy equipment operation is one example of an employee skillset that may exist within different departments. This structure naturally leads to the silo effect. If you work in a Utilities Department, for example, you may not even consider yourself as a resource for snow management operations. So, what’s wrong with this?

Nothing is inherently wrong with the silo effect, but it can In this concept, the project manager has the responsibility lead to inefficiencies in time, money, or both. I’d like to to develop the needed team to include not only an under-

14 APWA Reporter / August 2019 / www.apwa.net Public Works Department Facility Expansion Underway

standing of project goals, but also a communication struc- handled with Public Works staff only. Well, as a lean depart- ture and expectations, to name just a few. Staff accountabil- ment within a rapidly growing city, impacts to service levels ity is completely different under this concept. can occur fairly quickly with even minor adjustments.

I’ll share two real-life examples of utilizing this concept We consider snow operations as an emergency operation. within the agency I work for: Castle Rock, Colorado. This As such, this takes a higher priority than most other opera- first example is in the area of capital project management. tions. If we wanted to keep pace with service levels, we had The Public Works Department is expanding our current two options: building to accommodate future growth. We could have uti- • Increase human and equipment resources within Public lized Department capital improvement managers to manage Works with either permanent acquisitions, or the use of this project, but chose to utilize a capital project manager contracted services; or, within a different department that has handled some recent facility expansions. In this instance, the project manager • Leverage existing Town resources across all available is an extension of the Public Works Department’s team for departments. this specific project. They report directly to the Engineering We chose the latter, with a significant financial savings Manager, who is not their formal supervisor. In addition, compared to the other alternative. However, the tradeoff is this project manager has assembled a team from several a recognition that non-priority service levels within other other departments that report directly to him on project departments were likely to decrease during snow events. But tasks. As such, the project manager is responsible for provid- this is the natural tradeoff anytime an agency has to priori- ing feedback to each team member’s formal supervisor for tize the use of finitely available resources, which is true for inclusion into their formal yearly evaluations. nearly every local public agency. The second example is in the area of snow management. The In this Castle Rock example, a Public Works Department Public Works Department is charged with managing the staff member is charged with managing the snow manage- public transportation infrastructure. This includes snow man- ment program. Employees and equipment from two other agement operations. Not long ago, we operated in the typical departments report directly to Public Works staff when siloed environment: all snow-management operations were snow operations are underway. These employees are directly

www.apwa.net / August 2019 / APWA Reporter 15 Castle Rock smaller plow truck accountable to Public Works’ snow management staff dur- Breaking down existing silos is a ing these operations. paradigm shift in an organization’s Specialized equipment is not utilized in this case. We leverage existing pickup trucks that have chassis stout enough to culture mindset. accommodate plow blades to increase the vehicle pool. and hold all department staff accountable to this change in culture While the level of service provided to the community has been great under this paradigm shift, the cultural mindset of • Project/program managers who manage interdepart- all employees has been an evolution. The primary challenge mental staff teams must do a good job of establishing is associated with getting employees to understand their efficient project protocols within the team to set clear accountability to varying project/program managers, along expectations with their ability to adapt to various management styles. This is natural as people deal with change. • All staff must do a good job of communicating impacts of potential changes to workload priorities A metaphor that comes to mind is that of a utility player in baseball. A utility player is someone who has strong skills • Project/program managers must do a good job of cel- at multiple positions. If a need presents itself, a coach can ebrating interdepartmental team successes, as well as shift a utility player to fill this need. Utility players typi- communicating input to respective employees’ formal cally maintain a mindset of flexibility, along with a “needs supervisors for performance review purposes of the organization” approach. This is what leadership is • Formal job descriptions for employees likely need to be all about. Lisa Haisha has a great quote on leadership that I adjusted love: “Great leaders don’t set out to be a leader—they set out to make a difference. It’s never about the role—always about Closing Thoughts the goal.” Employees who understand this are much more Breaking down existing silos is a paradigm shift in an likely to embrace this model, and organization executives organization’s culture mindset. As with any change, staff need to cultivate this culture to make it successful in the education, consistency associated with expectations—along long term. with accountability to those expectations—and PATIENCE are important. This cultural shift takes time. However, you’re Some key considerations when breaking down silos: likely to find the effort worth it! • Key department and agency administrative staff must be of the same mindset to embrace this cultural shift Dan Sailer can be reached at [email protected] to learn more.

16 APWA Reporter / August 2019 / www.apwa.net CALL FOR PRESENTATIONS NOW OPEN!

NORTH AMERICAN SNOW CONFERENCE 2020 NEW ORLEANS CLEVELAND, OHIO HAVE A GREAT SOLUTION TO SHARE?

Help your colleagues meet the challenges in their communities by presenting your solution at one of these great public works conferences.

www.apwa.net/2020cfp Nahid Paiman sits between Joe Johnson of the Kansas City Metro Chapter (at podium) and Justin Miller, APWA Committee for Diversity and Inclusion Chair, during the First-Timers and New Members Meeting at PWX 2018 in Kansas City.

Wishing continued success to our staff liaison, Nahid Paiman Kimberly Strong, Public Information Specialist, City of Chattanooga, Tennessee, and Co-Chair, APWA Committee for Diversity and Inclusion

hen I accepted my appointment to the Commit- Any one of our committee members could contact Nahid tee for Diversity and Inclusion, the first person with questions and she provided the answers to our ques- I spoke with was the chairperson, Justin Miller, tions. Wherever we fell short, Nahid was always there to W who made me feel very comfortable on the task I fill the void. had accepted. The very next phone call I received was from Nahid Paiman, who introduced herself as an Associ- Here is a comment from committee chairman Justin Miller ate with APWA and our committee’s Staff Liaison. I knew on hearing of Nahid’s departure from APWA: “Thank you what the word “liaison” meant but I had no idea of the role for all of your efforts. Most folks don’t know all of the things that she would play in my experience on the committee. you were doing ‘behind the scenes.’ It has truly been a plea- sure to work with you and I’m proud to call you a friend.” The APWA staff liaisons and board liaisons play such an integral role in the successes of the committees. They On behalf of the Diversity and Inclusion Committee mem- provide guidance and act as go-betweens in exploring new bers, we echo our chairman’s sentiments to Nahid. The self- ideas and possibilities. Usually only a handful of people are ish side of us hates to see you go but we wish you continued truly aware of all of the work and effort these wonderful success and thank you for making our time working with people have invested. you nothing less than exciting and enjoyable.

I can’t speak for any of the other APWA committees’ Staff Nahid will be forever missed by us all. Liaisons, but our Staff Liaison single-handedly was the glue We take this opportunity to send a huge thank-you to all of that kept us all together. She consistently kept all of us on the liaisons working for the success of the APWA commit- task, focused, and made sure that we adhered to APWA’s tees. Without you, it would be a much more daunting task to rules and guidelines. We always had our monthly meet- achieve the accomplishments we seek. ing minutes and agendas prepared in advance of the next upcoming conference call. Each of us knew what our com- For all APWA members: The Committee for Diversity and mittee assignments were. She kept us accountable to our Inclusion is looking for advocates that would like to join our APWA Reporter article submissions. In preparing for PWX as team. If you are interested in joining the D&I Committee, a committee, Nahid was a true champion for us regarding please contact us. our PWX Diversity and Inclusion Committee programs, Kimberly M. Strong is the APWA Committee for Diversity and speaker’s obligations, logistically supporting our PWX Inclusion Co-Chair and an APWA Accreditation Evaluator. She can programs and speaking session, the list goes on and on. be reached at (423) 643-6187 or [email protected].

18 APWA Reporter / August 2019 / www.apwa.net COUNT IS D 10% OFF DISCOUNT CODE: LMS10 T D N ISCO U Habits of Dysfunctional Leaders

Are you in a management role trying to figure out how to maximize productivity within your team? Or maybe you are the team and realize you need stronger leadership skills and direction from your management. Whichever your situation may be, navigating different types of leadership strategies in a work environment is key to your success. Find the best tips and tricks for avoiding, identifying, and managing flawed leadership habits in your work place through APWA’s new, easy-to-use eLearning program. This on-demand course will help you improve your own performance, strengthen your relationship with your leader, build solid relationships and ensure accountability.

After attending this course, individuals will be better able to: • Recognize, discuss and address functional and dysfunctional leadership habits. • Show a greater self-awareness of personal leadership habits, and proactively work to improve leadership habits. • Explore strategies and techniques that can be employed to improve leadership habits.

For more information go to: www.apwa.net/elearning or send an email to [email protected]

This course is eligible for .20 CEUs. 2019 APWA National Equipment Roadeo at PWX 2019 T-Mobile Park & Washington State Convention Center Sunday, September 8, 2019 12:00 – 4:00 p.m. Registration (Washington State Convention Center) 4:00 – 5:00 p.m. Mandatory Brief ing Monday, September 9, 2019 8:00 a.m. – Noon Competition 2:30 – 4:50 p.m. Education 5:00 – 6:15 p.m. Awards

2 COMPETITIONS:

Mini-Excavator Competition Technicians Competition Show off your skills on a mini-excavator using Test your knowledge and hands on various props to precisely execute and maneuver! abilities as a technician in 7 stations: Two courses per competitor. • Shop Safety (Limit 2 entries per chapter prior to 7/15/19. Consult your local chapter for • Electrical entry code.) • Engine • Hydraulics • Tool Identification • Tire Repair • Automotive and Medium/Heavy Truck (written exam) (Limit 2 participants per chapter prior to 7/15/19. Registration open to all after 7/15/19 with maximum 126 participants.)

For more information or to register visit pwx.apwa.net YP Committee members set for presentation at PWX

Cate Thompson, Florida Regional Engineer, Advanced Drainage Systems, Inc., Jacksonville Beach, Florida, and member, APWA Young Professionals Committee

s PWX 2019 in Seattle quickly “What are you doing to train ‘green’ tions to take back to work.” I will be approaches I find myself reflect- staff?” honed in on three key themes: joined by Kati Horner Gonzalez, April ing on my “takeaways” from Team Building, Encouraging Growth & Miller and Eric Dundee, three other Kansas City and how I have Involvement, and Cultivating Cross- members of the national YP Commit- A been integrating them into my Communication. As the conversation tee, for that presentation. daily routine, colleague interaction continued, it was clear that each of and, of course, applying them to young these themes was not only important to Don’t be fooled by the “young profes- professional (YP) engagement. As the development of young profession- sionals” tagline, this session is for any- the designated “microphone cube als, but all public works professionals one and everyone looking to exchange tosser” for the Young Professional PWX and organizations. A sense of belonging ideas on successful (and not-so-success- presentation last year, a significant based upon comradery builds a strong ful) change in their organizations to amount of my notes revolved around team foundation. The team foundation take back to work! The YP Committee the organic conversation spurred from grows with an encouraging atmosphere is actively seeking innovative stories the YP Committee’s session on Creat- that celebrates success and empowers to highlight during our PWX session; ing a Dynamic Workplace from both the team to take a leading role in their even if you are unable to make it to the panel and audience participation. professional growth. With these two Seattle, we still want to hear from you! themes mixed with a team-oriented Please fill out this brief two-minute So, I pulled out my notebook and read mindset that communicates across all survey by going to https://www.survey- through the pages of truly creative groups and breaks down silos, organi- monkey.com/r/NLX782X or visiting ideas that were shared through the zations are seeing greater and greater our APWA YP web page (under “Groups lens of supporting and encouraging success in effectiveness, efficiency, and & Committees”) and we will be in the future generations of public works overall satisfaction. touch! (QR code for the website is also leaders. The session started with the YP shown on this page.) panel sharing how they have engaged With all the exciting conversation YPs in their workplace, and each that was generated through this Cate Thompson can be reached at (561) 221- brought to the table a unique industry session the YP Committee quickly 9007 or [email protected]. perspective. This was followed by ques- realized that for our Seattle PWX pre- tions to spur conversation amongst sentation we needed to build off the the panel and audience interaction. success from Kansas City by creating The session then evolved into audience an environment which encourages questions that were answered by both great ideas (both big and small) to be attendees and panel members. shared. So please let this be your first official invitation to come join us in Questions such as “What are you Seattle for our interactive think-tank doing to engage fleet & field staff?” and session: “I came up with this – Innova- The QR code for the website

www.apwa.net / August 2019 / APWA Reporter 21 Operation Sister City effort following Hurricane Michael brought relief to hundreds of Bay County and City of Callaway Public Works professionals and their families. International Public Works Director Roundtable

Chris Evers, Pavement Technology, Inc., Vero Beach, Florida

t’s almost time for the Sixth Annual International Public 5 storm. But that’s not what we hope it’s remembered for. Works Director Roundtable “Where Directors Go to For me it stands as a shining example of how fellow APWA Grow” taking place at PWX 2019 in Seattle, Monday, members can come together as a force for good. Here is the September 9, from 3:00 to 4:50! As usual, we have an story of how a handful of people can make a lasting differ- I awesome Roundtable set to roll out for Public Works ence in the lives of hundreds, even thousands of people. Directors or your community’s equivalent. Please join us at The relief efforts launched by fellow APWA members to help the highest rated session at PWX for the last several years our own came in part from relationships built at the Florida running! Since 2014 fellow Moderators Elizabeth Treadway, Chapter Roundtable. It might just be that this is the true PWLF, Past President of APWA, Chas Jordan, Past President of legacy of the Roundtable. the Florida Chapter, and I have labored to produce the most Keith Bryant is the Public Works Director for Bay County valuable session in all the land. This two-hour Roundtable is where Hurricane Michael made landfall. “The morning after designed to be a dynamic exchange of ideas with your fellow the storm, somehow, Chris Evers was able to make contact to PWDs aimed at making you a better and more effective direc- check on us and let me know that help was on the way. From tor. If you haven’t made it to a Roundtable yet, maybe the true the immediate relief in the way of meals for our personnel story below will inspire you to attend. To learn more, check and gift boxes to the 3,500 Thanksgiving dinners delivered to out www.pwdroundtable.org. our community, Operation Sister City will not be forgotten. Hurricane Michael made landfall on October 10 in Mexico Though not generally thought of as a fraternal organization, Beach as the third most intense Atlantic hurricane ever in the Florida Chapter has proven through its outreach to be terms of pressure. It was the strongest hurricane in terms of more than just another association. I’ve been coming to the max sustained wind speed since Andrew in 1992, a Category Public Works Director Roundtables at the Florida Chapter

22 APWA Reporter / August 2019 / www.apwa.net EXPO and PWX for years and distinctly remember the year before Michael the session on Hurricane Irma. Many of the lessons learned at the Round- table I now consider invaluable after an experience like we’ve had.”

David Reyes has a different perspective as Commu- nity Services Director in Palm Beach Gardens. “As soon as I saw how bad the storm was, I knew we had to help. It was very gratifying to see just how engaged our City employees became and how much effort was expended to help our Public Works Brethren in the Panhandle. We want to help those who help others.” David Keith Baker, Bay County Public Works Director, speaking at the 2019 spearheaded an amazing Florida Chapter PWD Roundtable effort that serves as a fantastic model for future storm relief efforts. In a matter of days his city was able to organize a phase one response to render works professionals. The Roundtable also concluded with aid to the City of Callaway and Bay County. This included consensus to form a statewide MOU for mutual aid headed up critical supplies like personal hygiene items, various supplies, by APWA. And finally, the Florida Chapter has been asked to and even two washers and dryers. Soon the early relief effort have a presence in the Florida Emergency Operations Center turned into a full-scale relief effort dubbed Operation Sister upon mobilization. This honor stems from the realization of City which involved over 100 city employees, 15 local busi- just how important public works is before, during and after nesses and organizations like Christ Fellowship Church plus the storm. contributions from Palm Beach Gardens residents. The APWA In Seattle you’ll hear how stories like this one can make an Florida Chapter activated our Emergency Relief Fund and impact on our public works families during times of need and donated $10,000 to the Operation Sister City effort. All told how the lasting impact extends well beyond the initial acts of nearly $59,000 plus several pallets of supplies and water was kindness. Past sessions have included Transportation Fund- raised to assist the City of Callaway and Bay County employ- ing, Greying of the Workforce, Escaping the Bunker Mental- ees and their families. ity, Working with Millennials, The Importance of Advocacy, The entire room of Directors were Succession Planning, Asset Management Beyond Roads, and Outsourcing. We pitch the topics to tables of approximately moved to action and decided to make 10 PWDs and watch 20 minutes of spirited discussions erupt. Operation Sister City a statewide If your job title is Public Works Director or some iteration model for disaster relief for public thereof, or you serve your agency as the equivalent of the works professionals. traditional Public Works Director, we encourage you to join us for this groundbreaking and exciting session Monday, September 9, from 3:00 to 4:50. Bring a box of business Connections made at previous Roundtables help to galvanize cards and be ready to shake some hands! To learn more communities to stand together when disasters like Hurricane about Operation Sister City and what you can expect at the Michael strike. Just this past April, approximately six months Roundtable check out the content at www.pwdroundtable. after the storm, Keith and David stood together at the 2019 org. Elizabeth, Chas and I look forward to a journey of epic Florida Chapter Roundtable and shared their lessons learned public works awesomeness! from Michael and Operation Sister City. The entire room of Directors were moved to action and decided to make Opera- Chris Evers can be reached at (727) 638-1699 or cevers@ tion Sister City a statewide model for disaster relief for public pavetechinc.com.

www.apwa.net / August 2019 / APWA Reporter 23 you can’t afford downtime

utilities across the U.S. rely on KENWOOD two-way radios. NX-3000

“The cumulative impact of weather disasters in 2017 exceeds $300 billion in damage, which is a new U.S. annual record.” – NOAA January 8, 2018 1-800-950-5005 www.kenwood.com/usa IN & AROUND APWA you can’t afford Alaska Chapter hosts joint meeting with ASCE and ITE he APWA Alaska Chapter hosted a joint meeting with Tthe local ASCE and ITE chapters on June 18. The guest speaker was DOT Commissioner John MacKinnon who downtime spoke about the transportation outlook for Alaska. Joint meetings allow APWA greater outreach to individuals who may be unfamiliar with our organization and mission. Over 100 engineers attended the luncheon, including Tony Roos, APWA Oregon Chapter Treasurer, who was in town from Oregon.

