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2015-2016 OFFICERS/DIRECTORS
PRESIDENT
Matthew F. Villareale
Assistant Director of Public Works
Prince William County, Virginia
PRESIDENT ELECT
Dawn V. Odom
Planning and Investment Manager
Virginia Department of Transportation
Suffolk, Virginia
PAST PRESIDENT
Judith L. Hines
Assistant Director of Public Works
City of Newport News, Virginia
VICE PRESIDENT
Kenneth M. Eyre, P.E
Senior Associate
Greeley and Hansen, LLC
Alexandria, Virginia
SECRETARY
Steven J. Yob, P.E.
County Eng/Director PW
Henrico County, Virginia
TREASURER
Fred Whitley, P.E.
Senior Project Manager
AECOM
Newport News, Virginia
DIRECTORS
Robert K. Bengtson, P.E.
Director of Public Works
City of Roanoke, Virginia
David Bradshaw
Principal
Clark Nexsen
Virginia Beach, Virginia
Harold R. Caples, P.E.
Engineering Manager
Virginia Department of Transportation
Richmond, Virginia
Donald J. Cole
Office Leader
Brown and Caldwell
Virginia Beach, Virginia
Sherry B. Earley, P.E.
Engineering Manager
City of Suffolk, Virginia
Shonté Eldridge, PMP
Chief, Special Projects
Department of Public Works
City of Baltimore, Maryland
Gaynelle L. Hart
Director of Public Works
City of Lynchburg, Virginia
Phillip J. Koetter, P.E.
Operations Management Administrator
Department of Public Works
City of Virginia Beach, Virginia
Joe Kroboth, III, P.E., L.S., PWLF
Director, Transp. and Cap. Infrastructure
Loudoun County, Virginia
Kelly Mattingly, LEED-AP, CRM
Director of Public Works
Town of Blacksburg, Virginia
David W. Plum, P.E.
Senior Manager, Municipal Engineering
Rummel, Klepper & Kahl, LLP
Virginia Beach, Virginia
DELEGATE
Judith L. Hines
Assistant Director of Public Works
City of Newport News, Virginia
HISTORIAN
Sharyn L. Fox
Municipal Program Manager
Whitman Requardt and Associates, LLP
Newport News, Virginia
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President's Corner
We have had an extremely eventful summer for the APWA Mid-Atlantic Chapter. The Chapter held a Stormwater Lunch and Learn event in Lynchburg, VA with over 70 attendees; plan to join us Oct. 1st for the Next Generation Technologies in Public Works workshop, Yorktown, VA, at the Riverwalk Restaurant. Many Chapter members attended the national APWA Conference and the Chapter's dinner in Phoenix. While at the conference the Mid-Atlantic Chapter received its 10th Presidential Award for Chapter Excellence. As the final feather in our cap, we completed our plans for the first Mid-Atlantic Public Works Institute (PWI), which is supported by the Chapter and Virginia Tech. The first PWI session begins September 22nd in Blacksburg, VA.
In August the Chapter Board of Directors also approved a new Strategic Plan. The final approval of the Strategic Plan is a significant achievement. The Strategic Plan will guide the direction of the Chapter over the life of the plan. The plan has three goals that the Chapter will strive to achieve. Goal 1. Young Professionals. Target public works professionals early in their career to enhance the profession and develop their knowledge/skills. The Chapter is in the early stages of creating a Young Professionals Group. We plan on reaching out to local colleges and universities to raise awareness with students about the public works profession. Programs and events geared towards the development of young professionals will be held. Furthermore, we look for our experienced membership to invite the young professionals from their organizations to participate with APWA. Goal 2. Membership Outreach and Engagement. Sustain and broaden Chapter membership. The Chapter strives to articulate the benefits of membership and in particular membership with the Mid-Atlantic Chapter. In order to sustain the Chapter we must continually work to increase and diversify our membership. A key strategy is the creation of new membership incentives. One of these incentives will be a free one year membership to non-members that attend the annual Chapter conference. We will also complete an analysis to determine which municipal agencies are not represented in the Chapter and extend an invitation to join. Goal 3. Education. Target Successful educational program formats, provide a diverse offering of topics. We have been working hard on achieving this goal. The Mid-Atlantic Public Works Institute is a major effort to provide leadership education to our membership. We also will host lunch and learn events throughout the geographical region of the Chapter. These venues will be opportunities to learn and network with fellow public works professionals. Finally, we hope to utilize our technical committees to conduct at least one annual educational event. I am proud to say that the Chapter is making great strides in meeting the goals of the strategic plan. The actions help us to further serve our membership and provide them with tools to serve their community.
Matt Villareale
Chapter President
APWA Mid-Atlantic Chapter
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Judi Hines Named Rotarian of the Year
Karen Self, Management Analyst
Newport News, Virginia
 Recently, the Rotary Club of City Center in Newport News, Virginia, announced APWA Mid-Atlantic Chapter's Past President, Judi Hines as Rotarian of the Year for 2014-2015. Judi demonstrated "Service Above Self" in all of her commitments as a club member. She has done an outstanding job as the Rotary's Treasurer for four years. In addition, she has taken the initiative to be the "money person" for the Club's annual Bacon, Beer & Bourbon Bash for the past two years. This charitable event supports The Rotary Foundation and a variety of local charities. Judi's love and devotion to helping others made her an obvious candidate for this prestigious award.
Rotarian of the Year award is an annual award designated for a Rotarian in the Rotary Club who clearly stands out in demonstrating "Service Above Self." A nominee should be an outstanding club member who has made significant contributions to the mission and operation of the club, and to one or more avenues of Community or International Service. The Rotarian of the Year award may be given to a member who exhibits "Service Above Self" in her daily activities and who promotes Rotary by her actions and involvements. This may be accomplished through one major activity in club service, in multiple activities, or by serving on several committees. This person should be highly visible in the weekly activities of the club.
Congratulations Judi!
For more information, visit the Rotary's FaceBook page.
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 Virginia Tech University and the
Mid-Atlantic Chapter Public Works Institute (M-PWI)
It's back to school again!
