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living adjacent to an on- street bike lane could be to bag their leaves. This <br /> option is being reviewed but has not been yet been approved. PWM <br /> collects over 15,000 cubic yards of leaves annually. At this time we are <br /> not looking at picking up that volume of leaves using bags only. If you <br /> have suggestions regarding leaf pick -up options please contact Damon <br /> Joyner « 682 -4835. – ACTION ITEM <br /> • (3 questions regarding public education) - Continue education programs on <br /> public access channel (City programs); More public education – less known <br /> programs; Focus on programs not known by community – This public <br /> education program started in 2004, Working City highlights city <br /> programs and is a good way to market various city programs. Contact <br /> Eric Jones or your supervisor if you have future program ideas. <br /> ACTION ITEM: One suggestion is to establishing an on -line library of <br /> previous programs for employees to view. <br /> • Publish newsletter — highlights groups /individuals, advertise what we do – <br /> Currently for internal use we have the Roosevelt Rumble & PW Monthly <br /> Report that goes to the city council and the media. Here is a link to the <br /> PW monthly report: PWMonthlyReport2008.12.pdf ACTION ITEM: <br /> Goal of our website is to highlight different crews each month; it is a <br /> work in progress. For our external customers we have the on -line PW <br /> Annual Report & Work Plans. <br /> • (4 questions regarding public image) - Work on public opinion; Pride in our <br /> work; Be aware of community opinion - public is always watching <br /> employees; Be professional at all times because of public image – Check with <br /> Tony Jobanek – new presentation for APWA on Public Perception to <br /> present to crews in the yard. ACTION ITEM – NEW CREW <br /> TRAINING <br /> • Roll out of Mentorship Program and job shadowing – Jeff Lankston to take <br /> lead (Lankston /Masoner) INCREASED JOB RESPONSIBILITY <br /> Bullets 1, 5, 6, 10, 11, 14, 17 and 20 Staff is asking to be given a larger <br /> role in decision making and control of work activities. Management strongly <br /> supports those efforts. The goals of the MW 1 /2 cross training program, the <br /> new hire mentor program and the employee development program now in <br /> pilot stage are increasing the skill set of employees. Management strongly <br /> supports increased delegation to build job skills. This includes both specific <br /> tasks in the various work units and the overall ability to make job related <br /> decisions. The first step in our hiring process is to explore ways to internally <br /> meet the need using AIC or lateral transfers. Management is open to new <br /> initiatives and improving existing efforts to allow workers a greater voice in <br /> daily activities and decision making at the appropriate level. Management <br /> believes that adding skills and responsibilities will increase employee <br /> satisfaction and retention. Not all jobs are ones that employees like, but a well <br /> rounded skill set is critical to our being able to respond to emergencies in the <br /> community. A job shadowing program can be added. (Toni Larsen & Jim <br /> LaCasse) <br /> • Find more effective ways to market our values This is a re- occurring theme <br /> and additional work needs to be completed to frame this idea and develop a <br /> work plan. (Jim McLaughlin and Jeff Ganieany) <br /> 8 <br />