Left to right: Kirsten Valentine (AK Chapter Secretary), Brit- tany Barkshire (AK Chapter President), Roe Sturgulewski (AK Chapter Director), Tony Roos (OR Chapter Treasurer), Nick Straka (AK Chapter Treasurer).

New England Chapter holds 2019 Summer Workshop

he New England Chapter held its 2019 Summer Work- APWA President David Tshop at the Red Jacket on Cape Cod, Massachusetts. The Lawry, winner of the workshop combines a strong educational and networking fishing tournament on program. The educational program focused on a number Cape Cod. He caught a of topics, some of which included Stormwater, Rail Trails, 36-inch striper. Young Professionals, and Public Works Awareness to name Left to right: Rick Stin- a few. son, past Region I Direc- tor; David Lawry, APWA President; Tom DeMaio, past Region I Director; and Gary Losier, current Region I Director

utilities across the U.S. rely on KENWOOD two-way radios. NX-3000

With the new KENWOOD NEXEDGE® NX-3000 Series, choose your preferred digital protocol to benefit from secure communications, enhanced coverage and industry-leading features including built-in GPS, Bluetooth® and 7-LED color status indicators. Immediate, reliable voice communications is the backbone of effective disaster communications. KENWOOD has spent more than 90 years perfecting loud, clear voice transmission that suppresses background noise. Contact us today to connect with a local KENWOOD wireless expert. Left to right: Larry Bombara, tournament organizer; David Lawry, APWA President; Gordon Daring, New Eng- land Chapter President; Paul Gabriel, President Environ- mental Partners “The cumulative impact of weather disasters in 2017 exceeds $300 billion in damage, which is a new U.S. annual record.” – NOAA January 8, 2018 1-800-950-5005 www.kenwood.com/usa www.apwa.net / August 2019 / APWA Reporter 25 WASHINGTON INSIGHT

Drones: Can they benefit public works? Marty Williams, Government Affairs Manager, American Public Works Association, Washington, D.C.

f the myriad of issues that are and all drones remain on the ground” and aerial assessments of the interi- discussed, debated and exam- to “Let’s get the UASs involved in every- ors and exteriors of public buildings. ined in the public works world, thing we do.” Drones offer a safe, convenient and I don’t know if there is any sometimes cost-effective solution to O APWA has proactively sought to be other issue that can create as viewing locations that are simply too much buzz as the use of Unmanned involved in this ever-evolving techno- difficult, or unsafe, for people to access. Aerial Systems (UASs), commonly logical tool in the sense that, through known as drones, and the potential our policy priorities, drones are includ- Additionally, from a first responder role they can, should, or will play to ed as an area of emphasis. Public works standpoint, drones have been used as support public works professionals. I professionals working in the transpor- a valuable surveillance tool to assess won’t delve deeply into the oversight tation sector utilize drones in various disaster situations such as wildfires, or regulation aspects of this ever-evolv- capacities such as for inspecting bridg- earthquakes, and other natural disas- ing technology; however, guidelines es, aerial surveys of land and existing ters when it is impossible or inadvis- for the use of drones will stipulate to a roads, traffic monitoring, weather able to send in people or rescue dogs. large degree what their potential role impacts on transportation infrastruc- The fact that drones have the ability to might be to assist public works now ture, and to have photos for educating access locations that a human being and in the future. the public. While safety and common- cannot to aid in disaster-recovery is a sense guidelines such be considered, it compelling one. Does the discussion of drone usage is important that federal regulations do get your professional and mental not become onerous and burdensome As with the pros for using drones, the juices flowing? I hope so! The driving to localities in their use of drones for cons against drone usage are equally force behind my posing this question public works purposes. persuasive. Drones may unintention- comes from the conversations I have ally—or intentionally—interfere with had with APWA members, Members There are many pros and cons to the authorized air travel. For example, at of Congress and Congressional staff use of drones, but they aren’t broken London’s Gatwick airport recently, the about how they foresee drones being down by profession. Nonetheless, here growing problem of drones operating implemented. I would be remiss if I are some arguments to consider: near the airport has created significant inconvenience and delays with air travel didn’t acknowledge that drone usage in Let’s start with the pros. Drones have some cases can be a lighting-rod issue. as instances of emergency cancellations already been utilized in some limited and re-routings impacted travelers. This Responses I have heard on their usage public works activities, such as the range from “I would prefer that any situation may or may not be lessened inspection of underground sewer lines with stricter regulations.

26 APWA Reporter / August 2019 / www.apwa.net YOUR IDEAL LET'S BUILD STRUCTURE

for nearly 40 years clearspan has been helping companies maximize profits with superior building solutions

To find out how we can Energy Superior Expert help with your structure needs visit or call Efficient Warranties Project Managers www.clearspan.com 1.866.643.1010 No Money Down Financing, Terms Up To 7 Yrs and As Low As 5.99% on buildings

Moreover, drones cannot completely Again, my intent is not to advocate one are coming to a community near you— replace people in all instances. Drones position either in favor of or against good, bad, or otherwise. Ultimately, cannot replicate human instinct, drone usage. Rather, I hope to encour- public works needs to have a voice in experience, or other senses by which age detailed and thoughtful discus- this discussion, as it has a major stake we make decisions. For example, if a sions of drones, why they may be use- in how drones can be used to benefit first responder was surveying a disaster ful tools for public works officials, how the public. area and heard the distant voice of a best to use them, and what regulations trapped individual, he or she could may be needed to prevent misuse or Marty Williams can be reached at (202) react quickly in assessing the situa- abuse of these high-tech tools. Drones 218-6732 or [email protected]. tion to aid the in-need person, which might have been otherwise passed over by a drone.

I attended a Senate Commerce, Sci- ence and Transportation hearing this past June on drone security, during which several Senators expressed concern that local and state governments do not have the tools or the guidance to best use or prevent the use of drones. Given the special expertise possessed by public works professionals in being able to problem-solve, I was encouraged to hear that moving (L-R) Senator Dan Sullivan (R-AK) and forward, at least from this Commit- Senator Ed Markey (D-MA), the Chair and tee’s view, their needs be a greater deal Ranking Member of the Senate Commerce, of information sharing between all Science, and Transportation’s Security levels of government and the profes- Subcommittee, preside over a June hearing on Drone Security. sional staffs handling this issue.

www.apwa.net / August 2019 / APWA Reporter 27 GAC INSIGHT

Moscow Mayor, Bill Lambert, showing off the City’s newest EV at a public event. Out of the Shop: How to use fleet as an advocacy tool

Tyler Palmer, Deputy City Supervisor – Public Services, City of Moscow, Idaho, and member, APWA Government Affairs Committee

ost public works departments have come to the equipment on a responsible realization that gone are the times when we schedule was consistently a could do our work in the background. Telling the point of contention in the M public works story is an imperative part of our City’s budget. effort to assure that we have the resources neces- A huge advantage in tell- The logo for the program that is sary to carry out our imperative charge. We have learned to displayed on all City vehicles ing your fleet story is that increase the visibility of our work in many areas, but one there is typically ample data that is ripe with potential, and often overlooked, is fleet. As available for city fleet operations. Most cities, at very least, an internal service, it is easy to understand why fleet’s narra- have information on purchase year, purchase amount, fuel tives can be more difficult to disseminate to elected officials economy, maintenance history, and target replacement. The and the public. However, when done effectively, fleet can availability of this data makes it much easier to track key become a fecund source for compelling advocacy material. information that will help with your fleet advocacy efforts. In 2011, the City of Moscow, Idaho, a small university city The City of Moscow Fleet Section created an all-encompass- located in the Idaho panhandle, was working to generate an ing fleet program that they called the “EcoDriver Program” internal fleet training program to help users understand how in an attempt to inject structure into the operations and to interact with the Fleet Section of the Public Works Depart- increase the visibility of this critical public works function. ment. In the process, staff realized that this would be a good The program includes principles for vehicle specification opportunity to broaden the training beyond simply teach- that involve the departments in responsible decision making the policies and procedures. At the time, most people in ing, low-use reviews, driver training for safety and efficiency, the city did not even realize that we had a Fleet Section; they reinforcement of City vehicle operation policies, and goals were just “the mechanics at the Street’s Shop.” Because of for reductions in fuel consumption and greenhouse gas this lack of understanding, the replacement of vehicles and

28 APWA Reporter / August 2019 / www.apwa.net able to use the data to keep momentum for the program and continue to tell the fleet story through the process. We send monthly EcoDriver update e-mails to all employees and elected officials. We keep these brief and provide updates on the previous month’s fuel usage and tips for the safe use of the City fleet. We also established an annual EcoDriver of the Year Award. This award allows us to recognize an employee or department who embrace the EcoDriver concepts and put them into practice. We present the award at a meeting with elected officials present, with an explanation of the recipient’s actions that led to their selection.

The overall impact of the program has been significant, A graph showing the reduction in fuel use since the program’s inception not just for Fleet, but for the city as a whole. We have seen reductions in fuel use that we had never imagined and are emissions. Also included was an alternate fuel transition now using less fuel annually than we were 15 years ago. Two plan. This living document allows Moscow’s Fleet to work different mayors have highlighted the program frequently, with the departments to identify good candidates to transi- including each year since its inception at the annual State of tion to alternate fuel vehicles. the City address. The program has also received regional and As is often the case, the fiscal argument was the most com- national awards, which only reinforce our efforts in the eyes pelling for our elected officials and our constituents, so this of the elected officials and the public. is where we started in order to gain the political capital and With some creative branding of fleet programs, and good buy-in necessary to carry out the remainder of the compo- use of available data, City Fleet operations can go from the nents of the program. By pulling the fuel consumption data shadows to the forefront. For the City of Moscow, Fleet is no from several previous years, we were able to establish a base- longer “the mechanics at the Streets Shop.” They are fleet line and trajectory for consumption, greenhouse gas emis- professionals who provide a crucial service in a thoughtful sions, and cost. The numbers indicated that, on average, the City was increasing its consumption by about 4% annually. way, and critical audiences now know it. Establishing 2011 as our benchmark year, we set the goal to Tyler Palmer can be reached at (208) 883-7096 or tpalmer@ halt the increase. We suspected this would be possible as we ci.moscow.id.us. were starting the process of transitioning our police patrol fleet, a large user of fuel, to lower- fuel-use vehicles.

The real key to the advocacy Fleet Supervisor, Karl Riedinger, interacting piece was involving our adminis- with residents at the tration, elected officials, and the annual Public Works Fair public from a very early stage. Too often great public works programs are established, and function amazingly well, but do so in the shadows where no one sees or appreciates the high level of efficacy. We presented the program to the departments individually. This was helpful, as their buy-in was imperative for the program to function. We then made our efforts very visible through city council presentations, and public statements about our objectives and goals.

As the program rolled out, and started to show results, we were

www.apwa.net / August 2019 / APWA Reporter 29 SPOTLIGHT ON CANADA

Hydroelectric dams, like the one shown here in Pointe Fortune, Quebec, could become structurally vulnerable as a result of the increasing impact of a changing climate.

Shooka Karimpour, Ph.D. Assistant Professor, Lassonde Dam Science School of Engineering York University How climate change impacts the structural Toronto, Ontario integrity of our dams

Content provided by: ams and levees, dikes alike, viding other ecosystem services such as serve as critical infrastruc- flood control, water storage, and irriga- https://renewcanada.net tures whose design and tion. Dams, however, have to sustain https://watercanada.net D performance have significant in a new reality in the face of climate economic, social, and envi- change. Climate change is now an ronmental outcomes. They make a unequivocal truth, and it is expected to significant contribution to the efficient strongly affect the hydrologic cycle in management of finite water resources the coming decades. that are unevenly distributed and subject to seasonal fluctuations. In Changes to surface runoff Canada, hydropower is the country’s Using multiple climate models, Envi- number one electricity source. Dams ronment Canada provides different have been a reliable and stable source tools and datasets on the temperature of electricity in the country while pro- and precipitation projection under dif-

30 APWA Reporter / August 2019 / www.apwa.net Figure 1 demonstrates changes in precipitation in relation to historical data. ferent climate change scenarios. As an The combined effects of changes in precipitation and example, Figure 1 demonstrates changes in precipitation in relation to histori- temperature will most likely lead to smaller runoffs in cal data, based on a high emission (RCP summer months in southern Canada, where most of 8.5) scenario and in a mid-to-long-term prospective (year 2061-2080). dams and reservoir bodies are distributed.

Dam Science This figure demonstrates how an lative rainfall and snowfall alone. The Dams as recipients of surface runoff increase in precipitation across most geographical extent of a catchment With the patterns of precipitation of the country is expected in winter, basin, its elevation, vegetation, and soil and runoff changing under climate spring, and fall (with an exception cover are among other factors affecting change scenarios, it is likely that for parts of British Columbia that are the runoff volume. dams will soon be exposed to large anticipated to experience less precipita- flooding events with higher frequen- tion during the spring months). This Warming temperatures and higher projection in wet months leads to emissions impact the precipitation cies. The vast majority of large dams higher seasonal surface runoff. Dur- patterns as well as the type and storage are constructed in southern Canada ing the summer, on the other hand, of precipitation. In a warmer climate, where greater population concentra- changes in precipitation vary across less precipitation will be stored as snow; tion exists. These dams are exposed the country. An increase in precipita- also, faster snowmelt and less snow to warmer temperatures and higher tion is reported in northern Canada, accumulation on the ground are expect- precipitation in wet months and drier whereas in southern Canada precipita- ed. Therefore, the combined effects summer months, and hence higher tion drops compared to the seasonal of changes in precipitation and tem- annual runoff fluctuations. The sur- historical data. Since a uniform change perature will most likely lead to smaller vival of these existing dams and the in precipitation pattern isn’t expected runoffs in summer months in southern design of new dams now face great across the country, commenting on Canada, where most of dams and reser- uncertainties. Increase in reservoir the changes in the surface runoff in voir bodies are distributed. This will be storage capacity is only one of the con- summer isn’t possible based on cumu- accentuated by higher evapotranspira- sequences of warming climate. Some tion rates in warmer temperatures. others are:

www.apwa.net / August 2019 / APWA Reporter 31 Dam safety: The change in design centuries, little knowledge is available our economy and growth heavily rely- flood would directly impact the dam on their vulnerability to the changing ing on dams and to ensure our long- safety measures. In storage-based dams, climate. Even without considering the term sustainability and climate change as the flood is routed through the rising water demand, the water stress resilience, we have to change our per- reservoir, the water level and outflow are on these critical infrastructures will spective and embrace new approaches affected. The safety of the dams for the worsen in the coming decades. In this to dam design and operation. future climate is based on the evalua- paper, we have looked briefly at the cli- Shooka Karimpour is an assistant profes- tion of changes in design floods and the mate change trends across Canada and sor in the department of civil engineering freeboard available to accommodate enlisted some of the potential impacts at the Lassonde School of Engineering at the increase in the flood levels. Further- on the existing and new dams. With York University. more, greater water level fluctuation is expected mainly due to increased precipitation variability (intensity and duration) and potential increased evapotranspiration associated with global warming. The reservoir freeboard must be designed to accommodate a greater level of water depth fluctuation. One other mechanism that can lead to Reds that fight the fade. dam failure is overtopping. For instance, (For the signs, that is) earth-fill dams are inherently erodible and uncontrolled overtopping can lead to catastrophic failure.

Sedimentation in reservoirs: Increase in rainfall intensity and river runoff leads to greater rates of erosion and potentially a greater level of sediment transport. In turn, this leads to increased sediment deposition in the reservoir and hence loss of storage leading to lower service life, among many other deleterious effects.