As previously reported, the Chapter is launching the inaugural Public Works Institute, a cooperative collaboration with Virginia Tech's Office of Continued Professional Education (CPE). The inaugural session (total of three days) is being held in Blacksburg, VA. We thank the following Public works agencies committing staff to attend the M-PWI:
- City of Norfolk DPW
 - City of Newport News DPW
- City of Virginia Beach DPW
- City of Hampton
- City of Fredericksburg DPW
- City of Petersburg DPW
- City of Lynchburg DPW
- City of Salem
- Town of Blacksburg
- Town of Christiansburg
- Town of Smithfield
Volunteer M-PWI instructors from the Chapter leadership include:
Scott Smith, PE, City of Norfolk DPW and M-PWI Steering Committee Chair; Pete Garner, PE, City of Norfolk DPW; Doug Fawcett, City of Fredericksburg; DPW Phil Koetter, PE, City of Virginia Beach DPW and Chapter Board of Directors; Buz Rhees, City of Virginia Beach DPW; Debra Ware, Virginia Commonwealth University; Eddie Crockett, City of Newport News DPW; Lewis Yancey, City of Richmond DPW; Wendy Younk, Fairfax County DPW&ES; Sonny Poteat, Fairfax County DPW&ES; Ken Eyre, PE, Greeley and Hansen and Chapter Vice-President.
Special thanks to Kelly Mattingly, Town of Blacksburg DPW Director (and M-PWI Steering Committee member) as he and his staff are hosting the first night reception for the M-PWI students, instructors and Steering Committee members. Other M-PWI Steering Committee members who have helped with the concept development, planning, curriculum selection include:
Judi Hines, Immediate Chapter Past-President and City of Newport News Asst. DPW Director; David Jarrell, PE, City of Annapolis DPW Director; Tim Berkhimer, PE, VDOT; James Jackson; Ricky Bourne, Town of Christiansburg DPW Director.
To learn more about the Chapter's Public Works Institute (M-PWI), Click Here
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Chapter to celebrate 60th Anniversary in 2016!
In 2016 the Mid-Atlantic Chapter will celebrate our 60th Anniversary. Starting from humble beginnings, with the September 8, 1956 organizational meeting held in Richmond, VA, representatives from Washington DC and Virginia convened to formalize the Chapter. On April 2, 1958, APWA approved the addition of Maryland to our Chapter membership. In 2012 West Virginia joined our ranks, and the name was changed to the Mid-Atlantic Chapter. In 2016, the Chapter will be hosting our 58th annual public works conference and expo (in Roanoke),
 continuing the educational tradition since the 1956 organizing meeting, for all but two years of our existence!
For upcoming newsletters, we want each member and agency to share with us your most memorable Chapter moment, serious or funny. If you have photographs and dates to help tell your story, we want to hear from you! If you have other ideas and want to lead a related initiative, please contact one of your Chapter leaders.
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Chapter's 2016 Roanoke Conference Planning Underway!
Dawn Odom, President-Elect
The 2016 Conference Committee is busy planning for the 58th Conference & Equipment Show, May 4-6, 2016 at the Hotel Roanoke and Conference Center in Roanoke, VA. Development of the technical program is underway and the committee held a kickoff meeting in August to firm up logistics.
The conference theme is "Public Works Gets Things Done" and will showcase how public works agencies consistently operate and maintain infrastructure with limited financial resources, how public works professionals provide continuous service in all weather conditions and how public works leaders successfully navigate changes in state and federal policies. This theme recognizes the agencies and their employees for service that never sleeps and is a fitting compliment to the Chapter's 60th anniversary. The Mid-Atlantic Chapter turns 60 years old in 2016 and organizers plan to incorporate a fitting tribute at the conference social event to be held at the Virginia Museum of Transportation.
Please mark your calendar now for the 58th Conference & Equipment Show. This  regional conference will bring together public works professionals from the District of Columbia, Maryland, Virginia and West Virginia to meet for educational seminars and exchange ideas, information and insights. The conference program will include the annual ROAD-e-o and golf tournament and organizers hope to offer even more opportunities for attendee involvement. Look for sponsorship opportunities, logistics and registration information soon.
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APWA National PD Calendar
| Sept. 17, 2015 | Free Online Webinar | | Liquids Work in Winter - The Proven Technology | Oct. 22, 2015 | Free Online Webinar | |
| Nov. 12, 2015 | Free Online Webinar | | Investing in the Future: Succession Planning | Dec. 10, 2015 | Free Online Webinar | | Measuring the Total Value of Your Public Works Investment | Jan. 21, 2016 | Free Online Webinar | |
FUTURE EVENTS
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FUTURE EVENTS
| 2016 North American Snow Conference
| May 22-25, 2016, Hartford, CT
APWA National Event
| PWX 2016
| Aug. 28-31, 2016,
Minneapolis, MN
| PWX 2017
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Aug. 27-30, 2017
Orlando, FL
| PWX 2018
| Aug. 260-29, 2018
Kansas City, MO
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| *All CLL webinars are free to current APWA members
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Be Counted!!
Is your membership information up to date? Please update your
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Lynchburg Stormwater BMP Maintenance
Lunch-n-Learn
 Gaynelle Hart, Lynchburg DPW Director and her staff, along with the City's Water Resources, hosted the stormwater BMP Maintenance Lunch-n-Learn. Close to 80 people attended, including guest speakers, attendees and sponsors. Ken Eyre, Chapter Vice-President provided an overview of the MS4 requirements and also introduced examples of pollution prevention and good housekeeping for municipal operations and practices. Jesse Maines, Compliance Manager with the City of Alexandria Transportation and Environmental Services discussed at length the City's experiences with pre-construction and post-construction measures, weaving in recent regulatory audit and inspection "lessons learned". Khalil Wood assisted Jesse with the City'spresentation sharing his role with the City's MS4 permit practices, reporting, record keeping requirements and assessments. David Hirschman, Program Director with the Center for Watershed Protection, presented examples associated with illicit discharge and detection, along withstressing the need for related water quality monitoring.
