Public Works Director

Public Works Director

Leadership and Organizational Lean Waste Process Improvements Performance Accountability Standards

"I would recommend Vernice Haddix with great enthusiasm. Vernice is intelligent, honest, and hard-working. Mr. Haddix is a problem solver who demonstrates a "can do" and "shall do" attitude. He approaches all creative challenges with total confidence, and he always gets the job done" (Gary Wolfstone, Beacon Hill Lawyer).

SUMMARY

A performance-based transformational servant leader with versatile rural city and county administrative and operational experience within public works and public service industries. Set direction for strategic planning to exceed the organization's goals in various economic climates to reduce expenditures. Forward-thinking innovator and experienced collaborative negotiator with an unrelenting commitment to organizational sustainability, viability, and operational efficiency. Diverse experience leading large and small governmental organizations with infrastructure responsibilities for water distribution, wastewater collection, stormwater distribution, streets, sidewalks, traffic, bridges, integrated waste management, fleet management, buildings and grounds, parks, and facility maintenance management. Inspired emergency response maintenance team by providing incident command leadership. Measurable contributions of turning around organizations that had been consistently underperforming. Worked vertically and horizontally with employees across all levels and with internal stakeholders, elected officials, community groups/stakeholders, and business partners.

HIGHLIGHTS of ACCOMPLISHMENTS

Set direction for conscious, cost/benefits research for rational decision–making, resulting in 30% overall budget reduction. Directed creation and implementation of a cash handling system, resulting in 100% capture and reporting of gate receipts. Sponsored lean process improvement, resulting in 70% waste reduction in 1st year. Inspired staff to initiate a pavement management system, resulting in 80 % improvement in pavement index. Set directions for an inventory control management system, resulting in a 70 % reduction in maintenance expenditures. Seized opportunities to champion CMMS, resulting in 100% control of operational maintenance and infrastructure assets.

AREAS of EXPERTISE

Accounting, Appreciative Inquiry, Budget Dev & Administration, Building Maintenance, Business Administration, Communications, Community Relations, Computer Maintenance Management Systems,

Continuation of Ops Planning, Contracted Services, Customer Service, Employee Development, Engineering Services, Facilities Management, Fleet Management, Functional Team Building, Grant Management, Incident Command,

Integrated Waste Management, Inventory Management, Landfill Management,

Leadership & Organizational Change, Lean Waste Management, Operational Management, Park Management, Pavement Management Systems, Performance Management, Process & Services Improvement, Project & Construction

Management, Public Administration, Regulatory Compliance, Resource Management, Roads and Bridges Management,

Snow and Ice Removal, Stormwater Management, Strategic Master Planning, Sustainability Transit Management, Transportation Planning, Water Collection Systems, Optimize Value, Improve Operational Efficiencies

HADDIX CONSULTING, Valley Springs, CA

DIRECTOR: LEADERSHIP AND ORGANIZATIONAL CHANGE 2011 TO PRESENT Key Responsibilities: Provide contracted consulting services such as interim senior leadership, leadership coaching, staffing analysis, organizational change enabling organizations to control operational inefficiencies, spending reductions, efficient work delivery, and improving internal and external customer service. Improve efficiencies by ensuring adherence to policies and operational procedure manuals, operational planning, setting up employee performance standards, conducting annual performance evaluations, implementing yearly maintenance schedules, conducting functional team training, and leadership training for staff.

Value: Improved employee job performance and behavior, 81%. Value: Increase communication 83% and knowledge of services 62%. I have conducted dysfunctional team training.

Value: Increased team communication and working relationships by 94%.

CITY OF ATWATER, Atwater, CA

DIRECTOR: PUBLIC WORKS: June 2019 to April 2020 The Public Works Department consists of seven (7) Divisions. The divisions are Water, Streets, Sewers, Storm Drains, Sanitation, Equipment Maintenance, and Wastewater Treatment. Staffed by 25 Full-Time and Part-Time Administrative and Maintenance Workers, Budget: $21M Revenue to $17M Expenses Key Responsibilities: Provide leadership in the planning, organizing, managing, monitoring, measuring, and evaluating the performance of the City's Public Works operations, functions, and services. Provides supervision, training, and work evaluations for department staff. Reviews department operations and develops and implements organizational changes to maintain service goals and objectives. Evaluate needs and develops plans for long-range maintenance and upkeep of City Public Works facilities. Provides supervision, training, and work evaluations for assigned technical, professional, paraprofessional, and office support staff. Accepts and approves private contractor construction work performed per City contracts. Performs a variety of highly complex professional work. Gathers information and develops studies, reports, and recommendations related to Public Works operations and services.