Environmental flow: With increased temporal runoff variability due to climate change and intensified dry sea- sons, maintaining a healthy annual environmental flow downstream of a dam and reservoir is critical. This consideration of environmental flow With Avery Dennison, requirement may lead to modifications to reservoir and dam opera- there’s no misdirection. tions, as human use of water may You get more from the Avery Dennison become restricted. TrafficJet™ Print System: · Anti-graffiti overlay film that make signs Dams play important roles in Canada’s graffiti cleanable · 15-year warranty on T-11500 OmniCube™ economy and on every Canadian’s day- prismatic sheeting to-day life. More than 60 percent of the · 12-year warranty on T-6500 High-Intensity electricity in our country is generated prismatic sheeting by hydropower. With growing global · 10-year warranty on custom colors To learn more, go to reflectives.averydennison.com/trafficjet concerns around changes to climate and alteration to extreme precipitation and flooding events, the concepts around the dam and reservoir design have to be reassessed. While dams and reservoirs are inherently designed to sustain and provide services for Visit Booth #201 at the PWX Public Works Expo | Sept. 8-11, 2019 | Seattle, WA

32 APWA Reporter / August 2019 / www.apwa.net ATTENTION FLEET PROFESSIONALS!

There’s still time to register for PWX 2019 in Seattle, where you can address all your fleet services needs! WASHINGTON STATE Engage in open dialogue CONVENTION CENTER with other fleet professionals SEPTEMBER 8-11, 2019 about current industry trends, #PWX2019 practices, and challenges; and meet with the many fleet-specific exhibitors providing solutions to meet your community’s needs!

Fleet Services Highlights REGISTER TODAY! at PWX 2019: pwx.apwa.net • Fleet Services Open Forum • 4-Part Fleet Services Workshop • Operations & Training Day sessions • Fleet-specific education sessions throughout the conference • Nearly 50 exhibitors showcasing fleet services solutions SPOTLIGHT ON CANADA

Utility management and relocation is a key challenge that must be managed effectively during the construction of new urban transit systems such as the Eglinton LRT seen here.

Managing Utilities Risk Sharon Vogel, Partner, and Jesse Gardner, Associate, Singleton Appreciating the impacts to urban transit Reynolds, Toronto, Ontario infrastructure development

Content provided by: s cities and provincial gov- coordination of utilities such as tele- https://renewcanada.net ernments across Canada communication networks, gas lines, increase spending to update https://watercanada.net watermains, and hydro lines is key. The A and expand urban transit financial and scheduling consequences networks, both owners and contractors of inadequate contractual planning must grapple with the complexities of by the owner and contractor with addressing utility relocations. The ever- respect to utility relocation can result increasing density of major urban areas in significant cost overruns and years of and the corresponding decrease in delays to projects. available space within municipal lands can make such relocations challenging. When negotiating major infrastructure contracts involving utility relocations, For an urban transit infrastructure the focus of the parties is often on items project, the effective management and such as milestones, compensation and

34 APWA Reporter / August 2019 / www.apwa.net ground light rail transit (LRT) systems How do the contractor will require significant geotechnical investigation, while surface level proj- and/or owner ensure ects such as rapid bus lanes or streetcars that the utility may require the expansion of existing companies complete roads or highways in densely popu- lated areas, which has a ripple effect on their design and the surrounding utility networks. construction work

Perhaps the most difficult factor that correctly and on sets utility relocation apart from other time when the utility challenges to major infrastructure companies are projects is the trifurcated or three-party division of responsibilities. Gener- not parties to the ally speaking, major projects involve construction contract? an owner and a contractor or design- builder, and the obligations of these However, practical problems may arise parties are set out within some form of from this division of responsibilities construction contract. However, when including: undertaking a major utilities reloca- • A lack of design and construction, the owner and contractor will tion staff resourcing by the utility work with and rely upon third-party companies; utility companies (electrical, gas, water, telecom, etc.) to complete design and • Unexpected upgrades and/or construction work. increases to capacity;

The obvious question becomes: how do • A lack of clear, binding and real- the contractor and/or owner ensure that istic timelines, agreed upon by all the utility companies complete their three parties for the utility companies to complete their work; and design and construction work correctly and within the timelines anticipated in • Potentially a lack of enforcement the contract in circumstances where the relief events, payment structure and mechanism for the contractor utility companies are not parties to the substantial completion. This is rather to hold the utility companies to construction contract? than on technical issues, such as specific agreed-upon timelines. design requirements, allocation of Contractual relationships may exist In some cases, utility companies, responsibility, and equivalent reloca- between the owner and the utility understandably, use the opportunity tion versus modernization of services. companies in the form of pre-existing of an infrastructure project to upgrade Municipal Access Agreements, which their facilities and equipment. If these A thorough and proactive approach may be outdated and non-project spe- plans are not communicated properly to understanding the risk that utilities cific. These agreements usually include to the contractor, who may be expect- pose to major urban transit infra- cost sharing arrangements such as those ing an equivalent relocation of utility structure projects is important to the articulated in Ontario’s Public Service services, the result can be delays and cost-effective and timely delivery of Works on Highways Act pursuant to significant cost increases. That said, these transit networks. Given the long- which the owner and Utility Companies experienced contractors who work on term nature of such projects, planning share the design and construction costs these mega-projects are well aware that ahead and anticipating the problems for relocating utilities. utility companies may replace decades- posed by utilities relocation is critical old utility services. to success. In some cases, owners will attempt to motivate the utilities by increasing Universal to any major utilities’ reloca- The problems posed by utilities reloca- the owner’s financial contribution to a tion project is the need for a precise tion are layered and dependent on the higher percentage than that statutorily and complete allocation of contractual nature of the contemplated transit sys- mandated or will cover the cost of pro- responsibilities, which includes clear tem. For example, subsurface projects viding additional design resources. timelines and practical enforcement such as subway expansions and under-

www.apwa.net / August 2019 / APWA Reporter 35 Clear timelines and practical enforcement are necessary elements of a successful contract between utilities companies, owners and contractors to ensure projects stay on time and on budget.

mechanisms. Precision is critical in in the drafting of the contract. Some which provides public agencies with that any lack of clarity with respect to owners have taken the approach of guidance with respect to developing a a design, construction, or timing obli- either entering into direct contracts process for the coordination of utility gation may well result in the parties with the utility companies, or requir- relocations. While the guidelines and pointing fingers at one another while ing the contractor to enter into direct flowchart provided by TAC reflect the project delays continue. contracts with the utility companies, ideal process and provide helpful infor- which are project specific and are draft- mation with respect to the technical Similarly, the allocation of responsi- ed in tandem with the prime contract interrelationships between the parties bilities must be complete in that there so that obligations are clearly defined to a utility relocation, such processes should be no contractual gap between and enforceable between the parties. must be clearly defined within a bind- the owner, contractor, and utility com- However, this may not be possible in ing contractual framework which sets panies. In particular, if the contract every case and may present its own set out the responsibilities of the parties. between the owner and the contractor of challenges. states that a utility company is respon- Canadian transit infrastructure is set to sible for a given task or timeline, a Even slight contractual modifications develop significantly over the next few corresponding contractual agreement which shift key responsibilities or decades. This period of development with the utility company is helpful. solidify certain obligations can assist presents an opportunity for industry the parties in avoiding multi-year players to develop new processes to The case law in this area has not delays. For example, the owner and coordinate and manage these com- developed significantly for a number its engineer may consider issuing plex projects. The approach taken by of reasons, primarily because most technical guidelines, may assign addi- owners and contractors in structuring construction disputes settle in private tional staff to the utility companies contracts to account for the work of the mediation or arbitration. Further, case from the outset, or expressly describe utility companies will be important to law often develops years after a new any utility upgrades. ensuring the success of these projects. legal issue arises. The Transportation Association of Can- Sharon Vogel is a partner at Singleton Owners and contractors must strive to ada (TAC) sets out the guidelines for Reynolds. Jesse Gardner is an associate at anticipate problems and address them the coordination of utility relocations, Singleton Reynolds.

36 APWA Reporter / August 2019 / www.apwa.net SPOTLIGHT ON CANADA

According to research from the University of Waterloo, Halifax could be one of the hardest hit cities in Canada when it comes to flooding over the next century.

New Dimensions of Risk Dustin Carey Capacity Building Officer Preparing for climate change through Federation of Canadian Municipalities asset management Ottawa, Ontario ocal governments are respon- however, limited budgets have led to sible for more than half of the years of underinvestment in infrastruc- Content provided by: infrastructure in Canada. These ture across the country, with evident https://renewcanada.net assets safeguard against flood- results. Today, approximately $141 https://watercanada.net L ing, enable morning commutes billion in municipal public infrastruc- into work, deliver water to faucets, ture sits in poor or very poor condi- and then carry it back away to be tion, risking more unanticipated and treated—all things that Canadians rely expensive failures. upon daily. At their core, municipal Climate change brings a new dimen- governments are service delivery orga- sion of risk to managing infrastructure, nizations. If they fail to deliver those one that could have disastrous results. services, then our quality of life suffers. Extreme storms, hotter summers, Reliable service delivery is often colder winters, rising sea levels, flood- dependent on supporting infrastruc- ing, and drought—these are just some ture being in a good state of condition; examples of the new reality climate

www.apwa.net / August 2019 / APWA Reporter 37 After significant flooding last year, the City of Saint John in New Brunswick is taking a serious look at climate risk as it relates to infrastructure assets in the community.

change presents for Canadian com- reduce greenhouse gas emissions and the Federation of Canadian Municipal- munities of all sizes. Our infrastructure adapt to severe weather events, Halifax ities, with funding from the Govern- is designed to operate within certain is likely to experience a 300 percent ment of Canada, launched the Climate parameters, including climate condi- increase in property and casualty losses and Asset Management Network tions. Yet with the shifting nature of due to flooding by the century’s end. (CAMN). The network’s 19 participat- extreme events that climate change ing communities have committed to While this situation presents a signifi- brings, the conditions we expect our adapt their asset management gover- cant challenge to municipalities, it also infrastructure to perform in are also nance models to ensure that climate presents an opportunity. changing at an accelerated rate. change considerations are integrated into their infrastructure intervention Simply maintaining municipal assets How asset management can help and investment decisions. without taking any actions to adapt Local governments across Canada are to a changing climate undercuts the adopting asset management practices Some CAMN members have prioritized utility of the investments that com- to help them prioritize infrastructure using risk management processes to munities have made, and the result- investment—balancing cost, service view how municipal infrastructure ing consequences are likely to be very expectations, and risk. Recogniz- might be impacted by serious climate costly. For example, a recent study from ing that climate change represents a events. In light of the floods, fires, and the University of Waterloo projected substantial risk seldom considered in a other extreme events that have affected that, without aggressive action to both holistic approach to managing munici- communities in recent years, risk assess- pal infrastructure portfolios, in 2017

38 APWA Reporter / August 2019 / www.apwa.net to improve community resilience to planning, municipalities cannot only extreme weather events,” said Samir mitigate risks but improve cost effec- Yammine, manager of asset and ener- tiveness by targeting the right activity gy management for the City of Saint on the right asset at the right time. John. “CAMN has provided us with With so much of Canada’s municipal the guidance, knowledge, and capac- infrastructure in need of rehabilitation ity to implement and adopt a compre- or reconstruction, now is the time for hensive climate risk framework into communities to take corrective steps our infrastructure decisions.” to improve resilience through adap- Having a comprehensive risk manage- tive, risk-based asset planning. CAMN’s ment framework means that munici- work strives to ensure that municipalities can balance competing priori- palities have the skills and processes to ties using a data-driven approach. It is continue providing the high-quality also an effective approach to strategi- services that Canadians rely on regard- cally integrate climate adaptation into less of how the climate changes. one of the municipality’s most impor- FCM intends to share the lessons and tant functions—asset management. experiences learned through CAMN Armed with knowledge about the in a 2018-19 national workshop series consequences of infrastructure failures, designed to advance the conversa- local governments are better able to tion between asset management and implement risk-based decision-making climate adaptation practitioners. into already familiar processes. They can prioritize sustainable service deliv- Dustin Carey is a capacity building officer ery while planning for future lifecycle with the Federation of Canadian Munici- events. When long-term asset planning palities. is aligned with climate-adaptation

Custom REPRINts ment is increasingly recognized as critical to guiding adaptive planning. RepRints aRe ideal foR: Saint John’s experience with flood- n New Product Announcements ing in the spring of 2018 offers a timely reminder. The city is work- n Sales Aid For Your Field Force ing on an updated risk management n PR Materials & Media Kits framework with protocols for assess- n Direct Mail Enclosures ing the likelihood and consequences n Customer & Prospect Presentations of climate events through structured n Trade Shows/Promotional Events risk assessments. n Conferences & Speaking Engagements use this logo on white or lighter “Following the recent flooding n Recruitment & Training Packages backgrounds event, the City of Saint John is more For additional information, please contact Foster Printing Service, the official determined to take climate change reprint provider for APWA Reporter. adaptation and mitigation risks into consideration to prioritize capital investment on existing and new Call 866.879.9144 or use this logo on black or darker infrastructure, as well as adopting by- backgrounds. The Printing law, operational, and design changes [email protected] Service is in white.

www.apwa.net / August 2019 / APWA Reporter 39

C: 56 M: 0 Y: 100 K: 27 PMS 370 C MEDIA INSIGHT

A photo from last year’s Roadeo at PWX. This is what Emily uses as an example of an event to draw media to.

How exactly do you invite media to your event? A media advisory

Emily Dowsett, Government Affairs Media Manager, American Public Works Association, Washington, D.C.

f you happen to read my column each month, then you know that in some way, shape, or form I will stress the importance of forming relationships with your local I media. Each month I encourage you to invite local media to your events such as groundbreakings, ribbon cuttings, or community outreach efforts like “Touch-a-Truck.” What I have yet to touch on, though, is how exactly you go about extending these invites—so let’s get into that now.

The most recognized way to invite media to an event is by sending out a media advisory. There are some varied The content of the media advisory opinions on what makes a media advisory successful (photos should be in the body of an e-mail, not v. no photos, plain text v. images), but as this will be an in an attached document. introduction for many, I will just stick to the basics. First and foremost, the content of the media advisory should be in the body of an e-mail. If you are expecting a busy reporter to the subject line, “MEDIA ADVISORY: Public Works Heavy open your “see attached” document, then the chances are Equipment ‘Roadeo’ at T-Mobile Park” for local media, you’ve already lost them. and “MEDIA ADVISORY: Public Works Heavy Equipment Length ‘Roadeo’ in Seattle” for trade publications that aren’t located in the area. A media advisory should only consist of the “must-know” information. I would advise typing it out in a Word docu- Body ment first and ensuring that it is no more than one page To begin, at the top of the e-mail you will again want to state before you paste it into the body of an e-mail. Press are sent a “Media Advisory” followed by contact information for the huge number of invites, pitches, press releases, etc. each day, event. Additionally, if you write “For Immediate Release” so to stay on their good side, keep it short and to the point. as you would on a press release, then they will know that Subject Line they can share the information to come. You will then want to include a title, that can be very similar (if not the same) As previously mentioned, members of the media are often as your subject line—up to you, but you do have a bit more bombarded with hundreds of messages a day. Do them a freedom here. favor and allow your subject line to let them know exactly what the message is about—no time to be elusive. For exam- After the header information, you’ll want to be sure you ple, when inviting media to the Roadeo at PWX, I might use answer the “what, where, and when”:

40 APWA Reporter / August 2019 / www.apwa.net • What: Public works professionals from the United States If you don’t hear back from the media and Canada competing in APWA’s National Equipment Roadeo, where participants will put their skills to the that you invited, it is okay to follow up test, maneuvering mini-excavators through different with a phone call or second e-mail to obstacle courses. ensure they did get your message. • When: Monday, September 9, 2019 from 8:00 a.m. or community events? After compiling a well-thought-out to noon. distribution list, it’s time to send. My advice is, if you can, • Where: T-Mobile Park send any messages to the media at 9:00 a.m. local time. Also, I try to avoid sending on both Monday and Friday. Once you have answered the what, where, and when, you can also include any additional pertinent information if you Finally, if you don’t hear back from the media that you choose to do so. Additionally, in this instance, I would also invited, it is okay to follow up with a phone call or second opt to include a picture or two from last year’s Roadeo, to e-mail to ensure they did in fact get your message. After that, help convey the cool visuals that the press would get if they however, I wouldn’t advise any further follow-up for that were to attend and cover the event. specific event, and just assume that they cannot attend. Of course, we would prefer if they did attend, but we don’t want Closing to sour them for future events by being overly persistent. After the body it is important to include “###” to indicate Take it from me—it isn’t always easy to get press to turn up that your message is over. for your events. I’d go as far as to say it’s sometimes impossible, but if you don’t try you will never know! Now that you’ve composed your advisory, it is important to make sure you are sending it to the right people. Who are the Emily Dowsett can be reached at (202) 218-6736 or edowsett@ specific members of the local media who cover public works, apwa.net.