 Contech Engineered Solutions sponsored the stormwater BMP-maintenance tour where their staff provided maintenance demonstration at two Lynchburg College bio retention installations. The group was then transported to the City Stadium bio-retention rain garden installation where City DPW Asst. DPW Director Clay Williams provided a summary of maintenance practices. Again, special thanks to Contech and Glen Payton for providing the BMP maintenance tour and transportation. Other event sponsors included ADS and Greeley and Hansen.
Chapter President Matt Villareale provided an overview of APWA's agency accreditation process, and offered insights regarding Prince William County's certification and recognition as an APWA-accredited agency. Thanks to everyone who made the Lynchburg Lunch-n-Learn event an overwhelming success. A similar event is being planned for the Hampton Roads area.
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Hurricane Chessie: A Lesson in Emergency Response
Elizabeth Vaughn, Public Information Coordinator
Department of Public Works, Chesapeake, VA
Hurricane Chessie was a Category 3 hurricane that tore through Chesapeake,
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During the "Hurricane Chessie", staff worked in a realistic Emergency Operations Center, fielding emails and phone calls about "conditions" throughout the City, watching staged news alerts on the televisions in the room and simulating emergency response.
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Virginia the week of August 10, 2015. It brought on conditions never seen before in the southeastern Virginia community, triggering a mandatory evacuation and causing a devastating amount of damage.
If you're wondering why you didn't hear about Hurricane Chessie that's because it was all a simulation as part of a training opportunity for over 60 Chesapeake staff members at the Emergency Management Institute in Emmitsburg, Maryland.
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| | Chesapeake Emergency Services Coordinator and Fire Chief Ed E. Elliott speaks to over 60 Chesapeake employees during the classroom portion of the training. During this time, the group examined the current City emergency response plan and heard from professionals from all over the country on best practices and lessons learned from previous disaster response efforts. |
The City of Chesapeake received a grant from FEMA to spend a week at the training center learning about emergency response and simulating the City's most likely emergency: a hurricane. Employees from a variety of departments - Public Works, Fire, Police, and Human Services, among others - traveled to the Institute to learn from experts from all over the country who have been through major disasters and had plenty of experience to share.
For the Chesapeake Public Works Department, the experience was invaluable. It provided an opportunity for the Department to put its emergency response plan into action in a scenario that, while very true to reality, was a safe situation that allowed us to test new policies and give new employees hands-on practice. Simulated wind damage, flooding, impassable streets and damaged City facilities were just a few of the real-life issues to which the Public Works team had to respond.
In addition to learning plan-specific needed improvements brought to light by this simulation, several more general lessons were learned about emergency response.
- Learn From Those Who Have Been There. There is no shortage of communities around our nation - of all types and sizes - that have been through emergency situations. Their response may have been successful or it may have left much to be desired. Either way, they've been there. That experience in a real-life emergency can be of great value to your organization. Reach out. Have a conversation. Find out what works and what doesn't from someone who has been through it and apply whatever might fit with your organization.
- Get to Know Your Coworkers. The time to meet those you'll be working with in the Emergency Operations Center (EOC) or out in the field is not when the emergency hits. Get to know who those people are. Put names to faces, not just email addresses. Get a general understanding of the other roles in the EOC. Make sure they know what you do.
- Review, Edit and Practice Your Plans Regularly. New information, tools and technology are constantly changing the game. Your plan has to change with it. Consider your emergency response plan as a living, breathing document, not a static report. Don't just review - practice. Have mock emergencies, simulated drills, and table top exercises within the department and with other departments. The better you know your plan, the easier it will be to execute during stressful emergency situations.
- Train Backups. When do emergencies ever go as "planned"? Be prepared for the possibility that your "A Team," who knows exactly how to respond, will not be available during every emergency. There may come a time when a less experienced person has to take the reins. Take the time to train those backups and allow them to practice the plan just in case they're ever put in the hot seat.
The Chesapeake Public Works Department is so grateful for their time at the Emergency Management Institute. We're confident that the next time an emergency hits our City, we'll be ready to respond to the best of our abilities. And until that time, we'll keep on reviewing and practicing.
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Capital Tristate Expo 2015
Industrial & Commercial Trade Show
Capital Tristate Expo 2015, an industrial & commercial trade show, is coming up soon! The Expo will be on Monday, October 19th from 1:00-5:00 PM at the Chesapeake Conference Center in Chesapeake, VA.
The Expo is FREE and there will be educational seminars, dozens of vendors, free food, and lots of great door prizes! The event flyer is attached. All attendees who register in advance will receive a FREE GIFT! For more information or to register, please CLICK HERE! |
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Fairfax County's Next Generation of Public Works Engineers
Matthew Kaiser, Public Information Officer
Fairfax County Department of Public Works and Environmental Services
Fairfax, Virginia
"Public works organizations need to find creative ways to reinvent and renew themselves constantly - new ideas and new perspectives are needed to address ever-evolving challenges." - James Patteson, Director, Fairfax County Department of Public Works and Environmental Services
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Professional Engineer Development Program participants learn by doing, such as in this Stream restoration project
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Fairfax County's Public Works Department, much like similar departments across the country, is facing a major succession challenge, with more than 50 percent of employees in some areas of the organization reaching retirement age in the next three to five years. This mass exodus is creating a "brain drain" on institutional knowledge. Public Works Director James Patteson said, "My organization has enjoyed a lot of success over the last couple decades, but past successes do not guarantee future success and we need to ensure we are developing future leaders to move the organization forward. These future leaders are not developed overnight, and a longer term strategy needs to be in place to recruit and develop talent. New thinking and new ways to engage the community's changing demographics are needed."
Suzy Stasulis, an engineer in the stormwater planning division of Fairfax County's Department of Public Works and Environmental Services, always knew she
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Suzy Stasulis examines an Archimedes Screw during a tour of a levee in neighboring Prince Georges County.
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wanted to work on infrastructure projects involving water, but she had never considered working for a public entity. That view changed after a participant from the department's Professional Engineer Development Program visited her municipal engineering class at Virginia Tech. Stasulis' career path became clearer later in the semester when department director Patteson mentored a group project for the course. "It was encouraging to meet different people associated with DPWES who had such positive outlooks on the organization," said Stasulis.
