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Public Service Progress Report
updated October 21, 2019
Novak Consulting Group made 28 recommendations for improving service delivery in Environmental Services and Fleet Management. After thoughtful review and consideration of impact, ease of implementation and resources needed to complete, the team prioritized the recommendations and plan to implement as identified below. The recommendations are broken down by Environmental Services, Fleet Management, and Management and Performance. Quarterly updates will be provided to demonstrate progress.
Environmental Services | ||||
| Recommendation | Priority | Status | Expected/Actual Completion | Notes |
|---|---|---|---|---|
| Prevent collections crews from returning to the Milford Street garage with trucks full of waste. |  | May 2019 | ||
| Quantify stops and formalize routes associated with commercial garbage collection, trash collection, and street sweeping. |  | |||
| Procure high-capacity public garbage receptacles in the Downtown Peninsula to streamline grounds custodian operations and reduce staffing requirements. | | August 2019 | ||
| Expand regular route studies to include commercial garbage, trash collection, and street sweeping. | | |||
| Expand the use of technology to commercial garbage and trash collection vehicles and provide training on equipment use. | | May 2021 | ||
| Prioritize acquisition of automated garbage vehicles for the Garbage Collection division. | | July 2021 | ||
| Reduce residential garbage collection crews to one driver and one collector. | | July 2021 | Dependent upon ASL adoption (see above). | |
| Utilize knuckleboom loaders for trash collection operations. | | February 2022 | ||
| Align solid waste collection practices with City codes. | | January 2021 | ||
| Evaluate the development of a fee-based funding model for trash and garbage collection services. | | June 2020 | ||
| Reduce the vacancy and turnover rate in Environmental Services. | | #% by December 2020 | Evaluate Quarterly | |
| Track overtime usage by category and develop an incentive pay policy. | | ON HOLD | January 2021 | Need digital payroll in place. |
| Issue an RFP for commercial garbage services. | | ON HOLD | ||
Fleet Management | ||||
| Recommendation | Priority | Status | Expected/Actual Completion | Notes |
|---|---|---|---|---|
| Establish a dedicated Heavy Equipment Mechanic crew. | | Positions advertised since Q1 2019. Developing alternate strategies. | ||
| Synchronize schedules between Environmental Services and Fleet staff. | | |||
| Align mechanic certifications and training with overall fleet composition. | | |||
| Improve utilization of the Collective Fleet Management System. | | Not Started | ||
| Develop wrench time and shop productivity targets. | | Not Started | Depends on improved utilization of Collective Fleet. | |
| Develop monthly fleet and fuel management reports for departments. | | |||
| Utilize Collective Fleet to project fleet replacement needs. | | Not Started | Depends on improved utilization of Collective Fleet. | |
| Establish a Fleet Utilization target. | | Not Started | ||
| Create a Fleet Advisory Committee. | | |||
| Begin conducting an annual customer satisfaction survey. | | Not Started | Q1 2020 | |
| Issue an RFP for outsourcing preventive vehicle maintenance on light duty vehicles (passenger cars and trucks). | | Not Started | Q1 2020 | |
| Establish a vehicle replacement fund to support regular capital expenditures for replacing fleet inventory. | | Not Started |
Management and Performance | ||||
| Recommendation | Priority | Status | Expected/Actual Completion | Notes |
|---|---|---|---|---|
| Cultivate a performance management system in Public Service, led by the Director of Public Service. | | Not Started | ||
| Reassign Fleet Management to the Public Service Operations division. | | Q1 2019 |