www.apwa.net / August 2019 / APWA Reporter 41 OPEN YOUR WINTER TOOLBOX

Performance Measurement

Wilfrid Nixon, Ph.D., P.E., PWLF, President, Professional Snowfighters Association, Iowa City, Iowa; member, APWA Winter Maintenance Subcommittee

hat does it mean to measure things better than we are doing them opportunity for managing change the performance of your now. The reason for doing performance if needed. winter maintenance opera- measurement is so that we can make 2. Develop an index for your weather tions? That is the subject of that word “better” a meaningful one. events, to tell you whether a W a recent NCHRP report 889 The “how” of measuring performance, given event is severe and if so, how “Performance Measures in Snow and and especially measuring performance severe. Also develop an index for Ice Operations.” And it is a big and a in winter operations, is a bit more com- the whole winter season. complex question. plicated than the “why,” and the report 3. Make sure you define your level of The “why” of measuring performance goes into some good detail, in over 150 service carefully, and make sure is pretty straightforward—you want to pages of discussion, literature review, everyone is on the same page when know how well you are doing, so that and methodology. It would be stupid to it comes to measuring whether or if you need to, you can make improve- try to summarize that much in a short not you have met the LOS requirements. Or, to use a well-worn phrase, article, but some key points are well ments. “you cannot manage it, if you do not worth reviewing. measure it.” Now, for some folks this 4. Report the performance measures The report itself has four key recom- is a barrier in and of itself. The very you find. mendations: act of trying to determine how well Why are these identified as key recom- you are doing something suggests that 1. Use weather events as your pri- mendations? The first one suggests that you might not be doing it as well as mary mode of measuring your you examine what you do on a storm- you could, and that has some implicit performance. The implication here by-storm basis, rather than over the criticism in it. But, of course none of us is that a seasonal approach to per- whole winter season. This is not what is perfect, which means we can all do formance does not allow enough

42 APWA Reporter / August 2019 / www.apwa.net most agencies do at the moment. Why winter maintenance operations are sharing those measurements with our the need for the change? Because lots meant to be providing a service to the customers, we demonstrate our com- of different things happen over a sea- public, using funds that the public mitment to meeting the needs of the son of winter, and while you can “add have provided to us to deliver that public—providing safety and mobility up” what happens in each storm to get service. The public deserves to know in the winter season. a picture of the whole winter, if you do how well we are using their funds Wilfrid Nixon can be reached at (319) not have that storm-by-storm data to to provide that service. By not only 594-4447 or at [email protected]. begin with, it is nearly impossible to measuring our performance, but also break it down from a whole season’s worth of information. And, let’s face it, fighting storms is what winter operations is about at a “granular” level. ARMOUR-SEAL What about the whole issue of a storm index? Well, the reasoning here is well- Frame & Component Encapsulant founded. We know that each storm is Finally an undercoating you can apply different, in a number of operation- in your shop with your personnel. ally important ways (for example, the pavement temperature through the Easy application – with the air operated storm makes a huge difference in how PISTOL-GRIP Spray gun. No mixing! we might approach that storm). When Environmentally safe – low VOC’S, contains we look at any given storm, how “bad” no hazardous petroleum solvents, and is was it? That is all a storm index is—it non-flammable. gives us a way to compare two different storms and say “this one was tougher Superior corrosion protection – meets the than that one” with something more Military Spec TT-C-520-B Salt Test and than emotions to guide us in the state- Chloride Spray Test, exceeding 1000 hours. ment! And, if we have a good storm Budget friendly – only 2 to 4 quarts protects index (and yes, that is a whole issue in frames and components for years. and of itself) then we can get an index for a winter season by just “adding up” all the storm indices that we had during the season. NEUTRO-WASH Why is level of service so critical? Salt & Chloride Neutralizer Well, that is (or should be) our Removes white salt residue left behind from goal—we want to achieve our level pressure washing with detergents – use of service (sometimes, of course, we NEUTRO‑WASH before applying ARMOUR‑SEAL. have different levels for different road types and priorities) and the degree Put a stop to corrosion and expensive repairs – to which we do that is a measure of enjoy more efficient equipment that works harder, lasts longer and looks better. our performance. There has been a move in recent years to define what Save thousands of dollars simply by protecting the the levels of service we are trying to equipment you already have in your fleet. achieve are, with greater precision. We also need to add to that a method to ensure that those who measure the level of service achieved are doing so in a consistent and accurate way. Without that, our levels of service lose some of their value. PROTECTION • PRESERVATION • PERFORMANCE

And finally, why should we report our performance measures? There are lots of good reasons for this, but for me www.rhomar.com one of the most compelling is that our [email protected] 1-800-688-6221

www.apwa.net / August 2019 / APWA Reporter 43 PW TECH MANAGEMENT: LEADERSHIP IN NEW TECHNOLOGY

GIS, maintenance of traffic, and leadership

Becky Tamashasky, Enterprise Services, Cityworks, Sandy, Utah, and member, APWA Asset Management Knowledge Team; Carolyn Fackler, Professional Engineer, Minnesota Department of Transportation, Minnetonka, Minnesota

he advent of mobile devices and fast internet has ushered an ever-increasing demand for real-time information. One of the ways this migration has T manifested for public works, at all levels of government, is in the area of construction and maintenance activities and their effect on traffic operations as experienced by the traveling public. Fortunately, there are a variety of technologies available that can be right-sized to fit any traffic concern and help meet the demand for more information while remaining budget conscious.

In the area of construction, there are a variety of smart work zone systems being deployed across the country with the aim of providing real-time information to the traveling public at key decision-making points along their route. Vendors, such as Street Smart Rental, have supplied products that range from simple sensor-activated electronic message boards to warn travelers in advance of a construction truck entering the highway or alter speed limits to adjust for downflow traffic to full systems that incorporate queue detection/warning, alternative route messaging, travel time messaging, and traffic camera trailers.

People are using apps to route trips, even regular trips, in order to ensure the fastest commute possible. In order to provide this service, app companies are hungry for information regarding all traffic flow reducing situations. While apps, like Waze, have started forming partnership opportunities with cities to stay up to date on long-term closures, not all maintenance activities are part of the provided information. This An example of a “Smart Work Zone” – traffic is, in part, due to the rolling nature of many maintenance sensors, variable speed limit trailers, activities—for example, shoulder and ditch mowing along changeable message signs, arrow boards, static flashing signs, and CCTV cameras all the highway system. integrated to provide safe work zones for drivers and construction workers.

44 APWA Reporter / August 2019 / www.apwa.net Internet of Things Innovative consumers are already adopting the Internet of Things (IoT) in the form of home-based technologies such as doorway monitoring, alarm and temperature control, appliance management, and more. However, when it comes to state and municipal infrastructure, IoT solutions are still a relatively untapped opportunity.

IoT technology plays a key role in community-wide smart initiatives at the state and local levels. The goal here is to harness data from smart devices, high- speed networks, cloud infrastructure, intelligent applications, and a variety of analytical tools. This data—which is more granular, more timely, and more accurate than traditional data sources— can help organizations find new ways to solve complex challenges.

However, data silos can be a major road- block to the success of smart initiatives and the effectiveness of IoT. Data silos exist not only among different departments and jurisdictions, but also between public works organizations and the very customers they aim to serve.

The truth is, datasets are inherently more valuable when they are shared and less valuable as they are hoarded. The value The Smart Arrow Board™ of data is increased by combining it on an MnDOT truck with other organizational data to deliver additional insight and value across many departments. In many cases, organiza- Web-based GIS-centric technologies are uniquely suited tions already have valuable data and just need the right to support a “systems of systems” approach. Although GIS channels for communicating that data across departments technologies themselves are as diverse as their potential and with the public. end users, they all have three things in common: they are One way to tackle the problem of data silos is to take a “sys- accessible, they are pervasive, and they are interconnected. tem of systems” approach to technology adoption. Rather Geospatial infrastructure—the combination of GIS map- than get locked into a single inflexible product, organiza- ping, content, and platforms—is advancing rapidly thanks tions that use the “system of systems” approach look for to a union of diverse technologies that create value for users. independent software products that are intentionally Forward-thinking public works organizations are using built to allow interconnectivity and expansion. As a result, sensor networks to self-monitor assets, collect and transmit each department, division, or work group can determine data, and issue service requests. Many of these same organi- the software that best suits their needs, and then use its zations are also turning to geospatial infrastructure to not connectivity tools to pass data back and forth from other only track their assets but also manage work, cost, materials, systems as needed. condition, and risk. From smart meters and trash cans to When done right, these integrated solutions simplify traffic controllers and pump stations, the opportunities for workflows and provide meaningful insights that lead to implementing these solutions are limited only by the pace positive action. of innovation. So, what might this look like using our road maintenance example?

www.apwa.net / August 2019 / APWA Reporter 45 Google, various satellite navigation companies and news organizations reporting on local traffic conditions to keep their routing data accurate.

This combination of the real-time GPS data and dynamic mapping would enable organizations to serve up maps capable of providing travelers with a holistic set of live data pulled from a variety of jurisdictions. Then, as arrow boards are removed and transferred to new locations, that information would immediately update in the associated maps— wherever the end user happens to be looking. Meet the Public Where They Are Of course, all the universal maps in the world won’t make a difference if the public isn’t engaging with them. Websites and apps all require one thing: an audience that has opted in. That’s why some organizations have decided to meet end MnDOT truck with Smart Arrow Board™ traveling on a Minnesota roadway users where they already are.

Eliminate Organizational Silos With the combination of tools such as Esri’s GeoEvent server and popular consumer apps such as Waze, this information The Minnesota Department of Transportation (MnDOT) is can be proactively pushed to users as they travel through currently wrapping up a successful one-year Smart Arrow various jurisdictions. The sensors could transmit a combina- BoardTM pilot program with Street Smart Rental. For this tion of their location and message type through solution project, 20 MnDOT arrow boards were configured to popu- APIs and push direct updates to consumer apps that com- late real-time data of rolling work zones to the Regional municate where construction, maintenance, or an accident Traffic Management Center (RTMC) and the 511 system. The is located. Once the sensors are turned “off” or relocated, vision for the pilot was to provide timely information to the the user could immediately be notified that the incident has traveling public on mobile maintenance operations, such cleared and the traffic pattern has returned to normal. as striping and pothole repair. Through the pilot program, cellular GPS devices and additional technology was attached Prepare for the Future Customer to the arrow boards that are affixed to the trucks as part of a Today we think of the customer in terms of the examples moving closure. The devices were designed to be activated above—a human using a smartphone or other device that when the arrow boards were in use. They would transmit supports location services to actively seek out information. the GPS location of the device as well as which direction But is that always what our customers will look like? the arrow was displaying feeding real-time information into the 511 system. All of this was achieved without changing a The advent of self-driving vehicles cracks open a whole new single operation procedure for the MnDOT truck and arrow world of opportunity for sharing road maintenance and traf- board operator. fic data. Rather than searching for the best channels to reach customers where they are, data could be made readily avail- But finding travel information directly from road mainte- able for consumption by automated vehicle technologies. nance jurisdictions can be difficult for the public. When This would allow automated vehicles to make intelligent planning for a trip, should one check the state’s website or navigation decisions instantaneously, improving the flow of the county’s website? Additionally, most issues arise when traffic with the help of AI. drivers are already on the road, limiting their ability to search out meaningful information. Whether it’s looking at the here and now, or envisioning the future, there will continue to be a growing demand for That’s where cross-organizational data sharing comes in. real-time information of construction and maintenance To accomplish this, the state department of transportation activities that adversely affect traffic operations. By remov- could add its signs to an ArcGIS feature service that displays ing information silos and utilizing smart technology, public their GPS locations and associated messages—such as “Left works will be able to meet current and future demands and Lane Closed”—on a map. The organization could then continue to provide a viable conduit to safely move people share the ArcGIS feature service with partner organizations and goods. through a URL, allowing those organizations to display sensor data not just on state pages, but also on municipal Becky Tamashasky can be reached at (801) 523-2751 or btama- city pages and public apps. For example, from its inception, [email protected]; Carolyn Fackler can be reached at (952) data for the MnDOT 511 system has been publicly avail- 594-1270 or [email protected]. able through a web-based platform and it is often used by

46 APWA Reporter / August 2019 / www.apwa.net INTERNATIONAL IDEA EXCHANGE

Where’s Ashland? APWA sends public works ideas from small-town Wisconsin to Finland

ocated on the south shore of Lake Superior, some people might have a difficult time Introducing Ashland at the 2019 understanding what Ashland, L Finnish Society of Wisconsin has to do with Finland. Municipal Engineers And who could blame them? The Conference in two places are over 4,000 miles apart. Jyvaskla. Despite the distance, APWA’s Jennings John Butler, P.E., Director of Public Randolph International Fellowship Works, City of Ashland, Wisconsin, Program provided me with the oppor- and 2019 Jennings Randolph tunity to explore a cultural connection between the two areas and to further International Fellow my research interests in water distribution systems. part of the 20th century. From logging Established in 1854, Ashland is a city to shipping, the “boom and bust” nature with a population of 8,000 that, for most of these industries are part of Ashland’s of its history, has been supported by the past as the city looks to redefine itself in natural resources found in the surround- the present. ing area known as the “Northwoods.” Much of the industrial development in Finland, or “Suomi” in Finnish, is a and around the city occurred in the early country of 5.5 million people, making

www.apwa.net / August 2019 / APWA Reporter 47 Relaxation, cleansing and reflection are part of the Finnish sauna tradition.

frequently crossed paths with the Finn- ish presence in the area, leading to my interest in a future visit.

To be honest, a major reason I wanted to visit Finland was the saunas. Friends in Michigan with Finnish ancestry introduced me to the tradition, and it is estimated that there are two million saunas throughout Finland, many operated for public use. Look at the view from this one on Lake Tuomio, north of the City of Jyvaskla, and tell me that’s not a place anyone would like to visit!

Aside from a few sauna breaks, my purpose in Finland was to present research that I had started when I was a graduate student, on the application John Butler (left) and Dr. Tapio Katko enjoy the view from the Pyynikki Observation of asset management to U.S. water Tower in Tampere, Finland. distribution systems and to explore similar approaches used by Finnish utilities. A survey by the American Water Works Association (AWWA) indicates that asset management, while generally recognized as beneficial throughout the industry, is not being readily applied to U.S. water distribution systems. In addition, case studies of U.S. utilities suggest that a simplified framework, utilizing a dataset of pipe material, age, breaks, and leak detection that integrates with ongoing utility management practices, would provide broader opportunities to benefit from asset management. This work is presented in a paper, “Distribu- it the smallest country in the European now abandoned, dot the landscape tion Systems: Has Asset Management Union. Most people in the U.S. know of northern Wisconsin, Minnesota, Made a Difference?”, available through about Finland’s long, cold winters and and Michigan. Beginning shortly after the American Society of Civil Engi- abundance of lakes. Prior to World the Civil War, many Finns migrated neer’s Journal of Pipeline Engineer- War II, the majority of the country was there to work. Most people living in ing and Practice (https://ascelibrary. agrarian with populations scattered Finland knew of Minnesota because org/doi/abs/10.1061/%28ASCE%29 throughout rural areas. Finland did of this so I began to use it as a bearing PS.1949-1204.0000379). not see widespread industrialization point to describe where I was visiting until after the war, some 70 years ago. from. This region, with its cold, snowy As part of my public works tour in In some ways, this pattern continues winters and brief, but bright, summers, Finland, Dr. Tapio Katko, Professor of today with many Finns leaving the reminded Finns of their home country Civil Engineering at Tampere Univer- countryside and migrating to popula- and, as a result, many chose to stay in sity, arranged meetings with a group tion centers such as Helsinki. the region after the gradual closing of of Finnish water utilities, including the mines. Parts of the Finnish culture Tampere Water (TW) and the Hel- Because of the vast distance between are still visible there, from rural cot- sinki Region Environmental Services Ashland and Finland, I found myself tages with lakeside saunas to food such Authority (HSY). Dr. Katko has studied answering the question “Where are you as pannu kakku (Finnish pancakes) at the management of water systems in from?” with, “Ashland, Wisconsin. It’s restaurants. Studying engineering at Finland, amongst many other topics. near Minnesota.” Mines, most of them Michigan Technological University, I He was able to connect me with utility

48 APWA Reporter / August 2019 / www.apwa.net staff focused on the management water distribution infrastructure, which Installation of new PVC water main allowed for the opportunity to explore in the City of Tampere, Finland. the approach taken by each utility.