Upon graduating in 2012, Stasulis was hired in the program and now helps the county meet water quality standards, ensures dams are safe, and monitors the flood warning system. She is one of 15 participants to come through the program since the first group in 2008; 12 of which still work for the department, and two more young engineers started in July. Restocking the department with young, talented engineering graduates is exactly why the Professional Engineer Development Program was created.
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Young engineers from the Professional Engineer Development Program display their enthusiasm for public works.
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Patteson said, "The program has brought in a very talented group of young engineers who are already leaving their mark and are quickly developing the skills to be future leaders. These engineers have brought new ideas and a refreshing level of energy and enthusiasm to their work. The program is designed to provide cross-training across the full department and has helped bridge organizational silos and improve relationships throughout the department."
The program is not an internship, a common misconception that program coordinator Lisa Jarrell strives to correct. New graduates are hired as full-time employees with benefits and rotate through different business areas during their first year. They start as an entry-level engineer, and at the end of their first year they are non-competitively promoted to Engineer II. Jarrell meets with participants near the end of their first year to find out which business area they wish to reside in as they enter their second year. Placement depends on availability, but Jarrell says she makes every effort to place the employee in their desired business area. Once placed, the participant remains in that position for three years until he/she qualifies for an Engineer III position, at which time he/she receives a non-competitive promotion. To Read the Full Article, Please Click Here.
--Republished from the August 2015 APWA Reporter Magazine
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Lessons Learned for Small Town Snow Emergencies
Mary Wilson, CPPB, VCA Procurement Specialist,
Town of Herdon, VA
Mary has been in public works for 28 years, where she is an end user and also writes the contracts needed for Public Works. Mary also serves on the VAGP (Virginia Association for Governmental Purchasing) Legislative Committee, Co-Chair for Townships. Mary has seen public works evolve into first responders for emergencies. We have a thankless job that is under recognized. APWA has been promoting public works for a long time as a means to be recognized and funded. Mary very passionate for Emergency Management in the public sector, where she loves being able to work with FEMA and VDEM and help people receive the benefits that they are entitled too. Mary also serves on the APWA Emergency Management Committee; Emergency Management Response Liaison Subcommittee and Emergency Management for the Mid-Atlantic Chapter.
Mary's goal is for public works and purchasing to work together to reach one common goal. Purchasing plays a very important role for public works for daily duties and emergencies. FEMA is very strict on the type of procurement is used for an event.
Preparations for small town emergency; first make sure you have contracts in place before they are needed; contracts for sources for food, lodging, equipment and haul sites. Here at the Town of Herndon, VA we devise a small communications center in our conference room with large map of the town with Plexiglas overtop of (so we can write on with dry erase), TV, phone, computer, two-way radios, lots of pens and paper. We devise a schedule and try to adhere to it. The people schedule to come out first is dependent upon the severity of the emergency.
Documentation is VERY important - everything must be documented in case FEMA declares an emergency. Not every event is declared, but it is better to be prepared with too much documentation then not enough. On our large map we have the town broken down into segments showing which streets are supposed to be treated first. Then we have copies of each section and will document both the equipment and operator. We try to keep the same people in the same equipment and in the same area.
Communications is very important - when the driver is finished with a street they call back to the control center; they also call if they are just plowing or applying material or both. They call the center with each load taken and they keep their own log. With their log they will track troubled areas - mail boxes or areas that they could not work where another piece of equipment is needed.
In conclusion DOCUMENTATION and COMMUNICATION is the key. Being a small town this operation has worked very well. With each emergency we find some way we can improve. For example, one year it was just keeping a list of people who would habitually call with complaints so we would know how to handle them. Emergency management is not just responding to an emergency. Emergency management requires planning for the worse, respond as needed. The last activity for an event is the recovery, which if properly prepared, will allow you to concentrate on the recovery efforts and not the paper work. Emergency management needs the coordination of all levels of various active centers, from street laborers to financial support and upper management buy-in.
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City of Newport News Solid Waste Operator Collects Debris, Delivers Exceptional Customer Service
Karen Self, MPA,
Management Analyst
City of Newport News, VA
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Mr. Anthony Mooring, Solid Waste Equipment Operator, City of Newport News, VA
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The Department of Public Works has many ambassadors who represent the City of Newport News, VA in a positive manner by doing their jobs with their own personal touch. One such ambassador is Anthony Mooring, an equipment operator in the Solid Waste Division of the Department of Public Works. On a typical day, Mr. Mooring, like 21 other City Solid Waste operators, collects trash carts or bulk debris on designated routes consisting of about 850 homes per day per driver. Despite the intense work all drivers must achieve each day, the operators become acquainted with a number of their patrons on a personal basis, often demonstrating commitment and caring that far exceeds expectations.
Such was the case on August 18 when Mr. Mooring collected debris on Saint Francis Drive. He became familiar with a seven-year old boy, Evan Mathis, who is enamored with the Solid Waste trucks. Each week he anxiously awaits their arrival on Tuesday mornings - a much anticipated event that Evan's dad conveyed always thrills Evan. "Every Tuesday it is the same ritual in my house, and I even go to work late so he can see them," stated his father. "If I don't wait, he really has a hard time in school or the center he goes to." On this particular day, young Evan saw the truck when it arrived in his cul-de-sac. As it was approaching, Evan quickly collected brush from his family's yard for the truck to pick up. He placed the small limbs in separate piles about 20 feet apart across the front curb. The driver observed Evan's industrious actions and knowing his interest in the trucks, Mr. Mooring stopped at each pile to collect the limbs, repeatedly exchanging waves with Evan throughout the process. Evan's father, Daniel, was very impressed by the personal attention his son received from the City employee that he sent an email to the City and a local news station describing the event.
When asked about the event, Anthony Mooring had no idea his kind and unassuming actions had become so popular. Responding with characteristic humility, Anthony smiled and looked surprised, saying, "I was just doing my job."
Indeed. A job demonstrating exceptional customer service and care for our citizens.
