Page 158 - CSD - PUD 02 28 19

them up to speed, educated, working on the capital projects, and working on the financial
aspect - trying to move our organization into a new and effective municipal organization.

3. How many employees do you supervise? Who do you report to?

Supervise 120 employees. Direct reports are about 5. Report to the Board - a five member
Board of Appointed Officials. Quarterly meeting meet with the EPA and other government
bodies. I interface with the Mayor because we are in the City and we dig up their roads.
95% of our area is within the City. We do take some sewage storm water from Niagara
County - but they have their own systems.
4. Please describe your experience in public sector executive management and leadership.

I've been working in executive management for the last 30 years. Starting back in 1990 I was the
executive engineer for the Erie County Water Authority - we had about 2oo pepole there. I have
been in an executive role since then. I have had the opportunity to participate in a couple
leadership programs including the AWWA program in North Carolina - it was an intense two weeks
of training about motvating, leading, how do you get the organization to work together and pull
together. My leadership has been supported first by the AWWA. Ihave also gone to the Cleveland
State University Program.

5. This position requires staff to work between multiple divisions of the Department and multiple
City departments. How would you enable your organization to deliver an increasingly cohesive
customer experience internally, including clarity, timeliness, and responsiveness?

That's all communication - I can give an example of working with the City of Niagara Falls
engineering department. Keep the communications open, meet at the coffee shop, have projects
that are mutually beneficial, keep talking. We had IDDIQ - indefinite delivery, indefinite quantity -
these were contracts we had billed out for contractors that have equipment that we can't afford -
we have the contractor when we are digging in the streets, we are dealing with the City - they
understand how to put their road back together and we work together. We work with the Fire
Department so that they are familiar with it and we can share our facilities - like our GIS map. We
allow them to have it and we give them information about the hydrants. In the case of the police,
we keep our communication doors open. What it boils down to, is we share communication, and
we keep the communication happening. And coffee and donuts is probably the best way to do
that.

6. Please describe a situation in which you had influence on increasing the effectiveness of
a team of people or a department. What measures did you take to contribute to
employee motivation and staff development?

The biggest thing, the work management system. We have work management system that is
LUCIDY - when I got here it was not being used, it wasn't happening. There was a lot of animosity
towards it. I started talking to the guy who was in charge of the work management system. One
was for the water - one was for the wastewater. We made one guy in charge of both. We picked
the right guy. He could see the usefulness of it - how best to use it - to track the assets, to give
them the right tools, to train them, we brought in vendors to walk them through how to pull
things apart and put things together. We connected the work management system to the website
of each one of the vendors. We changed the attitude of what the work management system was