Interviews with TW and HSY revealed that both utilities utilize the same type of data identified in my previous research. Both utilities track pipe breaks based on location, age and pipe material and use the data to identify pipe classes that should be prioritized for replacement. In the case of TW, this information provided clear priorities for pipe replacement, with steel mains as the first priority for the replacement and “grey iron” (cast iron manufactur- er between 1950-1975) as the second. Both utilities rely heavily on leak detection as a form of condition assessment for distribution pipes. District metering points are established throughout the distribution system, allowing staff to monitor water use and more readily identify leaks. Portable leak detection equipment, referred to as “noise look- Study of these utilities offers support sional. I firmly believe that this type of ers,” is used as part of routine opera- for the simplified asset management international idea exchange is valuable, tions to further pinpoint the location framework and also contributes new insightful, and necessary. Thank you to of pipes requiring replacement. HSY information to the conversation. In APWA for providing the opportunity maintains a distribution network of addition, the differences in historical and I look forward to seeing others ben- roughly 1,925 miles of pipe, with about development patterns between Ash- efit from the same type of experience in 620 miles or almost one-third of the land and Finland also offered contrast- future years. system inspected via leak detection ing perspectives on my research topic. John Butler can be reached at (715) 685- each year. In Ashland, as with much of the U.S., 1648 or [email protected]. industrialization occurred in the early Each utility also shared unique asset part of the 20th century and utilities management practices related to dis- now face the present-day reality of tribution systems. The TW is working reacting to aging infrastructure and with pipe manufacturers to evaluate advocating for a future where the true the condition of samples of PVC pipe costs of infrastructure are more fully from their system to determine if the supported. In Finland utilities are not material is trending toward the 100+ free of these same issues, but because Honoring the legacy of President Dwight year useful lifetime that manufactur- many water distribution pipes were D. Eisenhower, the Eisenhower Institute ers advertise. more recently installed (post WWII), is a distinguished center for leadership On the customer communication the present-day reality allows for more and public policy. The Eisenhower front, HSY provides utility performance planning for future replacement needs. Institute at Gettysburg College proudly sponsors several fellowships data, such as annual supply interrup- The opportunity to traverse the vast dis- and residencies which are designed tion (minutes) per resident and annual tance between Ashland and Finland as a to advance the Institute’s mission of operating expenses per resident. This 2019 Jennings Randolph International engaging leaders and learners in the information helps the utility better Fellow provided strong evidence of the fields of public policy and leadership communicate with utility custom- effectiveness of the types of distribution development. For more information on ers on difficult topics such as the cost system management approaches that the Eisenhower Institute, please visit of service and the benefits of reliable I have advocated for as a graduate stu- http://www.eisenhowerinstitute.org. water service. dent, and now, as a public works profes-

www.apwa.net / August 2019 / APWA Reporter 49 INTERNATIONAL IDEA EXCHANGE

Helsinki Central Railway Station is the backbone of the city’s transport system.

Helsinki’s Smart Mobility Menu Nora Daley-Peng, Senior Transportation Planner and Landscape Architect, City of Shoreline, Washington, and 2019 Jennings Randolph International Fellow

t all started with an article that I read in The Guardian opportunity to learn first-hand about Helsinki’s mobility more than four years ago entitled, “Helsinki’s ambi- system and bring that experience back to my community. tious plan to make car ownership pointless in 10 years.” When I began making appointments for my fellowship, I I’m always intrigued about how people move through I learned through a contact at Helsinki Region Transport and inhabit places in a city. As a Transportation Planner (HSL) that article’s headline is sort of an for the City of Shoreline, Wash., I’m helping to foster our The Guardian “urban legend” that has spread widely in other countries. city’s rapid transformation from an auto-oriented suburb Helsinki law makers never set a specific goal to make car to a people-centered community that offers a diverse set of ownership pointless by 2025. In actuality, curbing personal transportation choices including walking, cycling, driving, vehicle use will be a natural outcome of Helsinki’s greater and taking transit. When the call for the Jennings Randolph vision to become the most functional city in the world. International Fellowship application came out, I saw the

50 APWA Reporter / August 2019 / www.apwa.net Created from a converted rail corridor, the Baana trail connects Helsinki’s city center to the harbor.

This news motivated me to way Station, designed by world-renowned Finnish architect get the real details in my fact- Eliel Saarinen, opened. Today, it is the main station for com- finding study tour. I set out to muter rail and long-distance trains which is used by approxi- learn how three intertwined mately 400,000 people per day. At the station’s street-level, aspects of Helsinki’s mobility buses, trams, and City Bikes and eScooters rentals offer fast system—policy, infrastruc- and affordable ways for people to make local trips. ture, and innovation—are Green Fingers, Blue Palm working together to encourage a wide variety of trans- Another thing that makes Helsinki great is its green network. portation offerings that do I met with Maria Jaakkola, Landscape Architect and Manager not depend on personal of Helsinki Urban Space and Networks, to learn more about vehicle use. Helsinki’s Green Fingers and Blue Palm. Six large green park- ways extend from the waterfront to the edges of Helsinki. Policy The sea and islands form the blue palm. Together, they cre- Recent national policy ate a network of open spaces and pathways that allow people transformations have acceler- to play and move comfortably throughout the city. ated experimentation and Pedestrian and Bike Network innovation in the mobility services sector. Anne Berner, In Helsinki’s city center, 36 percent of trips are made by Finland’s former Transport and Communication Minister, walking and 11 percent are by biking. That’s a testimony spearheaded policy changes to encourage seamless mobility to the city’s great pedestrian and bike network. It’s also a services between public and private transportation enter- result of Helsinki’s City Bikes program that launched in 2016 prises. This included rewriting laws that promote the use and attracted more bike users through sheer convenience. of emerging technology through trip data sharing between To learn more, I took a bike ride with Oskari Kaupinmäki, public and private mobility enterprises as well as the reclassi- Helsinki Bicycle Traffic Project Coordinator. We biked the fication of vehicle types to support micro-mobility trips such Baana, a pedestrian and bike trail along an old rail corridor as ride-hailing and bike share. These national policies set the that was built in 2012, and on-street bike routes to see how table for Finland’s smart mobility menu. Helsinki is building its low-stress bike network. I learned from Oskari that when you make good bicycling infrastruc- Great Bones ture, you get a better pedestrian environment, and it’s safer Helsinki has great bones. In 1919, the Helsinki Central Rail- for everyone.

www.apwa.net / August 2019 / APWA Reporter 51 With the Whim app, planning trips and purchasing tickets is quick and easy. (Image courtesy of MaaS Global Ltd)

All-In-One Mobility Menu at Your Fingertips opment at Aalto University The advent of two interconnected technology trends—the Station was striking. The new widespread use of smartphones and the rise of the sharing Metro station with retail stores economy—has shifted personal choices from “ownership” is located on the edge of Aalto toward “shared usership.” Using emerging GPS (Global Posi- University, which was designed tioning System) interfaced apps on smart phones, customers by legendary Finnish architect, now have at their fingertips a menu of travel options with Alvar Aalto. Jyrki told me that pricing information, real-time pickup locations, and the abil- this is just the start of a bigger ity to pay per trip or set up a monthly travel pass program. plan of running a light rail line through the campus to trans- While in Helsinki, I met with Jonna Pöllänen, Head of Early form this space into a major Markets at MaaS Global (Mobility as a Service), the company mobility hub. behind “Whim,” an on-demand mobility app that functions as personal journey planner and universal payment plat- In the afternoon, I biked around Espoo with Johanna Nyberg, form. The central concept of “mobility as a service” is a full Head of City Traffic and project manager for City Bikes that menu of mobility offerings built on a strong public transpor- launched in 2018. Espoo has 105 City Bike stations that are tation system. Through the Whim app, customers can book mostly located near the metro lines. Johanna’s motto is “pro- trips from a menu of real-time mobility services that make vide direct pedestrian/bike access to the station from every door-to-door travel safe, easy, and cost effective. direction.” She uses bike share trip data to rebalance City Bikes based on demand and to plan for additional pedestrian/bike To gain the full user experience, I downloaded the Whim paths. What she loves more than studying the data is seeing app and easily used it to buy tickets for the bus, Metro, City people using the City Bikes. Bikes, and even a ferry ride to Suomenlinna—an island in Helsinki’s Blue Palm! Bringing it Home My study tour of Helsinki and Espoo exceeded all my expecta- Peer Cities tions and gave me invaluable learning experiences to apply Rounding out my study tour, I took a day trip to Espoo, a city to my work. The timing couldn’t be better. With the two light immediately west of Helsinki. I had a feeling that Espoo and rail stations that are expected to open in Shoreline by 2024 Shoreline may have a lot in common. Espoo’s relationship to and anticipated growth of Transit Oriented Development Helsinki is very similar to Shoreline’s relationship to Seattle. around those stations, Shoreline is seizing the opportunity to Both Espoo and Shoreline are lower density suburban cities rapidly transform itself from an auto-oriented suburban city that border major cities and are located along waterfronts. I to a people-centered urban city. My fellowship gave me fresh was curious to see if Helsinki’s robust mobility offerings were and inspiring ideas to aid my city’s transformation. scalable to a smaller community. This article only scratches the surface of what I learned from my I was lucky to get a quick course on Espoo’s mobility trans- fellowship. My trip was a tremendous success because so many formation from some local experts. I started my trip with an professionals generously gave their time to meet with me. I look easier than expected commute to Espoo from Helsinki via a forward to sharing more details about my study tour at the 2019 new metro line extension. Jyrki Paavilainen, CEO of Urban Public Works Expo in Seattle, Washington. Assets, met me at the metro station and gave me a tour of several redevelopment projects that are springing up around Acknowledgements Espoo’s metro stations. The marriage of old and new devel- Thank you to my fellowship liaison, Ville Alatyppö, Chairman

52 APWA Reporter / August 2019 / www.apwa.net Aalto University Station is a new addition next to Aalto University’s campus.

of Finnish Association of Municipal Engineering (FAME); Dan-Henrik Långström, Jorma Vaskelainen, and the entire FAME Congress 2019 International Host Committee; Laura Nora Daley-Peng and Eiro, Program Director at ITS Finland; Tiia Valtonen, Team Johanna Nyberg take a mini- tour of Espoo on City Bikes. Leader at Ramboll; Jonna Pöllänen, Head of Early Markets at MaaS Global; Maria Jaakkola, Manager of Helsinki Urban Space and Networks; Reetta Keisanen, Helsinki Cycling Coordinator; Oskari Kaupinmäki, Helsinki Bicycle Traffic Project Coordinator; Johanna Nyberg, Head of Traffic for City of Espoo; and Jyrki Paavilainen, CEO of Urban Assets. Thank you to City of Shoreline Transportation Division Manager, Nytasha Walters; Public Works Director, Randy Witt; and City Manager, Debbie Tarry, for your support.

You can reach me on LinkedIn at linkedin.com/in/nora- daley-peng-asla-aicp-leed-ap-47317623.

Honoring the legacy of President Dwight D. Eisenhower, the Eisenhower Institute is a distinguished center for leadership and public policy. The Eisenhower Institute at Gettysburg College proudly sponsors several fellowships and residencies which are designed to advance the Institute’s mission of engaging leaders and learners in the fields of public policy and leadership development. For more information on the Eisenhower Institute, please visit http://www. eisenhowerinstitute.org.

www.apwa.net / August 2019 / APWA Reporter 53 City of Milwaukee technician diagnoses an engine performance problem.

How many technicians do you need? Jeffrey Tews, CPFP, Fleet Services Manager, City of Milwaukee, Wisconsin, and member, APWA Fleet Services Committee

ou may know how many ratio to make sound and justifiable spent on each piece of equipment and technicians you have, but is decisions regarding staffing. each equipment class is critical to aid it the appropriate number? the fleet manager in this endeavor. To Vehicle Equivalency Units (VEUs) Some fleets use an ineffec- start the comparison, use information Y tive ratio of equipment-to- A very effective method to establish or gleaned from the fleet maintenance technicians such as 70:1 as a guide to justify staffing levels for a fleet opera- system based on the most recent full setting staffing levels. A ratio, in this tion is to use vehicle equivalency units, year of available data. case, is nothing more than a number, or VEUs, to calculate the anticipated A VEU represents the repair hours but it does not take into account the labor hours and costs needed for their needed to service and maintain one difficulty level of repairing each type specific fleet equipment in order to standard car during a one-year period. of vehicle or equipment. For instance, help determine proper staffing levels In essence, one car equals one vehicle if your fleet consists of 280 cars and in the maintenance and repair shops. equivalency unit (1 car = 1 VEU). This SUVs, having four technicians on staff This benchmark analyzes the main- information is compared against the for a ratio of 70:1 may be too many. tenance requirements of a fleet of any number of labor hours needed to main- Likewise, if your fleet consists of 280 size and composition. This information tain every other piece of equipment dump trucks and motor graders, four is essential when developing budgets in the fleet, to demonstrate that the technicians are most likely not enough. and for supporting staffing levels. hours per year to maintain that car are Most fleets have a very diverse mix of A fleet maintenance software system much different than the time needed vehicles and equipment and simply that tracks and provides information to maintain other, larger and diverse cannot rely on an asset to technician regarding the number of labor hours pieces of equipment.

54 APWA Reporter / August 2019 / www.apwa.net As an example, we will assume that information from the fleet maintenance system in a fleet with 54 cars reveals that 486 total labor hours were used to maintain those 54 cars in one year. The 486 total hours/54 cars = 9.0 hours average per car. Therefore, 9.0 hours is considered to be the base vehicle equivalency, or VE.

If the system also shows that 6,281.4 hours were used to maintain 57 dump City of Milwaukee technician checking trucks, the average time used to codes on a squad car. maintain each dump truck would be 110.2 hours (6,281.4/57 = 110.2 VE). Divide the 110.2 hours by the base VE of 9.0 for the car, and the dump truck example of a deferred repair could be a vacations, training hours, cleanup accounts for 12.2 VEUs (110.2/9 = 12.2 leaking rear main seal, which may be time, record keeping, trips to the stock- VEUs). In essence, maintaining one deferred due to the time lost to repair room, etc. Many efficient fleets chart dump truck takes the same amount of vs. the available time to perform it). their direct time hours at 70% (2,080 time used to maintain 12.2 cars. Once you have a total labor hours x .7 = 1,456 hours), 75%, or even 80%. 1 Car = 1 VEU figure, as shown in the table as 6,767.4 Using the 6,767.4 total labor hours hours, you now have a snapshot of from the table above, the number of 1 Dump Truck = 12.2 VEUs how much labor you are likely to need technicians needed to maintain the Using the fleet maintenance system, annually for maintaining the above 111 pieces of equipment are: this method of measurement should fleet of 54 cars and 57 dump trucks. 70% (1,456 hours): 7,767.4/1,456 be applied to every equipment class Each year as new equipment is added hours = 5.33 technicians in the fleet to provide a VE for each and old equipment is sold, the VE and equipment group. This information VEU averages will change accordingly 75% (1,560 hours): 7,767.4/1,560 should then be charted on a table that to reflect the current age of the fleet hours = 4.98 technicians shows the labor hours for each class of through the repair hours needed for equipment, the quantity, VE and VEU maintaining the current equipment. 80% (1,664 hours): 7,767.4/1,664 values. The total labor hours should be hours = 4.67 technicians Apply Direct Time Hours calculated for all classes of equipment, Summary whereas the example below shows only Next, take the Total Labor Hours from While there have been case studies the cars and dump trucks. the table and divide those total hours by the technician direct time hours in published by various agencies regard- In addition to the labor hours charged, order to determine how many tech- ing VEUs, it is unlikely that any one of overtime hours should be included, nicians are needed to maintain the these examples can be fully applied to along with outsourced labor hours, if equipment in your fleet. Direct time the intricacies of another fleet opera- at all possible, as these all were needed hours is a measurement of the amount tion. Fleet managers can use VEU com- to maintain each piece of equipment of productive time repair technicians parisons to verify proper staffing levels for the year. Add deferred labor hours spend “wrenching” on equipment and support staffing level changes, as if they are known, for repairs that based on a 2,080 hour work year, minus well as plan maintenance activities and were deemed necessary, but could not the sum of all paid breaks, holidays, make equipment decisions based on be performed due to constraints (an real-time repair hours for their highly diverse fleets. The above metric can be Description Labor Qty VE (Labor VEU (VE/9) used to benchmark repair and mainte- Hours Hours/Qty) nance performance for any fleet opera- Car, Compact, 86.0 54 9.0 1.0 tion, regardless of its size and content Mid-Size of vehicles and equipment. Dump Truck, 6,281.4 57 110.2 12.2 Jeffrey Tews can be reached at (414) 286- 5-Yard 2459 or [email protected]. Total 6,767.4 111

www.apwa.net / August 2019 / APWA Reporter 55 Electric Zero Turn Mower Every Day is Earth Day: ISO 14001 for Fleet Don Miller, CPFP, CMM-II, CMO, Director of Fleet, City of Kitchener, Ontario, and member, APWA Fleet Services Committee

he internationally acclaimed ISO 14001 environ- • Having a primary environmental management repre- mental management system is a guiding manage- sentative/leader ment framework for organizations to improve • Developing and monitoring environmental objectives— their global footprint. Fleet services can particu- with measurable targets T larly benefit from the utilization of the ISO 14001 international standard by developing rigid user objectives • Identification of laws and regulations that particularly and targets associated with not only the use of the fleet, apply but the repair, service and procurement of fleet vehicles • Identifying operational environmental aspects and and equipment. impact identification The City of Kitchener Fleet Division has maintained registra- • Developing a risk assessment process tion to the standard since 2008 by proving compliance and • Identifying significant environmental aspect and miti- continuous improvement through annual Surveillance and gation efforts Recertification audits. • Identifying environmental nonconformities and the The environmental standard encourages the organization provision of a corrective action process to foster and develop key areas of management practice and policy such as: Implementing an environmental management system promotes and enhances the knowledge and skill level of all our • An environmental policy staff at the City of Kitchener Fleet Division (and associated

56 APWA Reporter / August 2019 / www.apwa.net Propane fill for vehicles and equipment divisions and departments) in preventing potential environmental impacts and creating a safe and healthy working environment. Collectively, the environmental management programs implemented as a result of our significant risk assessments of our environmental aspects provide management tools that support staff in their understanding and performance on a daily basis. At the City of Kitchener, the ISO 14001 environmental management standard provides the Fleet Division (and other areas of the City) with a method to organize and monitor our environmental performance

What does ISO 14001 do for the Fleet Division? By incorporating an ISO 14001 environmental management system, our Fleet Division is able to formalize environmental initiatives and practices and improve management levels of responsibility and accountability. The Standard allows the City of Kitchener to maintain a balance between corporate plans, objectives and directives, and applicable laws and regulations; this balance is manifested by the creation of a rated environmental aspects list applicable to the scope and activities of the Fleet Division and its associated divisions, departments and operations.