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Team Assists Tangier Island Public Works
Dave King, Assistant Director of Public Works
City of Fredericksburg, VA
This past July, members of Water Reach participated on a mission to Tangier Island to assist the community with their ongoing water and wastewater challenges. The team members included Joseph Brown, SERCAP (far left in photo); Dave King, City of Fredericksburg (and Chapter Past-President), Ken Fanfoni, Augusta County, Chris Perry, City of Richmond; Jeff Kapinos, RK&K; and Doug Phillips, retired (not shown). 
Water Reach is a non-profit organization of public works professionals who lend their talents and expertise to assist distressed communities in Virginia struggling to maintain their water and wastewater works. Water Reach is funded by the Virginia Section of the American Waterworks Association (AWWA) and the Virginia Water Environment Association (VWEA). Tangier is a small island in the Chesapeake Bay and is part of Accomack County. There are approximately 500 inhabitants on the island who benefit from public water and sewer services provided by the town. Water Reach has been assisting the town for many years, providing guidance and expertise with water, sewer, and other public works related issues. Past major projects Water Reach has assisted with include repainting of the town's above ground water storage tank, purchase and installation of reverse osmosis drinking water vending machines, installation of remote read water meters, and installation of a new sludge press unit at the town's wastewater facility.
Water Reach recently assisted the town with securing a $60,000 VDH grant to
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Water Reach team members inspecting 1 of Tangier's 4 wells to be renovated with $60,000 VDH grant.
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replace failing pipes in 4 of the islands source water vaults. The existing galvanized pipes are severely corroded and the VDH Office of Drinking Water has identified the project as an urgent task. During the July mission trip, Water Reach team members took photos and gathered additional information needed to prepare a project bid package for the town. The project is anticipated to be completed before the end of this year.
Water Reach has also been working diligently to implement Tangier's new remote-read water meter system. The system consists of 283 meters installed by Consolidated Pipe under a previous project that Water Reach assisted with. Joseph Brown has been working closely with tech support from the Master Meter company and with town manager Renee Tyler to troubleshoot various system start-up issues. Water Reach will continue to assist the town over the next several months to assure the system works reliably, at which point Water Reach will assist the town with transitioning their current flat rate billing system to a consumption-based billing system. This is another key task that VDH has been seeking accomplishment for many years.
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Retire Old Glory with Respect at Balls Ford Facility
Another Flag Collection Center Opens in Prince William County, VA
Deborah K. Campbell, Communications Specialist, Prince William County Solid Waste Division. Deborah also coordinated the implementation of this special program between the Boy Scout districts and the Solid Waste Division.
 On Saturday, September 12, local Boy Scouts, Prince William County Solid Waste Division and Keep Prince William Beautiful celebrated the grand opening of another American Flag Collection Center in Prince William County. The Balls Ford Road Yard Waste Compost Facility, 13000 Balls Ford Road, Manassas flag collection service will be available for citizens and businesses to retire American flags with respect.
The Balls Ford Road collection site will be operated by The Bull Run District Committee of the Boy Scouts. It is the second joint project between the Boy Scouts of American Occoquan and Bull Run Districts, Keep Prince William Beautiful and Prince William County Solid Waste Division.
The American Flag Collection Center located at the Balls Ford Road facility will be  equipped with a bin, built by scouts of the Bull Run District, to collect the flags. Scouts will be present the 2nd and 4th Saturdays of each month from 9 a.m. to 1 p.m. to personally demonstrate proper folding techniques and will be happy to personally collect and fold a citizen's flag for them. Additionally, the bin will be available during normal operating hours for citizens to place folded flags during unstaffed times.
The flag collection center at the County Landfill is also open during the facility's normal operating hours and scouts of the Occoquan District staff the center the 2nd and 4th Saturdays of each month from 9 a.m. to 1 p.m. Please Click Here to Read More...
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Joining Forces with Nature's Work Teams
Deb Oliver, Communications Specialist II, Prince William County, Department of Public Works
Prince William County Department of Public Works actively seeks innovative ways to incorporate sustainable practices into our daily tasks and fulfill our obligations to lead by example. Our search did not require us to look far beyond our community's backyards and barnyards. We simply needed to watch how nature deals with issues and follow its lead. Their clues sparked new programs to remove unwanted plants, encourage pollination and eliminate damaging forest pests.
Nature's Efficient Weed Munching Machines One of our daily tasks is to maintain properties, safely tackle areas that are difficult to mow and prune, and ensure local tall grass and weed ordinances are enforced. In addition, as part of our Sustainability Partner and E3 status with the Virginia Department of Environmental Quality, Public Works committed to reduce our use of gas powered equipment, plus find feasible and environmentally friendly alternatives. One alternative trotted in on four hooves. After reading about goats used in other jurisdictions, staff began a search for possible goat herders that would work in our County. Our search led us to ScapeGoats, LLC. We decided to pilot a project to determine whether goats can effectively handle overgrown brush and control invasive plants. A community project lent itself as the perfect pilot project. Concerns were found on an abandoned property that was completely overgrown with weeds and out of compliance with the local ordinance. The property was just about one quarter acre, so it was the right size as a test run.
We asked permission from our purchasing office to ensure the pilot was in line with purchasing regulations. With their approval, we requested quotes and ScapeGoats were less expensive than local mowing firms. This allowed us to test the capabilities of goats for plant clearing while saving money.
We also ran the pilot project through our zoning office since the property was in a neighborhood. They approved the project and asked us to inform neighbors about the use of goats for the clearing project. We delivered letters to the neighboring properties before we began. We also inspected the property to identify and remove any plants that could be poisonous to the goats and debris that might endanger the animals or the goat herder. ScapeGoats brought a herd of seven goats to begin the task of eating vines that were climbing head-high to the top of a chain-link fence, thigh-high grass and weeds and all manner of vegetation growing on the property. The neighboring property owners were pleased with the work and enjoyed watching the goats. They even ensured the goat herder and goats had water throughout the day.
We anticipated the project would take about a week for the goats to finish. The work took a bit longer due to a number of factors identified in our lessons learned. - Goats do not eat non-stop. They take breaks throughout the day to chew cud and get away from distractions. Goats are generally very social and stop to greet anyone who visits.
