T O W N O F M IL T O N

Salient changes in the DPW Organization:• Re-unify the previously divided labor force under a single OperationsDirector,• Solidify the Administrative / Engineering staff to meet the increase inmandated missions of the Town with regard to water, sewer, stormwater,roadway infrastructure, as well as planning for solid waste and procurementof goods and services for the Town,• Establish a clear definition of work groups based on areas of expertiseand task accomplishment. Establish a protocol that each task/work groupis staffed with the minimum number of personnel to safely and efficientlyaccomplish their assignments,• Establish a clear hierarchy in the chain of command of each work groupby having one Foreman in charge of each task/work group. All Foremenanswer to one General Foreman, who answers to one Operations Director,The reorganization resulted in the following changes:• Reclassification of the Level 10 position of Manager of Street / TrafficLights, and Maintenance to a Level 8 position of Manager of Street /Traffic Lights, and special projects.° Two operational supervisors, each directing the work of half of thework force was inefficient, in that the work force is not large enoughto warrant two supervisors and the coordination of staff assignmentsbetween the two groups often conflicted. A single operations directorwas created, which resulted in re-unifying the workforce, enhancingcross-training opportunity, improved efficiency andaccountability, and enhanced flexibility to adjust assignments duringemergencies and periods of heavy workload.° The (former) second supervisor’s position was converted to managerof Alarms, Traffic and Street Lighting and Special Projects. Thischange allowed the specialized and technical expertise of the formersupervisor to be utilized in his professional field as a master electrician.The change also allowed that same person to continue to utilizehis organizational and management skills on special projects, whichare a constant occurrence in the DPW. Previously, as special projectsarose, they would compromise the work load and schedule of theassignments of other staff persons. The new position minimizes thatwork interruption, and greatly improves the efficiencies of the rest ofthe staff.138