Set directions for the department budget development and make presentations justifying expenditure levels. Monitors ongoing budget expenditures and initiates transfers as needed. Interprets and applies City policies, procedures, rules, and regulations for department staff. Investigates and follows up on complaints and concerns regarding Public Works operations and services. Has overall responsibility for the proper servicing and maintenance of City vehicles and equipment. Works with other City management to develop fees for enterprise services. Oversees the development of department activity reports and reports required by other government agencies. Develops and implements processes to set goals and objectives for various services and functions. Provides advice and support for department staff. Provides a variety of consultations to City management, staff, and the City Council. Represents the City and the department with citizens, community, organizations, and other government agencies. Attends night and weekend meetings.

• Organizational Development:

o Inspired implementation of lean waste elimination process training for the City of Atwater.

Value: Reduced spending on maintenance supplies by 60%.

Value: Increased readiness and response time by 80%, reduced spills that reached waterways 75%, and helped in a 100 % timely reporting to the regulatory agency.

• Performance Management:

o Set directions for conducting dysfunctional team training.

Value: Increased team communication and working relationships by 75%, increased work produced by 60%, and decreased customer complaints by 80%. o Inspired managers to implement a CMMS for work orders and lean inventory controls.

Value: Increased work order completion 98%, decreased oldest storeroom products 70%, improved staff scheduling 80%, increased preventative maintenance 65%, reduced emergency call out 30%, reduced stockpiles of materials 80%, reduced inventory by 60% of earlier, and decrease spending 85%.

o Increased use of Pavement Management Systems.

Value: Improved accuracy of capital budgeting 40%

• Employee Development:

o Conducted leadership training.

Value: Increase communication 60% and knowledge of services 85%. o Developed a succession plan.

Value: Weighed heavily in the choice of maintenance superintendent.

CITY OF SUISUN CITY, Suisun City, CA

SUPERINTENDENT: MAINTENANCE AND OPERATIONS January 2017 to November 2017 Staff of 10 Full-Time Maintenance Workers, Budget: $558K Key Responsibilities: Plan, direct, coordinate, and review the Public Works Maintenance staff; assigns work activities, projects, and programs; reviews and evaluates work products, methods, and procedures; meets with the team to identify and resolve problems. Selects, trains, motivates and evaluates assigned maintenance personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures. Oversees and participates in the development and administration of the Division's budgets; participates in the forecast of funds needed for staffing, equipment, materials, and supplies; monitors and approves expenditures; codes all invoices for payment from budget accounts; implements adjustments. Serves as the liaison for the Public Works Department's Maintenance Division with other divisions, departments, and outside agencies; negotiates and resolves sensitive and controversial issues. Provides responsible staff assistance to the Public Works & Building Director City Engineer; conducts various organizational studies, investigations, and operational studies; recommends modifications to Public Works Maintenance programs, policies, and procedures. Maintenance of city streets, traffic/signal systems, sidewalks, storm drains, buildings, wastewater collection systems, and facilities; coordinates landscaping and irrigation maintenance for public areas. Ensure that landscaping services provided under contract with the City are appropriately performed.

• Organizational Development:

o Conducted lean waste elimination process training for the City of Yreka.

Value: Reduced spending on maintenance supplies by 41%.

Value: Increased readiness and response time by 74%, reduced spills that reached waterways 100%, and helped in 100 % timely reporting to the regulatory agency.

• Performance Management:

o Conducted dysfunctional team training.

Value: Increased team communication and working relationships by 82%, increased work product by 51%, and decreased customer complaints by 95%. o Implemented a CMMS for work orders and lean inventory controls.

Value: Increased work order completion 98%, decreased oldest storeroom products 48%, improved staff scheduling 68%, increased preventative maintenance 45%, reduced emergency call-outs 37%, reduced stockpiles of materials 90%, reduced inventory by 58% of earlier, and decrease spending 60%.

o Increased use of Pavement Management Systems.