- Weather conditions change over a week as opposed to completing the work in a day or two with mowing equipment. We called one day off work for the goats when intense heat and then heavy thunderstorms were predicted.
- Goats graze the most in the afternoon and early evening.
At the end of the project, Public Works learned that using goats is a good way to get rid of brush and weeds, particularly in areas that are difficult to mow. It reduces the impact of using gas-powered equipment. Two additional benefits included less soil compaction with the project as opposed to heavy equipment and the natural fertilizer left behind. We recognize it is a very viable option as long as there is no pressing deadline to complete the work.
Safeguarding the Critical Link to Food Production
Besides seeking ways to manage our projects in a sustainable manner, we have the responsibility to lead by example and take on projects that benefit the entire community. This opportunity flew in on wings. We offered to host a sanctuary at one of our historic sites for honey bees. Honey bees are essential to people and the environment because they pollinate 2/3 of the world's plants and serve a crucial role in food production.
Sadly, bees are facing a serious threat to their survival. Honey bees are decreasing in numbers because of Colony Collapsed Disorder (CCD), pesticides, viruses, and flowerless landscapes. Public Works is hoping to raise awareness about the plight of the honey bee and take action to help restore and preserve honey bee populations.  This project is a unified effort between local government and local beekeepers. The honey bee hive was placed as a Gold Award project by a local Senior Girl Scout, who has trained to be a beekeeper. The Scout has been trained by a local beekeeper with the Sweet Virginia Foundation. The foundation will be our local advisors on bees and provide ongoing assistance with issues at the hive, such as times when the bees swarm. In addition, the beekeeping club of Freedom High School will also participate in the project. Finally, staff at Rippon Lodge is ready to respond to support the bees and keep the public safe. Staff has received training in responding to bee stings and contacting experts when there is an issue with the hive.Bees are not new to Rippon Lodge. Many wild bees already visit the gardens at Rippon Lodge on a daily basis. We do not believe visitors or volunteers will notice a significant increase in the number of bees in the area. Visitor Safety - Established a safety perimeter around the hives. Remind visitors not to approach the hives for human and bee protection.
- Advised guests not to swat, taunt or aggravate the bees on the property.
- Placed the hive in an area at the historic site that is not in the travel area for visitors or part of an interpretive area.
- Posted information so visitors understand that when bees swarm, it is not an aggressive attack. It is the first Queen Bee leading part of the bees from the hive to seek a new location for a new hive. This occurs when the bees outgrow the first hive and a new Queen Bee is ready to take over.
- Alerted guests that we have bees on the property so they can come prepared if they are allergic to bees and instructions on how to request help from staff if they are stung.
Together, this team has learned a great deal about the plight of honey bees and is taking the lead in our community to educate others. In the future, the County will offer educational programs about bees. We hope the community will learn about honey bees and their important role in our food supply. To Read More, Please Click Here
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"The 90's Called, They Want Their Bin Back!"
Single Stream Recycling Comes to the City of Roanoke
Nell Boyle, LEED AP, Sustainability/Outreach Coordinator, City of Roanoke
Time to step up our game; the City of Roanoke is implementing single stream recycling! Single stream recycling is more convenient, easier, and cost effective; all the recycling goes into one cart. More often than not, recycling is expected to at least double the collection tonnage and that reduces tipping fees and landfill waste. Implementing this change can be complex and challenging. Fortunately, Roanoke was awarded a grant from Recycling Partnership to assist with logistics, education and outreach. Careful planning, expertise and support from our partners have paved the way for a smooth rollout of the program to date. Carts are being delivered through September and collection begins on October 5th.
Planning for this transition began several years ago and the program details
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In July, Roanoke's Mayor Bowers launches the Single Stream Recycling to the press with program partners Recycling Disposal Solutions and Recycling Partnership. Chapter Board Member and Roanoke DPW Director Bob Bengtson, far right.
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began to unfold over the last two years. Research and preparation laid the foundation for viable plan that would allow the City's Solid Waste Management (SWM) division to save money, reduce our dependence on temporary labor and improve service levels to our citizens. In early 2015, Roanoke was awarded a grant from Recycling Partnership for $179,000, specifically targeted at local governments for the implementation of single steam recycling. The grant award is a combination of cash, in-kind services, and a $40,000 match from the city. The Recycling Partnership leverages grants and technical assistance to transform the country's curbside recycling system. This non-profit organization is overseen by Curbside Value Partnership, the project seeds partner dollars from companies and organizations to encourage public investments in community recycling programs. The city is proud to be selected in the first round of grant recipients.
This spring Solid Waste Management (SWM) issued a Request for Proposal for single stream provider and selected a local company Recycling Disposal Solutions (RDS). The terms of the contract included that RDS would provide the carts, Radio Frequency Identification Readers, as well as the service of handling the recycling materials. Roanoke previously purchased five used recycling trucks which satisfied the equipment needs for the program. The SWM managers worked with RDS to secure proper equipment and work though cart delivery details. A third party was hired to deliver the carts each team was accompanied by a Roanoke Solid Waste Inspector. Local staff was included to assist with questions regarding the carts or concerns from local residents. Please Click Here to Read More...
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The Cape Henry Lighthouse: A Public Works Treasure
The Cape Henry Lighthouse was the very first Public Works project for the United States. It was authorized by President George Washington. Alexander Hamilton,  Treasurer signed the contract for the amount of $17,700.00 in March of 1791. George Washington did review the bids and select the contractor, John McCombs, a New York bricklayer, in January 1791. The contract, in the amount of $17,700, was signed by Alexander Hamilton, Treasurer at the time, in March 1791. Work began on August 1, 1791 and was completed and operational in Fall 1792. The project was completed in Fall of 1792. The lighthouse serves as the logo for the Mid-Atlantic Chapter of the American Public Works Association as well as the APWA Historical Society. It is also a symbol of the City of Virginia Beach.
The lighthouse is now part of Preservation Virginia. It was in active use for nearly a century before being replaced by a new cast iron lighthouse located nearby. The lighthouse is one of the oldest surviving lighthouses in the country. Visitors are encouraged to visit the lighthouse and it is open to the public.