Commitment is ongoing via monitoring processes such as management meetings, system performance monitoring, internal audits and sight inspections, and providing staff awareness and training at all levels.

At the City of Kitchener, the ISO 14001 environmental • Administrative Support: procurement of Fleet vehicles management standard provides the Fleet Division (and other and equipment; the use of natural gas, space heaters, areas of the City) with a method to organize and monitor our coolant heater, HVAC units; use of lights, electrical environmental performance in addition to the following: equipment, computers, projectors, printers, copiers, etc.

1. Primarily used as a management tool to minimize nega- • Building Perimeter and Use of Vehicles: customer tive impacts of service and manufacturing by-products driving/moving vehicles maintained by Fleet; use of on the environment outdoor lights and electrical-service equipment; and 2. Mechanism to aid our conformity to legal and regula- vehicles parked for duration/idling. tory requirements • Service and Repair: vehicle oil changes; improper or 3. Encourages us to adopt a continual improvement inappropriate vehicle diagnostic and service and/or approach in our environmental performance and daily repair; vehicle exhaust during repair and testing; used activities rags storage; parts degreasing/cleaning; use and storage of aerosol lubricants and cleaners; removal of automo- Preventing Negative Impacts on the Environment tive batteries; use of natural gas space heaters, hot water By-products of our services and vehicle repairs can have a tank and HVAC units; use of lights, electrical-service negative impact upon the environment if we do not control equipment, computers, printers, copiers, etc. them. These by-products, also known as environmental aspects, include chemical and oil spills, exhaust emissions, • Supply Services - Stores: removal of automotive batter- and hazardous waste removal. ies and storage, recycling of hot water heaters.

Our Fleet Division identified four specific areas where envi- Creation of Environmental Initiatives ronmental aspects are found: Fleet, along with other areas of the City, has instituted envi-

www.apwa.net / August 2019 / APWA Reporter 57 Biodiesel B5, winter B20, summer b50 trial

ronmental initiatives based upon comprehensive fuel and [FLINT], and other various platforms throughout the City) energy reduction strategies set both corporately and provin- whereby a variety of key performance indicators such as cially which have been practiced by management, supervi- vehicle average idle times and fuel consumption is collected sors and staff through defined programs such as: and analyzed.

• Vehicle-procurement and equipment upgrades (right Data that is collected is reviewed and discussed by various sizing, alternate fuels and energy sources, idle reduction other departments and divisions through the Fleet Users technologies) Workgroup (FUWG) meetings held on a monthly basis. • Vehicle use monitoring (GPS monitoring and reporting The purpose of the FUWG meeting is to provide a forum of driver behaviours) of discussion for other City departments to ultimately improve their awareness and knowledge relevant to City • Vehicle operating speed and idle policies environmental aspects and potential impacts and risks • CVOR compliance (completion of vehicle inspections) associated with operational activities and services at the City of Kitchener. • Emission testing and inspections • WHMIS labeling in the shop Other forums and initiatives across the City that influence safe and environmentally sound working practices are: • MSDS information and data in stores • Operational and Administrative Fleet Division Meetings • Aerosol puncturing station and the designated contain- • Collision Reporting and Review Program ers for collection • Driver Training and Development • The new oil absorbent and used oil absorbent containers • Stores/Fleet Operations Meeting • Spill response procedure attached to the job completion EMS Integration on a Daily Basis form A key ingredient to our Fleet environmental management • Portable used oil/antifreeze containers that collect fluids system is ensuring it is aligned and functions appropriately for storage and effectively within the operation in conjunction with all • Bulk containers stored outside the garage in the bunker our relevant corporately mandated management initiatives, for storing used fluids philosophies, policies and practices. We ensure our environmental management system works well with other opera- • The Fuel Tank Log, updated by staff members tional practices such as:

Environmental Performance and Monitoring – 1. Processes and procedures that have been laid out by the FUWG Fleet Division and other areas of the City need to be The Environmental Management System is constantly acknowledged, followed, and executed in the manner monitored by several City services and departments (such they were intended. as vehicle GPS tracking, our own fleet management system

58 APWA Reporter / August 2019 / www.apwa.net 2. MSDS upkeep, spill response, aerosol and hot water tanks recycling, and checklists we are to complete, are examples of some processes and procedures you may be responsible for following and completing.

3. Responsibility is assigned to a supervisor for a corrective action that applies to their role. On a Monthly Basis Internal Audit Checklists are completed monthly by super- Small turf electrification visors to ensure compliance with environmental principles and practices:

• Labeling of all size and type of chemicals used in but primarily at our Operational and Administrative Fleet the shop Division meetings.

• Proper conduct while working on vehicles/equipment (preventing spills, proper cleanup, proper waste dis- Every Day is Earth Day posal, etc.) With a 260,000-square-foot roof-mounted solar panel installed over our heads and a proven track record of con- -- Proper completion of TDG and HWIN tinuous improvement to our environmental performance documentation resulting from a maintained focus through our Environmen- -- MSDS information and data tal Management System, it’s easy to say that Every Day is Earth Day at the City of Kitchener. Our environmental performance associated with our ability to minimize our impact on the environment in a harmful Don Miller can be reached at (519) 741-2600 or don.miller@ manner is reviewed at a variety of monthly City meetings kitchener.ca.

www.apwa.net / August 2019 / APWA Reporter 59 Michael Cadwell, Parts Technician

How to run a successful parts room Michael Cadwell, Parts Room Technician, City of Lee’s Summit, Missouri

n a fleet shop, keeping one of which is key to every first responder. usage, and dependability. Sure, we may every part in stock for every Keeping complete vehicles on the shelf be able to budget for the most expen- vehicle is not realistic. This is why cannot happen, but the more familiar sive part, but is it going to last longer? it is important to run and manage you are with your vehicles and equip- Does it make financial sense when you I a successful parts room. It would ment the more successful the shop will have a fleet of 20-40 vehicles? There is be nice to think that all parts can be become. Taking advantage of vendor a definite balance between quality and available the next day or even the same trainings is a great way to stay up-to- usage. Having the ability to validate day. The only thing a parts manager date with new practices and vehicle up-front expenses and the cost plays an can do is evaluate the needs of the shop systems. important role in those decisions. and prepare for the future as much as possible by keeping track of inventory, One of the biggest decisions that Next, create a weekly schedule to part and equipment upgrades, tools greatly influences the shop’s success is check high-use items such as fluids and and licenses. ordering parts to have in stock. A parts filters. Knowing your vendors’ order manager needs to make the educated and delivery times is important to keep When you have a diverse shop with decision on parts that are marked in mind. Some companies only deliver work consisting of police cars, fire “need in stock” versus what can be on certain days, so keeping track of the trucks, ambulances, and public works ordered when needed. days they deliver and adapting your vehicles and equipment, one thing that schedule to check those parts will keep Factors to consider will vary and you will help is only having several manu- inventory stocked and ready to use. will need to determine the top prior- facturers of the vehicles and being well Parts inventory is one of the largest ity for your shop. Several factors to educated with those manufacturers. expenses a shop can have. Adequately consider for fleets are price, availability, Standardization can lessen downtime, training parts managers and techni-

60 APWA Reporter / August 2019 / www.apwa.net Lee’s Summit Parts Room

cians on the flow of the parts room is times overlooked and should be treated is necessary when making big changes important. Technicians should know the same as an essential inventoried to accommodate for future needs. This what needs charged out and what does part. Keeping records of purchases, is why it is so important to keep in con- not, such as any non-stock items that expiration dates, and passwords can tact and make sure you are networking can be used—nuts, bolts, and miscel- keep the shop running on all cylinders. with all your vendors and prospective laneous hardware for example. Anyone Having only several manufacturers vendors—it can mean saving a lot of who steps into the parts room should lowers the cost and need for multiple money in the long run while also giv- have knowledge of how the parts room scan tools. ing your shop the absolute best on the operates and where things are located. market. Meeting with your fleet vehicle Network, Network, Network. Network- Communication between part manag- purchaser or fleet manager a couple ing with vendors, prospective vendors, ers and technicians is key to keeping times a year to evaluate new fleet pur- manufacturers, and other shops just things organized and available. chases will allow the parts manager to like yours will aid in unique operations. make changes as needed. Look into and When organizing your parts room use fleet software to keep you orga- keep a couple things in mind. High- Checking on licensing options for nized. These fleet-designed software usage parts located at the front makes your diagnostic programs can also save packages can keep you on top of the it easier for the parts manager and the money. Many manufacturers have needs for your shop. This will help technicians to find. Designating shelves different levels of licenses—those that you determine the programs or parts or rows to specific parts, vehicles, or dealers need but not necessarily needed that are obsolete or no longer needed, departments helps in the organization by your fleet. Some licenses contain which in turn can reallocate funds for and flow of the parts room. Keeping rights for programming which can other shop needs. the parts room closed and locked will have their advantages and disadvan- tages. On some control modules, if the help decrease the amount of foot traffic The most important thing to remember programming is wrong it could lead to and decrease the amount of parts that is knowledge “is meant to be shared” module failure. are removed without your knowledge. and keeping an open mind can change Documentation is very important; try- With the constant change of vehicles, any situation for the better. This will ing to remember what parts you used on it can be hard to keep the high-usage help you run and manage a successful a vehicle completed last week is just not parts in stock. Check with your ven- parts room. Even a well-oiled machine realistic. Creating a system of handing dors often to find better alternatives, can break. One phrase to keep in mind out parts and documentation is key. either original equipment or after- is “adapt and overcome.” Adapt your strategies to improve production and Yearly inventory checks are essential market; this will make it easier to keep morale. Overcome obstacles with new to making sure that what is in stock is up with the changes. For example, we and different ideas or technology. accurately tracked, and old stock that recently changed our hydraulic fittings to a company that will support the is not used will be returned for credit or Michael Cadwell can be reached at (816) 969- change to high-pressure systems com- swapped out for newer updated parts. 1061 or [email protected] . Scan tools and their licenses are some- ing soon. Transitioning parts inventory

www.apwa.net / August 2019 / APWA Reporter 61 New emergency equipment install by shop technician

Rethinking Recruitment: Creative ways to attract fleet technicians

Mark Stinson, CPFP, CPWP-M, Fleet Manager, City of Lee’s Summit, Missouri, and member, APWA Fleet Services Committee

s parts changers and grease monkeys have evolved cian training and promote our operations. Most public and into highly skilled and sought-after technicians, private technician training schools focus on serving private the fleet manager today must find new and innova- repair shops and large dealerships for job placement, so we tive ways to attract those skilled people. must let new technicians know that government fleets are A here offering good pay and better benefits. Gone is the day when Human Resources could post a job opening online, and then the manager would have at least Now, the suggestion is not to ignore an applicant with years a handful of applicants within a week—applicants who of experience. Don’t overlook a diamond in the rough—we had the skills to come into your shop and start performing all find those from time to time who turn out to be great complex repairs on day one. These days, we can’t wait for employees. However, when the number of qualified techni- good technicians to come to us. We must go out and do the cians in the field to pick from is low, you will have to get recruitment ourselves. We need to get involved in techni- creative to fill open staff positions with quality technicians.

62 APWA Reporter / August 2019 / www.apwa.net Vehicle steering and drive line repairs by shop technician

In much of the country, a skilled, experienced technician Most fleet managers are deeply involved in their technicians’ can walk into any repair facility and demand the pay they training. Go ahead and offer a few open training slots to an want to start with government fleets, but that is not always instructor. If the instructor has three or four top students practical. We face strict hiring practices and union regula- who are passionate to learn, these advanced students can tions that only allow us to hire and pay at the bottom of earn the opportunity to get specific skill training they would the scale. With governments’ tight budgets, we are already not otherwise receive. In addition, you can see how well the up against a wall regarding pay compared to most private students do, especially if the training has an associated quiz. sector repair facilities. If technicians walk in the door who The student can be observed on how they interact with your have had high-paying jobs in the past, why have they left technicians. If a student in that class advances through the and why are they coming to you? If they are good employees training and works well with the others, this is an excellent with a good work ethic and years of experience, they could candidate to consider for future employment. go anywhere. Once you find a skilled student, use your senior staff to Looking at local technical training centers, metropolitan help with a mentorship program. With the support of junior colleges, or private training centers with advanced their direct supervisor, senior technicians often find a auto and diesel training programs can have great benefits. new purpose in their day-to-day tasks and most will take These types of training facilities will give you the ability pride in passing down the knowledge they have learned to work with the instructors to find and consider students in their years of experience. Senior staff can also be a with a great work ethic. Arriving on time to class, working valuable asset for coaching safe practices, which can help hard on assignments, learning fast, and retaining what they avoid potential issues with the inexperience that comes have learned are all qualities of an excellent employee. The with any new employee. students’ formal training can build an excellent staff base for your operation. Of course, we don’t want to train inexperienced technicians so they move on to other higher paying jobs. To prevent this If you are not aware of a local technical training center in from happening, find out what specific skill the new techni- your area, contact National Youth Educational Systems. cian has and what they really like to do. If they are advanced They can put you in touch with area training facilities. on electrical, offer them a position as the equipment up-fit

www.apwa.net / August 2019 / APWA Reporter 63 Electrical diagnosis by shop technician

installer for all your equipment needs, or assign them to is the shop staff. Given the nationwide shortage of qualified learn and work with a specific vender on your advanced technicians, today’s fleet managers must adapt and change hydraulic control systems and make them the shop expert in the way we think in recruitment. that area. This will give the technician pride and ownership in their job and your operation will have one or two highly Mark Stinson can be reached at (816) 969-1061 or Mark.Stin- valued experts. [email protected].