Value: Improved accuracy of capital budgeting by 74% and improved road segment choice by 80%.

• Employee Development:

o Conducted leadership training.

Value: Increase communication by 45% and knowledge of services by 63%. o Developed a succession plan.

Value: Weighed heavily in the choice of maintenance superintendent.

CITY OF YREKA, Yreka, CA

MANAGER: MAINTENANCE AND OPERATIONS 2010 to 2011 Staff 16 Full-Time Employees: 1 Administrative Assistant, 1 Water Analyst, 14 Maintenance Workers, Budget: $638K Key Responsibilities: I provided strategic planning, supervision, emergency response and incident command leadership, budgetary management and oversight, intergovernmental representation, and direction for the Public Works Maintenance Division. The Division included water distribution, stormwater collection, sewer collection, streets and traffic management, streetlights, dam maintenance, open space management, public area maintenance, parks management, cemetery maintenance, snow and ice control, and facility maintenance management of city-owned properties.

• Organizational Development:

o Conducted lean waste elimination process training for the City of Yreka.

Value: Reduced spending on maintenance supplies by 73%.

Value: Increased readiness and response time by 83%, reduced spills that reached waterways 98%, and facilitated a 100 % timely reporting to the regulatory agency.

• Performance Management:

o Conducted dysfunctional team training.

Value: Increased team communication and working relationships 94% increased work product 81% and decreased customer complaints 72%. o Implemented a CMMS for work orders and lean inventory controls.

Value: Increased work order completion 91%, decreased oldest storeroom products 94%, improved staff scheduling 87%, increased preventative maintenance 77%, reduced emergency call out 84%, reduced stockpiles of materials 96%, lowered inventory by 60% of previous, and decrease spending 80%.

o Increased use of Pavement Management Systems.

Value: Improved accuracy of capital budgeting by 69% and improved road segment selection by 60%.

• Employee Development:

o Conducted leadership training.

Value: Increase communication by 82% and knowledge of services by 64%. o Developed a succession plan.

Value: Weighed heavily in the choice of maintenance manager.

CALAVERAS COUNTY, San Andreas, CA

PUBLIC WORKS DEPUTY DIRECTOR: OPERATIONS & MAINTENANCE 2007 to 2009 A staff of 134 Full-Time and Seasonal Employees: 1 Administrative Assistant, 1 Fleet Manager, 6 Heavy Equipment Mechanics, 1 Transmission Tech, 2 Auto Mechanics 1 Road Superintendent, 40 Maintenance Workers, 55 Seasonal Winter and Summer Maintenance Workers, 3 Landfill Supervisors, 18 Landfill Operators, 3 Scale House Attendants, 1 Recycling Manager, 2 Recycling Coordinators, Hazardous Waste Coordinator. Operating Budget: $20M + Capital Budget $8M Key Responsibilities: Set directions for planning, organizing, coordinating, supervising, and evaluating programs, policies, services, staffing, equipment, and infrastructure of the Public Works Department. Issue written and oral instructions. Maintains regular and effective communications with departmental employees, contracted consultants, and vendors. Assign duties and review employee performance for conformance to established work performance standards and policies and procedures. Studies and standardizes department policies and procedures to inspire staff to improve the efficiency and effectiveness of operations. Directed the Public Works Department's activities consistent with policies and procedures and applicable State and Federal regulations. Evaluates public works needs and formulate short and long-range plans in all areas of responsibility including wastewater, environmental issues, operations, and permits processing, stormwater collection, drainage, road, bridges, snow and ice procedures, traffic management, fleet services, transit services, landfill operations, integrated waste management, and facilities management.

• Organizational Development:

o Ensure compliance with Federal, State, and Local regulatory agencies.

Value: Reduced water resource penalties and monetary fines assessment by 98%. o Liaison with State Representatives and other agencies.

Value: Increased road and transportation grant funding by 87%. o Partner with management executives to create a new mission, vision, goals, departmental values, and long and short-term strategies to move the unit forward.

Value: Increased employee awareness of the organization's purpose, increased productivity by 81% and achieved operational, strategic plan two years ahead of schedule.