 Realizing the importance of this historical treasure, the City of Virginia Beach has begun a project to protect and preserve the historic resource and also provide the public with a safe, stable surface to view the lighthouse and surrounding area. The existing stair structure made of concrete will be demolished and replaced with a plaza consisting of two tiers. Drainage will be improved within the plaza and plantings will enhance the perimeter. The existing lighting protection system will also be replaced and improved.
Construction will begin in early November 2015 and completion is anticipated for spring 2016.
Submitted by Sharyn Fox, Chapter Historian
Photos courtesy of Don Cole, Chapter Board Member
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Chapter Public Works Recognition During National Public Works Week by District of Columbia, Maryland, West Virginia and Virginia
For the first time in recent Chapter history, we received proclamations from all four of our service area jurisdictions, from Washington DC Mayor Muriel Bowser; Maryland Governor Larry Hogan; West Virginia Governor Earl Ray Tomblin and Virginia Governor Terrence McAuliffe, for the dedication and service provided by public works agencies across the region. Special thanks to Immediate Chapter Past-President Judi Hines for coordinating the proclamation collection.
CONGRATULATONS TO ALL OF OUR PUBLIC WORKS COLLEAGUES!
Let us know how your agency celebrated the 2015 National Public Works Week.
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Hear ye! Hear ye!
Chapter Assistant Newsletter Editor Sought.
Contact Ken Eyre at 571-581-3011 should you wish to join in and learn how to pull together the electronic quarterly Chapter newsletter, coordinating with the
Chapter Administrator.
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Chapter's Phoenix, AZ Dinner
Majerle's Sports Bar and Grill
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John Herzke, Chapter Past-President and wife Marianne. Hat gift to John from New Zealand, courtesy of Peter Higgs.
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Members and guests enjoyed the night away from technical sessions and business meetings, gathering at Majerle's. Special thanks to John Herzke, Chapter Past-President for making and handling the dinner reservations. Other Chapter Past-Presidents in attendance included Judi Hines and reed Fowler from Newport News; Judy Mueller from Charlottesville, Diane Linderman of VHB and Chuck Henley from Colonial Heights. The Chapter sponsored New Zealand guest, Bill Higgins, for the evening. A total of 53 members and guests enjoyed the evening.
Special thanks to our event sponsors:
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Members Phil Davenport , City of Virginia Beach DPW Director (Red Shirt) & Chuck Henley (Purple Shirt), City of Colonial Heights
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- Bergkamp Pavement Preservation Solutions
- Branscome Incorporated
- Clark Nexsen
- EVOTHERM Warm Mix Asphalt Technology
- FASTER
- Greeley and Hansen LLC
- PropertyRoom.com
- VHB
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2015 Phoenix, AZ, PWX
John Herzke, Chapter Past-President has graciously provided some pics around the Phoenix Convention Center. APWA National has decided to drop the "Congress" from the annual public works conference and instead has rolled out a new branding calling the event "PWX".
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Welcome banner at the Phoenix Convention Center
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On the "PWX" exhibit floor
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Outside the Phoenix Convention Center
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Sculptures inside the Phoenix Convention Center
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Evaluation of a Rectangular Rapid Flashing Beacon System at Belmont Ridge Road and W&OD Trail Mid-block Crosswalk
Joe Kroboth, III, P.E., LS, PWLF, Director of Transportation and Capital Infrastructure, Loudoun County, Virginia
Member, APWA Transportation Committee
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Belmont Ridge Road at the W&OD crossing looking north
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Land development planning trends for more than the past decade have embraced the concept of walkable and bicycle-friendly communities. When planning a shared use path for pedestrians and biking use, most planners and engineers would agree, the safest design scenario involves a path isolated from the highway travel lanes to provide significant separation from the higher-speed traffic.
Despite the efforts to plan for off-route paths, when developing shared use paths in both urban and rural areas, the path must cross the highway, and thus safety is jeopardized unless adequate means are in place to mitigate the risks.
Since the 1950s, much of the public park amenities in northern Virginia have been under the management of the Northern Virginia Regional Park Authority (NVRPA).
Today, NVRPA parks represents three counties-Arlington, Fairfax and Loudoun-and three cities-the City of Alexandria, the City of Falls Church and the City of Fairfax. NVRPA Parks encompass almost 11,000 acres of woodlands, streams and rolling Virginia countryside. NVRPA's assets include 31 regional parks featuring golf courses, swimming pools, hiking trails and much more.
One of the most popular parks in the NVRPA program is the Washington & Old Dominion (W&OD) Shared Use Trail. In 1987, the W&OD Trail was designated a National Recreation Trail by the U.S. Department of the Interior and is a very popular recreation destination for bicyclists, walkers and runners. It is also used regularly by bicyclists and pedestrians as a route from home, direct or via the Washington Metro, to work and to shopping. Between two and three million people use the W&OD trail each year, thus making it one of the most successful rail-trails in the nation.
The entire 45-mile trail is nine-feet-wide asphalt and a painted yellow centerline. The trail terminus is located in Purcellville, Va., in Loudoun County and connects with the Mount Vernon Trail in Arlington, Va.
As this trail meanders through some of the most urbanized areas in northern Virginia, the trail crosses numerous high-speed, high-volume highways, thus creating a conflict point for the modes of transportation using the highway and trail routes.
In 2009, the Virginia Department of Transportation (VDOT) installed experimental
zigzag pavement markings on Belmont Ridge Road in advance of the W&OD trail crossing. Belmont Ridge Road was chosen because of its high posted speed limit (45 mph), high traffic volumes (17,800 vehicles per day), roadway geometry (sharp vertical and horizontal curvature), high trail volumes and motorists' limited sight distance approaching the trail.1 The purpose of the zigzag pavement markings was to increase motorist awareness in advance of the mid-block crossing location. Although the results of Dougald's research indicated the zigzag markings had a positive response for the intended objective, VDOT continued to receive complaints and concerns from trail users about the safety issues at this location. In 2011, the NVRPA commissioned an evaluation of their crossing locations along the Trail. The Existing Conditions Report2 included an evaluation of six crossing locations, including the Belmont Ridge Road crossing. From the report, the NVRPA further developed a series of recommendations to improve trail safety.