Another way to retain young technicians is to offer incen- tives for general and specific industry certifications, pay for International Perspective their tools, and make each technician feel important and ack of skilled personnel is a well-known issue also in Nordic a part of the city team—all benefits that the private sector countries and Europe. This is a huge concern especially in does not always offer. L maintenance work, which is not covered in school at any level. Do not rely on attracting new technicians from schools In Finland, the Association of Municipal Engineering has been alone; work with your Human Resources Department to developing qualification certificates for maintenance workers and start a referral incentive program. Offer a two-part mon- in the future, we will do the same for the planning and construc- etary reward for a current technician to refer a friend or an tion areas. acquaintance who is looking for a new opportunity. For That still leaves these questions: How shall we cope with migra- example, you might offer them $200 for the referral, then tion? We have had many highly educated civil engineering experts another $200 if the referred person completes a year of seeking jobs, but we cannot hire them since their degrees are not service. valid in our country? Do we need some kind of global certificate? Managing the repair and maintenance operations of a governmental fleet is one of the most challenging aspects of – submitted by Ville Alatyppo, Msc, Director of Maintenance Unit, being a fleet manager today. Certainly, the most critical asset City of Helsinki, Finland

64 APWA Reporter / August 2019 / www.apwa.net STORE

KEEP YOUR FLEET MOVIN’ ON THE ROAD! FLEET PUBLICATIONS

APWA Certified Public Public Fleet Management Training Course Fleet Professional A modular text-based course for use by APWA The APWA recommends the following chapters, training consultants, government resources to help with preparation for CPFP agencies, universities, and other educational examination. It should not be inferred that organizations that wish to teach a high level questions in the examination are selected from overview of the skills and components involved any single reference or set of references or that in successful public fleet management. study from specific references guarantees a Member $95.00 – $350.00 passing score on the examination. Non-member $125.00 – $450.00 Member $261.00/Non-member $336.00 Planned Fleet Replacement APWA Equipment Code Without a viable and comprehensive This publication is designed to address the replacement program, fleet managers will need for a common classification system, be unable to replace vehicles and equipment which will allow public and private agencies to when needed, or for that matter, may even be identify the significant characteristics of their unable to identify the optimum time to replace motor vehicles and equipment fleets. these items. This book will help you get a plan Member $15.00/Non-member $20.00 and work the plan to your agency’s benefit. Member $19.00/Non-member $24.00 Demonstrating the Value of Your Fleet Management Program Spec Writing 101: A Quick Guide to — Use this book to learn about the attitudes and Purchasing vehicles and equipment strategies common to all successful business, This is a time-consuming activity for any and use the sample business plan and service agency. This booklet provides an overview level agreements to demonstrate the value of of the process, from determining the need to your fleet management program. placing the new unit into service. Member $15.00/Non-member $18.00 Member $12.00/Non-member $15.00

Fleet Management The Concise Manual for Calculating This publication is for all operating Public Fleet Rates supervisors and managers with a daily This manual guides the public sector fleet responsibility in the areas of vehicle manager through the process of calculating operation and vehicle maintenance chargeback rates for billing customers. management. Member $15.00/Non-member $20.00 Member $25.00/Non-member $35.00 Top Ten Performance Measures Managing Public Equipment 3rd Edition for Fleet Managers — Revised This comprehensive manual is designed to This book outlines the top ten most common help equipment managers find innovative and critical performance measures to a fleet ways to keep equipment up and running while manager’s success. keeping within capital budgets. Member $15.00/Non-member $20.00 Member $59.00/Non-member $69.00

VISIT US 24/7 ORDER TODAY! www.apwa.net/store Please allow two weeks for delivery on all orders other than expedited service. All funds in US dollars. All prices are subject to change without notice. What are you getting with your Service Level Agreement?

hy should you have a more you add to try and account for Service Level Agreement every contingency the more confusing (SLA) anyway? You are the agreement becomes. I have found not a for-profit business. that keeping the document simple and W Those you service can’t direct provides the most buy-in from go anywhere else, right? In some cases my customers/department and looks that may be true; however, in most cas- less like I am trying to hide the devil es the departments that come to you in the details. So, a simply worded SLA Scott McIver, CPFP, Fleet for service can plead the case that they that covers the bases works for my team Manager, City of Greenville, South can obtain better, cheaper and faster and is the perfect bridge to building a strong, open and lasting relationship Carolina, and member, APWA Fleet service through an outside agency, and believe me, there are plenty of compa- with each department. Services Committee nies ready to take that business. This is where the SLA comes in and shows the The SLA shows the value of your services while explain- value of your services ing, in detail, the responsibilities of all explains responsibilities parties involved. The SLA is also the perfect method for building a strong and builds strong relationship with each of the depart- relationships with all ments you care for. of the departments you There are eight sections to the SLA, care for. according to the APWA publication Demonstrating the Value of your Fleet Each department should have a sepa- Maintenance Program. This is not to say rate SLA as each performs a different that you can’t add to the agreement, role in servicing the community. There but it has been my experience that the will be several parts of the agreement

66 APWA Reporter / August 2019 / www.apwa.net that will be universal; however, some Going over the details of the SLA areas will need to be tailored to that with a department supervisor. specific department. For example, the working hours for Solid Waste are generally different than those for Waste Water. Solid Waste generally will not be called out at 2:00 a.m. to pick up yard waste; however, Waste Water could very well be called upon to repair a broken sewer main at 2:00 a.m. and their SLA should be written so that Fleet Maintenance can provide the support Waste Water needs to accomplish their mission. This is why it is important to include the department in the construction of the SLA so input from both sides is included, guaranteeing more complete buy-in from all parties involved.

Section 1 of the SLA describes the purpose of the document. Here is where you spell out why you have this agree- Service Level Agreements allow me to gauge the ment. Reasons include “The purpose effectiveness of my staff against the expectations of of this agreement is to provide a fleet matched to the customer’s adopted my customers. Service Level Agreement? public service levels and requirements” and/or “To define the roles and respon- pleted by an outside vendor. Section should explain, in detail, how the after- sibilities of each partner.” Section one 3 also lays out the responsibilities of hours support will be handled. The lays out the outline of what is to come the department. For example, the after-hours contact person and phone in the following sections. Tell them SLA would state that the department number should be provided. what you are going to tell them. will ensure that the operators remain Section 6 is the “Scope of Services with trained on the piece of equipment and Section 2 is the “Statement of Agree- Performance Standards.” This is the they will maintain a certain level of ment.” Here both parties agree to be single largest section of the SLA and for cleanliness. It does pay to be a little bound by the terms in the agreement good reason. Here you should detail more detailed in this section so that as well as holding their staff respon- what your services will be and the both parties fully understand what is sible for carrying out the services. performance measures you will give to expected of each other. Accountability for all parties is also your staff as well as the department you recognized and acknowledged in this Section 4 covers the “Service Provider are servicing. Areas to be covered but section. Other areas covered include Locations.” If you have multiple service not limited to include the PM program, partners and agreement administra- facilities and/or fuel depots this sec- unplanned services, towing, repair vs. tors, program activators, terms of tion allows for you to give the address, replacement analysis, modifications/ renewal, failure to perform/termina- phone number and contact person at fabrications, reporting and the replace- tion clause and the signature page. each facility as well as outline what ment program. This is by far the most important section as you will be laying Section 3 outlines the “Areas of services are offered. Section 4 allows out the services you cover, in detail, Responsibility.” Here is where Fleet for you to outline any outside ven- and the key performance indicators Services describes all the tasks they dors that can be contacted directly by for your department to judge you by. It will complete for the vehicles in that the department. This area should be is best to be detailed but concise with department, everything from pur- clearly defined so that no unauthorized your wording. Don’t make promises chasing the vehicle to disposing of it. repairs are performed. you can’t keep. Make this section a Fleet Services will explain the vehicle Section 5 covers the “Hours of Ser- learning tool for your department to maintenance areas covered and what vice.” Here again, if you have multiple become more efficient. areas will be outsourced. For example, facilities you can outline the hours a definition of the PM schedule should each facility is open which will allow Section 7 defines the “Fees” charged be explained as well as if collision the department to plan their activi- and what they cover. If you are an repair will be done in-house or com- ties more efficiently. This is where you internal service fund, like City of

www.apwa.net / August 2019 / APWA Reporter 67 Greenville, then your ultimate goal is to end your year with zero dollars in your budget. I set the labor rates to recover all of the overhead direct and indirect. Parts are sold at cost with no upcharge, fuel is the same. However, if you want to collect your overhead through a 3% markup on fuel and parts then this is the section to define it to your department. This is the best area to show your cost savings over an outside vendor.

Section 8 covers the “Fleet Availabil- Discussing the SLA with support staff. ity Rate by Class” for the department. This is a crucial KPI that should be offer an availability rate so low it upon and begin discussions about any tailored to each department. Define forces them to look elsewhere. disagreements that come up. Finally, the hours of operation of the depart- it provides one of the strongest team ment and using industry standards I use SLAs for each of my departments building platforms I have found. Every- state the availability of each class of and have found them to be an invalu- one puts something in and everyone vehicle in their department. Again, able tool in so many ways. They allow gets something out. the need to be honest and realistic me to gauge the effectiveness of my is paramount; do not promise the staff against the expectations of my Scott McIver can be reached at (864) 467- department something you cannot customers. It provides a common 4498 or [email protected]. deliver while at the same time don’t ground for all parties involved to agree

FOCUS MORE ON THE WORK THAT MATTERS.

Manage assets, track work, and spend smarter with Cartegraph operations management software.

GET UP TO SPEED ON ASSET MANAGEMENT BASICS Claim your free ebook at cartegraph.com/basics

68 APWA Reporter / August 2019 / www.apwa.net Relationship-building with your departments

Scott McIver, CPFP, Fleet Manager, City of Greenville, South Carolina, and member, APWA Fleet Services Committee

t is very important to have a the reason for building a relationship to make the decisions. I needed to not great working relationship with with your customer is so you can get be the decision maker for everything the departments you serve. In the detailed information you need which did not mean giving up respon- I my opinion nothing makes for a about breakdowns and “accidents” so sibility, but it meant delegating author- more stressful work environment you can either train or engineer the ity. Second, I needed to make a connec- than a strained relationship with cause away based on the frequency tion with the Sanitation Department those you work with. I have learned, of the occurrence. If you have a good so an open, honest dialog could be through experimenting within my relationship with your departments, started, nurtured and maintained. organization, many ways to build such as Sanitation, then they will feel So, in line with the first prong of giving strong open relationships with the comfortable relaying problems earlier up control, I saw I needed to empower departments I serve. I believe these in the day instead of waiting until five my staff. When I say I gave up control, trial and error lessons will aid you in o’clock as they roll through the gate. I did not give up my responsibility— your relationship-building. Earlier reports with more detailed I delegated authority. The biggest reasons of the initial cause translates to I am going to go over how I built a obstacle my team faced was me. They fewer repeats and less downtime. strong relationship with my Sanitation couldn’t take action most of the time Department and with my staff which When I started at Greenville as the until I approved it, and this really helped to lead us to be the #1 Mid-size PW Fleet Manager, I decided to take a slowed the process down and caused Fleet in 2017 in the 50 leading fleets. two-prong approach to building a rela- longer downtimes for Sanitation. I tionship with each department. First, trained my staff to make the decisions I know you are asking, “What does I decided I needed to let go of control just as if I was there with them, and in relationship-building have to do with over my staff and give them the ability a vast majority of the time they made downtime and maintenance?” Well,

www.apwa.net / August 2019 / APWA Reporter 69 City of Greenville Fleet staff build a stronger relationship with each other as they celebrate a cookout for the 4th of July better, faster and more precise deci- smart staff and I keep them informed Sanitation and they needed us; they sions because they had all the informa- so I can let them do their job. I invite needed us to keep their fleet running tion right in front of them. My shop you to Google or go on YouTube and and we needed them because without foremen down to my newest tech can search David Marquet. My philosophy their vehicles there was no need for make the decisions necessary to keep of empowering my staff comes straight us. Through the philosophy of great the fleet rolling. My service writers from him because it works for my situ- customer service, I have learned to be could make the decisions on when to ation and I feel confident you can find the first to accept blame. Once you schedule repairs and who to assign the some insight into your staff as well. accept blame you take the bite out of work to. the accuser. They have nowhere to go Now, building the relationship with with the conversation and now you I used a page out of David Marquet’s the Sanitation Department was tough can direct the attention to how you video, “Go forth and be great,” and for me because of the long history of can work together on identifying the I gave my staff the intent to do a job. mistrust and finger pointing from both root cause of the problem and fixing The two things David says that are sides that existed before I came along. it. It is not as important to be right all needed to give “intent” is that (1) your We were just like oil and water. What I the time as it is to have the fleet up and staff must have the technical compe- wanted to get us to was as Forrest Gump running; keeping the fleet rolling is the tency, and (2) there must be organi- said, “We go together like peas and car- end objective, whether you fight over zational clarity. With “intent” they rots.” That doesn’t mean we don’t have who to blame or work together to fix no longer had to come to me to make our disagreements, but it means we the problem. the decision, for example, to swap work together to identify the root cause out a transmission. They knew what of the problem and develop a plan to I began having meetings to gather the budget was, and they knew if the fix it. SOPs are great but they are not a the complaints and the ideas of the transmission needed to be changed substitute for open communications. customer. I wanted their input on how out, so cut out the middleman, speed to fix the problem so they could take Here at Greenville we didn’t have any up the process, and get the transmis- some ownership of the end product. communication between the depart- sion changed out and the vehicle back I met with the management, supervi- ments and Fleet Services. The only on the road. Steve Jobs said, “We don’t sors, and then the operators because way to start the relationship-building hire smart people to tell them what I needed each one’s honest input on process was for someone to hold out to do, we hire smart people so they what needed to be done to improve the Olive Branch. So, I did and through can tell us what to do.” I have a very maintenance on the fleet. I set up a that I made it known that we needed

70 APWA Reporter / August 2019 / www.apwa.net Fleet Oversight Committee that allows the users of the vehicle to bring their suggestions and/or concerns to the table to have them addressed. These joint efforts have really improved the communication and decision making. It also allows the operator to understand what the technician is saying when the tech is explaining how the unit was repaired, and what the operator can do to help prevent the breakdown in the future. Now when any of the team is involved on either the Fleet side or the Sanitation side, we are all operating with the same understanding.

Finally, I set up a work exchange program where my technicians go out and spend time on a route with the operators, and I have the sanitation operators come into the shop, mainly when work is being done to their vehicle, and assist in a PM or any type of repair. This really goes a long way to getting the two sides to experience what each other does on a regular basis. The technicians get a new understanding on how important and difficult the sanitation job is, and they get to see how the vehicle is utilized. Many engineering solutions have come out of the techni- A well-established public/private relationship, like cian witnessing the vehicle in action. the one between the City of Greenville and NAPA IBS, can boost productivity and lessen downtime. On the other side of the coin, when the operator spends time helping to repair or perform PMs on their unit, they have a better understanding of why the technicians get frustrated with repeat damage and the operators gain a greater appreciation for the importance their daily maintenance means. No one side is important than the other. Building strong, open relationships translates to teamwork that keeps the fleet running. Good relationships are essential and vital to keeping costs and downtime to a minimum.

Scott McIver can be reached at (864) 467- 4498 or [email protected].

Inno-Versity. “Inno-Versity Presents: ‘Greatness’ by David Marquet.” YouTube, YouTube, 8 Oct. 2013, www. Dennis Morgan, Fleet Coordinator for the City youtube.com/watch?v=OqmdLcyES_Q. of Greenville, SC, works on ordering the next group of new and efficient vehicles.

www.apwa.net / August 2019 / APWA Reporter 71 Volunteers including residents, City staff, and Military personnel filled and carried 1.5 million sandbags to protect hundreds of homes that otherwise would have been devastated by rising flood waters in May and June of 2019.

Fleet, the invisible first responder

Donald Dinelle, Director, Fleet Service, and Sara Conroy, Senior Administrative Assistant, City of Ottawa, Ontario

ver the past three years, the City of Ottawa has provides tangible support (direct and indirect) to help miti- lived through two 100-year floods and several tor- gate the effects of a natural disaster, and to help those first nadoes, one of which caused significant damage responders directly on the front lines. to hydro facilities, resulting in power loss to half O Duty Officers the city which took days to restore. In the case of this year’s flood, the City declared a state of emergency to All non-union managers in Fleet Services are corporate Duty effectively deal with the threat to hundreds of homes. Officers. As a result, we’ve all been trained in how to support the disaster relief and we take turns being on-call. When an During a natural disaster, one would quickly notice first emergency occurs, the on-call Duty Officer will be contacted responders such as firefighters, police officers and paramed- to be part of sitrep conference calls (day and night); and in ics on scene helping people and responding to difficult the more significant emergencies, the Duty Officer is called situations. There are also other City staff working mainly in and can be asked to work out of the City’s Emergency behind the scenes to ensure these first responders as well as Operations Center. In this case, all Fleet Duty Officers are volunteers have the necessary equipment and tools required affected, and we set up shifts to ensure one of us is always to get the job done. present at the Center. While in the Center, we work side by side with all other parts of the City involved in the disaster One of those invisible first responders is Fleet Services. relief (i.e., Emergency Protective Services, Housing, Parks, Here are some of the significant areas where Fleet Services Recreation, etc.).

