2.32 Internal Communication - Laserfiche WebLink

New Search

PAGE 2 ~ MANAGEMENT TEAM The skeptics in the Division might be thinking that an article HR and the Division's supervisors on the AFSCME classifi- listing the 2003 highlights of the Division's management cation study; responded with organizational restructuring and ~ team would be really short. Well, I could certainly write it personnel recruitment to the retirement of several people ' that way: The Management Team was successful yet again in with significant institutional knowledge and skill sets; suc- ~ providing the guidance and obtaining the resources needed to cessfully coordinated and presented to the governing bodies support your continued employment for maintaining the ex- a budget fora 6% increase in O&M funding; interfaced with j cellent wastewater services you give to the community. But Springfield staff on numerous capital projects and planning that would be an oversimplification. activities; conducted ongoing reviews and evaluations of the EMS and prioritized the Division's focus to maintain the sys- The management team (which was Dave, Linda, and I in tem, established core performance indicators, provided safety 2003), deals with both the external and internal issues that program coordination, and responded to the new NPDES relate to the mission of the Wastewater Division-- to provide permit requirements; executed financials to ensure the cycle wastewater services to the greater Eugene/Springfield metro- of payment between external customers, MWMC; DEQ, and politan area in a manner that preserves water quality and the COE; established and maintained the document control sys- j beneficial uses of the Willamette River and protects the pub- tem, and tracked asset management. I know that you're j lic health and welfare. Externally, this includes the statutory probably in shock and awe at this list of accomplishments, ~ and regulatory requirements governing wastewater treatment, but it would be very misleading to leave you with the im- I, regional (MWMC) and City policies and guidelines, and the pression that we accomplished these things by ourselves coordination with other jurisdictions and City operations. (despite the hard work and untold hours we put into the ef- Internally, the team works with supervisors and staff on fort). The management team doesn't work in isolation, we budget, personnel, and the prioritization and coordination of depend upon your knowledge and expertise on the issues we organizational objectives. are challenged with and on our common objective of provid- ing efficient, effective wastewater services to our commu- Right, you're probably thinking that sounds like a really chal- pity. So feel free to consider the highlights of the manage- lenging and difficult job, but let's have some specifics. ment team's activities in 2003 as your own highlights as Okay, in 2003 the management team-- lead the permit re- well! newal efforts for the City's stormwater permit; worked with -PETER RUFF 1 E R I STORES Material Management material we were able to sell in 2003. 30 old computers, I believe the biggest accomplishment for our department in TOC Analyzer, 2 pumps, aeration diffuser tubes, 2 pallets of 2003 was the reconciliation of equipment in Maximo. This valves, an old dump truck, 2 solar panels, and 3 pallets of was a big problem and was created through years of neglect Yokogawa computer accessories. We also had the following by not maintaining our equipment associations correctly in vendors come in and buy back some excess material. Kalen Maximo. The result was, more useless inventory that we Electric, North Coast Electric, Applied Industrial Technol- don't need. We were still stocking some parts for equipment ogy, Paramount Supply, and Crrainger. We were able to save that we got rid of years ago. John Pratt and John Strueby $120 by having L.H. Morns use some spare electric parts we I,~ worked for more then 6 months to identify and track down had for the DCS project. We donated some SCBA equip- this inventory. They reconciled the obsolete equipment and ment to the Loraine volunteer fire department. We were able parts properly in Maximo. This allows us to properly man- to sell all this equipment with out having to send ANY to age this material. public auction in Salem where we would only get pennies on We identified over 200 items worth over $70,000. the dollar. Almost all this equipment is being re-used, which supports our EMS program. Surplus Material Disposal After we identified this equipment and segregated it from our Cost Savings viable inventory, the next step is to properly dispose of it. Show me the money. Your stores department saved over This is a challenge because much of this material is very $22,787 in 2003. This does not include on going saving unique. I was both proud and happy that we were so suc- from our UPS agreement, negotiating a better computer sup- cessful in selling this material. In the case of the lab equip- port contract for Ken Vanderford, and buying over $150,000 ment, I sent out over 300 a-mails before I finally found a worth of vehicles on State Price Agreements. The difference buyer at the University of Seattle. It took me a full year to for just 1 pickup truck was $9000. finally find a home for the 12 year old Yokogawa equipment. We had over 3 pallets. Here is a partial list of some of the - E ~ P a B O R