Among the recommendations was the installation of a Rectangular Rapid Flashing Beacon (RRFB) system to supplement the existing zigzag markings.
RRFB
RRFBs are user-actuated amber light-emitting diodes that supplement warning signs at unsignalized intersections or mid-block crosswalks and are a lower cost alternative to traffic signals. To Read the Full Article, Click Here
--Republished from the August 2015 APWA Reporter Magazine |
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A Tale of Two Systems
How significant savings can be realized by developing a comprehensive system to better manage a department's fleet inventory
Shonte' Eldridge, PMP, Chief, Special Projects, Department of Public Works
City of Baltimore, Maryland
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City of Baltimore Department of Public Works fleet vehicle responding during a snow emergency
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The City of Baltimore Department of Public Works' (DPW) is, among other things, responsible for providing safe drinking water to approximately 1.8 million people daily, the collection of mixed refuse and recycling from 210,000 households, and keeping the city's alleys, waterways and roadways clean and clear of debris. None of which can be done efficiently if the Department's fleet is not well maintained.
"The residents in our region depend on DPW to respond when there is a water main break or a street needs to be plowed during a snowstorm," said DPW's Director, Rudolph S. Chow, P.E. "We don't have the luxury of not showing up because our car is in the shop."
Currently, the Department of General Services (DGS) is responsible for monitoring and servicing almost all City agency vehicles, but the day-to-day management and monitoring of a vehicle's location, preventive maintenance, emissions testing, and taking it in for repairs is the responsibility of the individual agencies and their coordinators; noting the data maintained by both should match.
However, in early 2015 Director Chow determined that he was unable to quickly ascertain the overall health of his Department's fleet and was unsure if the over thirty coordinators, who monitored the approximately 1,900 vehicles and motorized equipment assigned to the Department, had the necessary tools to manage their portion-potentially leading to the loss of time and money.
To correct this, DPW began the process of evaluating how to provide the Director and others with better access to fleet information and the ability to ensure that vehicles and equipment are maintained according to schedule.
Step 1: Determining the Need
Before a new system could be created, the current business practice had to be dissected. Several meetings were held with the coordinators to discuss items such as what they believed their role as a coordinator was, how they were currently monitoring their assigned vehicles, and what features a new system should have that would best assist them and the Department.
It was determined that most of the coordinators had a good understanding of their duties, but often fell behind in their monitoring because they were using spreadsheets or paper filing-not the most efficient way to track items over time. The use of spreadsheets also made it difficult to track the various information associated with a vehicle in one view. Coordinators had to often switch between several programs and pieces of paper to get the complete history and status of a vehicle.
Coordinators also expressed frustration in the time it took to reconcile their maintenance records with the City's fleet system. Because data on their vehicles were in various formats and locations, they often had to review several bits of information just for one record; and if there were discrepancies, spent even more time identifying the source.
Based on the information collected, it was determined that the establishment of a main fleet coordinator position and the development/acquirement of a centralized database would provide the Department with the best results. Please Click Here to Read the Full Article
--Republished from the September 2015 APWA Reporter Magazine |
Fleet Outsourcing: An Overview of One City's Experience
Ryan Mitchem, Fleet and Equipment Administrator
City of Petersburg, Virginia
Editor's Note: Once the City of Petersburg, Va., made the difficult decision to outsource their fleet maintenance program, an RFP was released in 2011-2012. The evaluation, interviews and negotiations took approximately one year (2012-2013). Now that the transition is complete, the City's Contract Administrator is providing an overview of their experience-pros, cons and lessons learned.
The decision to outsource the Fleet Department was a touchy subject for quite some time and raised several concerns, the most notably of which was the future of current Fleet personnel. After some heated debate it was decided that the employees would be given the option to continue working with the City's fleet for the incoming vendor, elect to be reallocated within the City to maintain benefit programs, or elect to retire and begin collecting retirement benefits (all full-time employees were eligible for retirement at the time of transition). The employees were given approximately sixty days to make their decision and ultimately were happy with the change as they were able to transition to other departments with a need for their specialty, hired by the contractor with an increase in salary, or elected to begin retirement. The employees who chose to transfer were provided a list of positions throughout all City departments (all positions based on qualifications) and allowed to choose where they would like to be assigned; no transfers would decrease the pay or benefits of the employees who opted to transfer, and some positions included a salary increase. The employees who opted to accept employment with the vendor continued to perform the same duties as their previous position with the City; part-time employees were able to move to full-time positions with the contractor and receive an average annual increase of $10,000 (salary increase based on hourly rate; figure does not include annual increase based on hours worked). Unions were not a factor at the time of outsourcing as employees did not belong to a union.
The transition to an outside contractor, predictably, proved to be a bumpy process. As with any large-scale changes, there was some resistance to the changes made and some specifics of the contract including turnaround times (contractual focus on public safety above all others), the initial assessment of all assets, the reduction of business sent to local merchants, the scale of work now able to be completed in-house, and changes made to the City's methods of requesting routine work.
Bringing in the contractor introduced several major changes, the most important of which was the increased level of service provided to all participating departments. In addition to routine maintenance, every asset is to be assessed thoroughly and repaired accordingly. This led tosome unexpected downtime and some major components repairs made based on fluid sample indicators. The contractor is also able to facilitate major component overhauls in-house, greatly reducing the need to send vehicles to outside vendors. While performing the repairs in-house saves the City money, the vendors have proven to be highly upset with the change and some are going as far as questioning whether the City's association with the contractor is still supporting local businesses by keeping work local. Please Click Here to Read the Full Article
--Republished from the September 2015 APWA Reporter Magazine |
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Save the dates May 4-6, 2016!
The Hotel Roanoke & Conference Center, will once again serve as the host site for this conference. Since last held here in 2009, Roanoke has continued its transformation and promises to offer a terrific venue for learning, networking and fun! Watch for additional details!
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