• Performance Management:

o Implemented new employee expectations and performance standards.

Value: Increase employee performance by 72% and decrease employee discipline by 97%.

o Implemented inventory control and CMMS preventative maintenance program for infrastructure, vehicles, and equipment.

Value: Increase vehicle and equipment availability 71%, increased employee product 83%, and decreased customer complaints 48%.

o Spearheaded the effort to reduce waste in all road and bridge maintenance, landfill management, fleet management, and transit management by implementing lean waste elimination process improvements.

Value: Decrease in parts and supply purchases, saving more than $80K over two years. o Created cash handling policy and procedures for landfill scale/gatehouse staff.

Value: Increased accuracy and reporting of scale/gatehouse cash transactions by 100%

• Employee Development:

o Instituted supervisor training.

Value: Supervisory training in conducting performance reviews, setting and managing performance expectations, providing specific progressive discipline reduced employee turnover by 84%.

o Initiated CDL driver training.

Value: Maintenance workers and mechanics could use all County vehicles and equipment.

UNIVERSITY OF CALIFORNIA, Berkeley, CA

MANAGER: TRANSIT & CHARTER SERVICES 2002 to 2007 Staff of 32 Full-Time Employees: 1 Administrative Analyst, 1 Transportation Analyst, 2 Senior Analysts, 3 Administrative Supervisors, 1 Fleet Manager, 2 Diesel Mechanics, 22 Bus Drivers, Budget: $1.5M Key Responsibilities: The Transit & Charter Manager is primarily responsible for all transactional, service, and compliance activities for Transit and Charter Services workgroups and programs. I set up policies and procedures for accomplishing operational activities while supporting the organization's plans and applicable laws and regulations.

While in this position, I gave strategic planning, supervision, emergency response and incident command leadership, budgetary administration and oversight, community representation, and direction for the Transit and Charter Bus Division operations. Parking and Transportation Department consisting of campus transit, shuttle bus services, contracted charter bus services, fleet services, and building safety management.

Organizational Development:

o Created a business continuity plan.

Value: Increased department staff knowledge of recovery stores and workers' responsibilities after a disaster.

o Implemented accurate financial controls to reduce unnecessary spending

Value: Decreased division budget by 40%.

o Established policies and procedures.

Value: Increased employee compliance by 80%.

o Found marketing opportunities to drive awareness of transportation services.

Value: Increased ridership by 47%.

o Negotiated vehicle contracts with AC Transit for transit buses and maintenance service.

Value: Savings of $150K in maintenance cost and $160K in salary saving.

• Performance Management:

o Worked collaboratively with AC Transit to develop driver's education classes.

Value: Reduce driver-caused accidents 85%, reduce pedestrian bus accidents by 100% in the first year, and develop accountability practices to increase productivity by 65%.

PORT OF SEATTLE, Seattle, WA (1969 - 2002)

BUILDING INSPECTOR / PLANS REVIEWER – (2001 to 2002) Reviewed construction documents and plans for compliance with Washington State Building Codes.

• Organizational Development:

Value: Increased compliance 100%.

HUMAN RESOURCES CONSULTANT – (2000 to 2001)

• Employee Development:

o Facilitate discussions between employees and managers to improve employee performance through performance improvement planning and expectation setting.

Value: Reduced employee terminations by 68%.

MANAGER: GROUND TRANSPORTATION Line of Business – (1998 to 2000) (Promotional) Staff of 48 Full-Time and Seasonal Employees: 1 Assistant Manager, 1 Administrative Supervisor, 6 Administrative Assistants, 3 Ground Transportation Supervisors, 3 Lead Ground Transportation Coordinators, 20 Ground Transportation Controllers, 1 Cruise Ship Coordinator, 10 Seasonal Coordinators, 1 Construction Manager, 1 Planning Manager, 1 Permit Coordinator. Budget: $2.8M Key Responsibilities: Managed the construction, maintenance, and operations of the Airport's infrastructure consisting of above groundwater storage facility, water distribution system, surface water collection system, transportation facilities, landscaping, warehouses, 44 single lane miles surface streets, the airport freeway system, road signage, commercial vehicle loading and unloading areas, three customer service information booths, 12 electronic information kiosk, roadway, and terminal lights.