72 APWA Reporter / August 2019 / www.apwa.net Vehicle Maintenance The most obvious support provided by Fleet Services is vehicle and equipment maintenance. This means during emergencies when call-outs for City-staff volunteers are made, those maintaining the vehicles are for the most part unable to volunteer. Thus, while we may not be filling sandbags (i.e., we are invisible), a group of us is back at the office holding up the rest of the shop (i.e., vehicle technicians, parts staff, planning staff, staff dealing with leases/rentals, etc.). Fuel & Power (Hydro) In Ottawa, Fleet Services is responsible to provide fuel to It is worth noting that during the last many City clients (i.e., Police, Fire, Ambulance, Public flood, the City of Ottawa’s entire Fleet Works, Environmental Services, etc.) through a myriad of Training Group and some other staff City-owned fuel sites (normally imbedded with clients). were able to be freed up to help fill Keeping tanks at optimal levels is a 24/7 challenge during sandbags in the field. any emergency event, but in particular when dealing with loss of power. In this case, those sites equipped with generators, which represent the majority of City-owned fueling ent weather (i.e., rain, heat, cold, etc.). Fleet assists by stations, become even more critical given we cannot depend providing either RV’s or can also provide trailers. These have on commercial sites for any backup (commercial sites do not hydro, heat, A/C, and a place to operate a laptop and other have backup generators). communications equipment. This means City staff can focus Fleet is also needed to provide onsite fuel support. In the on the job at hand instead of worrying about keeping warm case of a flood, Fleet provides onsite fuel support where and dry. sandbags are being filled. Fuel is needed onsite not only to In-Field Incident Commanders support first responders (keep vehicles, pumps, and genera- When Fleet can spare them, some Fleet managers will also tors up and running) but also to support residents affected volunteer time to act as Incident Commanders in the field. by the incident (i.e., keep generators/pumps running). This means they are responsible for coordinating the City Supplies staff working out of that site (i.e., running emergency opera- In Ottawa, Fleet Services is responsible for both General Stores tions) which includes management, tracking and deploy- and Automotive Stores. While keeping the fleet moving is the ment of resources and volunteers to designated areas, and only purpose of Automotive Stores, General Stores is inun- providing updates/taking direction from the Emergency dated during natural disasters like floods. To some extent we Operations Center. prepare for these events, but sandbags are a great example of Emergency Recovery some of the planning challenges that arise which includes While most of the examples above see Fleet Services as invis- sourcing, acquiring and distribution. Three years ago, serious ible, it is worth noting that during the last flood, our entire floods were relatively unheard of in our area. When the first Fleet Training Group and some other staff were able to be 100-year flood hit, we did not have anywhere near enough freed up to help fill sandbags in the field. Especially during sandbags in stock. Go forward three years, and we were much the emergency recovery period where the number of vol- better prepared to secure/provide the 1.5M sandbags needed unteers from the public drop, Fleet is then better placed to (including the poly needed to hold the water back). Other redeploy some of our technicians/parts staff to further help flood-related items that are popular include gloves, shovels, with cleanup. sunscreen, bug spray, and tic removers. Our City partners recognize Fleet Services as an essential During almost all emergencies we expect shortages of pota- team member when it comes to dealing with emergency ble water. We not only have a reserve of bottled water ready situations. We take great pride in helping our coworkers and to go, we have contracted potable water tankers that we can residents emerge from these challenging situations with the call in to deploy to areas where fresh water is desperately knowledge they had the tools to get the job done. We know needed. There, volunteers and residents alike can fill their that although we are not on the frontlines for the most part, own containers or use containers we provide at a fraction of we are definitely One City, One Team. the cost of providing bottled water. Donald Dinelle can be reached at (613) 580-2424 or Donald. In-Field Command Centre [email protected]; Sara Conroy can be reached at (613) 580- It is very challenging for City staff to deal with large num- 24224 or [email protected]. bers of volunteers when staff are standing outside in inclem-

www.apwa.net / August 2019 / APWA Reporter 73 APWA WORKZONE: Why WorkZone? · The premier public works job board 1.2+ million page views per year · Nearly 2,500 jobs posted per year

Make the switch to the APWA WorkZone job board · 4,000 searchable résumés for an easier hiring and job search experience! · Each job listing included once · Intuitive, easy-to-navigate design in weekly association e-newsletter · Advanced search options (70K distribution) · Custom job alerts · Enhanced upgrades to help employers stand out from the crowd FLAT-RATE · More tools to help job seekers find the PRICING: perfect employment opportunity $325 Member $425 Non-Member

Get started today at workzone.apwa.net! EDUCATION CALENDAR

For more information about these programs or to register online, visit www.apwa.net/Events. Program information will be updated as it becomes available. Questions? Call the Professional Development Department at 1-800-848-APWA.

2019

August 1 Talking Top Tech: Asset Management Technologies Edition

August 13-15 Certification Exam Dates (CSM, CPII, CPFP, CPWP-S, CPWP-M)

August 15 Suspicious Activity Reporting (SAR): The Importance of “If You See Something, CLICK, LISTEN & LEARN Say Something” in Public Works

August 20-22 Certification Exam Dates (CSM, CPII, CPFP, CPWP-S, CPWP-M)

September 8–11 2019 PWX, Seattle, WA

September 9-11 Certification Exam Dates (CSM, CPII, CPFP, CPWP-S, CPWP-M) (PWX onsite testing only)

September 17-19 Certification Exam Dates (CSM, CPII, CPFP, CPWP-S, CPWP-M)

October 3 Talking Top Tech: Preparing for Implementation of Automated/Connected Vehicles

October 10 Succession Planning and Servant Leadership CLICK, LISTEN & LEARN

CLICK, LISTEN & LEARN November 21 Facility Maintenance Efficiency Strategies

December 5 Talking Top Tech: Augmented Reality Edition

= Talking Top Tech = Web-based training

= Click, Listen & Learn program (Free to Members) = Certification Exam CLICK, LISTEN & LEARN

= Live Conference (Paid Registration)

APWA members may access past Click, Listen & Learn programs from the Members’ Library at no cost. Programs can be streamed to your computer via the link found in the library. If you have expertise that you would like to share, please use the online Call for Presentations form to describe your expertise and perspective on the topic. www.apwa.net/callforpresentations/

www.apwa.net / August 2019 / APWA Reporter 75 MARKETPLACE

Products in the News

BLACK-MAX™: were celebrated based on their accomplishments in Stops rust everything from infrastructure management to citizen dead in its engagement: Clay County, FL; Cobb County, GA; City of tracks! Johnson City, TN; City of Kingsport, TN; Kitsap County, BLACK-MAX™ WA; City of La Mesa, CA; City of Lancaster, OH; Village Cathodic Rust of Lombard, IL; Village of Romeoville, IL; and Town of Arrester is an Windsor, CO. Learn more at cartegraph.com/awards. environmentally AssetWorks launches fleet responsible alter- benchmarking tool powered native to hazard- by Utilimarc ous sandblasting AssetWorks, a leading provider of integrated fleet manage- and repainting ment software solutions, has announced a new strategic of rusty surfaces. partnership with Utilimarc to provide a benchmarking tool, Simply brush, spray or roll BLACK-MAX™ onto a rusty FleetMetrics, for the government fleet industry. FleetMetrics surface and its co-polymer technology will transform the is a benchmarking tool powered by Utilimarc, a provider of existing rust into a black polymer coating. This coating stops fleet analytics and smart data management. With FleetMet- the rusting process completely and creates a beautiful black rics, government fleet organizations will be able to see how surface that you can leave unfinished or paint over, it’s up their performance compares to their peers in critical areas, to you. No rust bleed-through! For more information, call including mechanic productivity, fleet mix makeup and RHOMAR at (800) 688-6221. optimal maintenance cost per mile. If a fleet organization Ten communities would like to learn more about FleetMetrics or schedule a earn high- custom software demonstration, they can visit assetworks. performance com/fleetmetrics. Demo Video Link: https://www.youtube. government com/watch?v=2o-RPjqhh1M awards GBA celebrates 50 years of Government remarkable solutions in the software leader, architecture/engineering Cartegraph, has industry announced its High-Performance On June 23, 2019, the architecture and engineering firm Government GBA celebrated its 50th anniversary. Founded by civil Award winners. engineer George Butler, the firm George E. Butler & Associ- From saving ates, Inc. started with ten employees in a downtown Kansas $110,000 City, Missouri office. Today, GBA and its subsidiaries employ through workflow a staff of 275 headquartered in Lenexa, Kansas, with regional automation to offices in Missouri, Colorado, Nebraska, Iowa, Texas and Illi- improving crew nois. Members of GBA’s multi-disciplined staff work closely safety with data, with clients to accomplish the firm’s core purpose: “creating the honor recognizes organizations leveraging operations remarkable solutions for a higher quality of life.” For more management technology to solve problems, work smarter information about GBA, contact Meagan Platt, Corporate and improve communities. The following organizations Marketing Coordinator, at [email protected] or (913) 577-8405.

76 APWA Reporter / August 2019 / www.apwa.net d ite ag ed e r n c c

c y a

apwa SELF ASSESSMENT A Tool for Improving Operations and Management in Leading to Accreditation Saturday, September 7 8:00 a.m. – 2:00 p.m.

WASHINGTON STATE ASK YOURSELF THESE QUESTIONS CONVENTION CENTER Is your agency operating at peak performance and productivity levels of operations? Have you really $300/Members reviewed them with your staff to see what improvement $350/Non-Members might be made? Do you review your policies, (prices above include lunch) procedures, and practices on a regular basis? What guidelines do you use to measure your performance?

WHO SHOULD ATTEND COURSE OBJECTIVES This course is intended to provide an opportunity for This workshop is designed to provide you with the tools those individuals or agencies who are contemplating and information to help you examine and evaluate your accreditation. Learn what to expect from the agency’s current management policies and procedures. accreditation process and what you should be doing You’ll learn how to target the problem areas, identify to prepare ahead of time. opportunities, and improve overall effectiveness of any public works operation. If you’re already working through the Self Assessment program, this workshop will CLASS TOPICS/MODULES provide you with “hands-on” training, using the Public • Overview of the Program Works Management Practices Manual, 9th Edition, in • Self-Assessment Process preparation for completing the program or beginning • Tracking Your Progress the Accreditation process. • Accreditation Process • Group Exercise REFERENCE MATERIAL • Wrap-Up and Questions The text for the accreditation process is “Public Works Management Practices Manual, 9th Edition”. If you do not already own the text, you can purchase the latest REGISTER TODAY! edition from the APWA on-line bookstore at www.apwa. http://pwx.apwa.net net/bookstore.

The Public Works Management Practices Manual will not be available for purchase on the day of the workshop. PROFESSIONAL DIRECTORY POT HOLE PROBLEMS? KEEP YOUR SAND AND SALT COVERED WITH A Trial Offer CLEARSPAN STRUCTURE transpo.com/bondade ® Cost Saving 85:1 BONDADE Revolutionary Ice-Breaking & Snow-Removal Improve Bond with No Mess, No Smell Systems For nearly 40 years Clearspan FabriC struCtures has been covering sand and salt Call: 800-321-7870 with structural solutions that protect and provide Email: [email protected] East Coast : 1-(207)-432-5056 easy access. West Coast: 1-(775)-303-0034 Visit www.Clearspan.Com www.snowlionamerica.com or call 1.866.643.1010

Stop, Drop and Load® Load faster and more efficiently with a Lo Riser Inclining Platform Trailer. A flip of a switch Your ad could hydraulically lowers the deck to ground height providing smooth, drive-on access. The 4° load angle then allows equipment with as little as a 1/2 inch ground clearance to easily drive up the be here built-in ramp. But there's more... • Models with GVWR of 8,500, 13,500, 15,500, 17,650 & 19,725 lbs • 4 to 1 Payload to Weight Ratio Call Fox • High Strength Steel Construction Associates at Call 800-369-5365 for Information! • Dust C ontrol www.advancemetalworking.com (312) 644-3888 • De-I cing 4 Degree *shown with optional paint color Load Angle • F ull depth Reclamation ® Manufactured by: Inclining Platform Trailers - Stop, Drop and Load The Advance Metalworking Company, Inc. • Water Treatment ®

610- 298-1122 [email protected] Sidewalk Conditions Assessments and it’s a liates Trip Hazard Repair

Safest sidewalks, best technology.

THE EASIEST WAY TO BUILD PRECAST CONCRETE BUILDINGS VERSATILE • DURABLE • SECURE

EASISETBUILDINGS.COM 866.252.8210 www.SafeSidewalks.com

78 APWA Reporter / August 2019 / www.apwa.net :: NEW SALTDOGG ® MDS Medium Duty Dump Spreader for Class 4-7 Trucks

cartegraph.com/APWA

TarpMaster® Series for Municipal Trucks

First in Class with a Fully Electric Drive Option NOTHING WORKS LIKE A DOGG. 1-800-297-9905 RollRite.com LEARN MOREBUYERSPRODUCTS.COM AT BUYERSPRODUCTS.COM

Grounds keeping made Automate Storeroom Post Pulling easy with Functionality 1803 SW Jefferson St. best in class Lee’s Summit, MO 64063 specialty turf Real-Time Inventory Visibility Made Easy! www.billygoat.com equipment from Prioritize Worker Tasks Billy Goat! Automate Labor Tracking Bar Code Scanning or RFID • Fast, easy, safe sign post pulling www.radley.com • Lightweight, CUSTOM TENSION powerful all FABRIC BUILDINGS steel construction • Increase efficiency & reduce costs Fully Customizable • Pulls U channel, Exclusive Fabric Options square & round posts Patented Attachment System Construction Accessories, Inc. Fast-Track Construction 937.429.9089 • [email protected] www.jackjaw.com 877.259.1528 Dealer Inquiries Welcome LEGACYBUILDINGSOLUTIONS.COM

ulic ors . dF.indd Your ad could be here Call Fox Associates at (312) 644-3888

www.apwa.net / August 2019 / APWA Reporter 79 WORLD OF PUBLIC WORKS CALENDAR

UPCOMING APWA EVENTS National Public Works Week: May 17 – 23, 2020 Always the third full week in May. For more information, PWX contact David Dancy at (800) 848-APWA or send e-mail to 2019 Sept. 8–11 Seattle, WA [email protected]. 2020 Aug. 30-Sept. 2 New Orleans, LA North American Snow Conference 2021 Aug. 29-Sept. 1 St. Louis, MO 2020 April 19-22 Cleveland, OH For more information, contact David Dancy at For more information, contact Brenda Shaver at (800) 848-APWA or send e-mail to [email protected]. (800) 848-APWA or send e-mail to [email protected].

AUGUST 2019 28-10/2 Urban & Regional Information Systems Association, GIS-Pro 2019, New Orleans, LA, www.urisa.org 1 APWA Talking Top Tech: Asset Management Technologies Edition, (800) 848-APWA, www.apwa.net OCTOBER 2019 15 APWA Click, Listen & Learn, Suspicious Activity 3 APWA Talking Top Tech: Preparing for Implementation of Reporting (SAR): The Importance of “If You See Automated/Connected Vehicles, (800) 848-APWA, www. Something, Say Something” in Public Works, (800) 848- apwa.net APWA, www.apwa.net 3-5 National Precast Concrete Association, Annual 18-22 StormCon, the Surface Water Quality Conference & Expo, Convention, Seattle, WA, www.precast.org Atlanta, GA, www.stormcon.com 6-8 Sealant, Waterproofing & Restoration Institute, 2019 Fall 27-29 Association of Clean Water Administrators, Annual Technical Meeting, Charleston, SC, www.swrionline.org Meeting, Austin, TX, www.acwa-us.org 9-11 National Trailer Dealers Association, 29th Annual Convention, West Palm Beach, FL, www.ntda.org SEPTEMBER 2019 10 APWA Click, Listen & Learn, Succession Planning and 8-11 APWA PWX, Seattle, WA, (800) 848-APWA, www.apwa.net Servant Leadership, (800) 848-APWA, www.apwa.net 10 Association of Equipment Manufacturers, Micro- 10-13 American Society of Civil Engineers, ASCE Convention, Generations in Your Workforce, Toronto, ON, www. Miami, FL, www.asce.org aem.org 13-16 American Public Transportation Association, 2019 17-19 National Roadside Vegetation Management, 2019 TRANSform Conference, New York, NY, www.apta.com Conference, Louisville, KY, www.nrvma.org 15-18 Deep Foundations Institute, 44th Annual Conference on 19-22 American Society of Concrete Contractors, Annual Deep Foundations, Chicago, IL, www.dfi.org Conference, Chicago, IL, www.ascconline.org 20-30 International Code Council, Annual Conference, Las 26-28 Tilt-Up Concrete Association, Tilt-Up Convention and Vegas, NV, www.media.iccsafe.org Expo 2019, Atlanta, GA, www.tilt-up.org

INDEX OF ADVERTISERS When you contact an advertiser regarding a product, please tell them you saw their ad in the APWA Reporter. Thanks! – The Editor Legend: IFC = Inside Front Cover; IBC = Inside Back Cover; BC = Back Cover

Advance Metalworking Co., Inc., p. 78 HKS, p. 79 Sandhills Publishing, p. 7 advancemetalworking.com hksinc.com sandhills.com Avery Dennison, p. 32 JVCKENWOOD USA Corp., p. 24 Schwarze Industries, p. IBC reflectives.averydennison.com/trafficjet www.us.jvckenwood.com schwarze.com Billy Goat Industries, p. 79 Legacy Building Solutions, p. 79 Snow Lion, North America, p. 78 billygoat.com legacybuildingsolutions.com snowlionamerica.com Buyers Products, p. 79 Magellan GPS, p. 79 Sourcewell, p. IFC buyersproducts.com magellangps.com sourcewell-mn.gov Cartegraph, pp. 68, 79 Precision Concrete Cutting, p. 78 Sternberg Lighting, p. 78 cartegraph.com/basics SafeSidewalks.com SternbergLighting.com ClearSpan Fabric Structures, pp. 27, 78 RADLEY Corporation, p. 79 Transpo Industries, Inc., p. 78 clearspan.com radley.com transpo.com Construction Accessories, p. 79 RHOMAR Industries, Inc., pp. 43, 79 U.S. Chlorides, p. 78 constructionaccessories.com rhomar.com [email protected] Easi-Set Buildings, p. 78 Roll•Rite, p. 79 Verizon Connect, p. BC easisetbuildings.com RollRite.com verizonconnect.com

80 APWA Reporter / August 2019 / www.apwa.net

A total fleet platform to move your business forward.

Connect your vehicle, worker, job and asset data all on one screen.

Mike Johnson 2 miles away

Safety 2 70 70 out of 100 Trending up

Oil Change 21 miles to go

Visit verizonconnect.com or call 866.844.2235 for a fleet management consultation.