• Organizational Development: Multifaceted role included planning and directing the construction of capacity improvements and ensuring landside security. Additionally, monitoring the safety of customers entering and leaving the Airport, creating emergency plans, managing emergency responses, providing incident command leadership, managing landscape contracts, and overseeing development projects. Oversaw hiring and staff training, created short and long-term Ground Transportation programs, produced financial reports, managed conflicts, and ensured commercial vehicle operating agreements compliance.

ASSISTANT MANAGER: LANDSIDE OPERATIONS Line of Business – (1993 to 1998) (Promotional) Staff of 118 Full-Time and Seasonal Employees: 3 Administrative Supervisor, 9 Administrative Assistants, 3 Ground Transportation Supervisors, 3 Lead Ground Transportation Coordinators, 20 Ground Transportation Controllers, 5 Parking Supervisors, 25 Cashiers, 1 Financial Analyst, 15 Bus Drivers, 20 Maintenance Workers, 1 Cruise Ship Coordinator, 10 Seasonal Coordinators, 1 Construction Manager, 1 Planning Manager, 1 Permit Coordinator. Operating Budget: $3M Key Responsibilities: Directed Landside Teams made up of Employee Parking/Permit and Shuttle Service, Public Parking/Revenue Control, Ground Transportation/Revenue Control, Roadway Maintenance, Landscape Maintenance, Way-Finding Signage, Maintenance of Airfield Security Fencing. Managed many service agreements with police and fire departments, building and property maintenance, information systems, planning department, and

Media relations organizations. Led emergency response and gave incident command leadership. Directed public and employee parking lots, facilities, and staff shuttle bus services.

OPERATIONS SUPERVISOR – (1992 to 1993)

Staff: 10 to 12 Professionals

• Organizational Development:

o Created construction safety at the airport guide.

Value: Increased engineer's knowledge of airport demand by 100%.

• Performance Management:

o Created Construction at Airport's manual.

o Co-developed a way-finding system for aircraft operations in the ground movement area.

Value: increased aircraft ground movement safety 100% during low to no visibility. Earlier Positions: Operations Coordinator (1990 to 1992) and Paint Foreperson (1984 to 1990) (Promotional). Vernice L. Haddix 206-***-**** Page 8 of 8

SUMMARY OF EDUCATION

Walden University – Minneapolis, MN 2006---2022

Doctor of Philosophy: Management – Leadership and Organizational Change - (2022) Master of Philosophy: Management – Leadership and Organizational Change - (2021) Embry-Riddle Aeronautical University – Daytona Beach, FL 1993 --- 2004 Master of Aeronautical Science: Management – (2004) Bachelor of Science, Professional Aeronautics: Business Administration – (2000)

ADDITIONAL INFORMATION

Computer Skills:

MS Windows Suite (Word, Excel, PowerPoint, Access, PowerPoint, Project Management) • CMMS systems (StreetSaver and eMaint) • Accounting System (Spring Brook) Accounting for Non-Financial Managers

Training:

American Management Association Management Program • Appreciative Inquiry • Blueprint Reading/Cost Estimating • Building Code Enforcement • Building Inspections • CMMS/eMaint • Collaborative Negotiations • Communicating with the Media • Continuation Planning • Data Analysis • Disaster Planning • Dysfunctional Leadership • Functional Team Building • Ground School • Flight School • Human Resources and the Law • Incident Command • Industrial Organization Psychology • Labor Relations • Leadership and Organizational Change • Lean Waste Process Improvements • Managing Difficult People • Managing Diverse Work Groups • Managing Your Project Managers • Motivation and Leadership • Organizational Leadership • Performance Planning and Appraisals • Plan Review • Playground Inspections • Project Management • Rational Problem Solving and Decision Making • Six Sigma for Managers • Strategic Planning • Street Saver • Work Motivation in Organizational Behavior AI Practitioners

Affiliations:

Airport and Airlines Executives (Presenter) • Airport Consultant Council

• Airport Ground Transportation Association (Presenter) • American City and County • American Management Association • American Public Works Association • Diversity Inc • International Association of Lean Practitioners • International Parking Institute • National Management Association • National Parking Association • National Recreation & Park Association • Positive Psychology • Society For Human Resource Management

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