►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Welcome
to
Aiken
this
week,
I'm
memory
Langston
today,
my
guests
are
the
members
of
the
management
team
for
our
public
works
department
here
at
the
city
of
Aiken,
and
we've
seen
a
few
changes
and
some
restructuring
in
the
department,
as
well
as
some
additions
to
our
staff.
Some
very
pleased
today
to
have
our
new
director
Michelle
James
with
us,
as
well
as
george
brettan,
who
is
our
manager
of
engineering
and
utilities
and
Tim
cloak
Lee,
who
was
our
manager
of
public
services?
A
So
thank
you
all
for
being
here
today
to
talk
about
the
things
that
are
on
the
horizon
for
our
our
public
works
department.
Michelle
we're
going
to
start
our
conversation
off
with
you
today.
So
as
the
newest
member
to
the
team
and
very
new
to
the
city
of
vacant
as
well.
Tell
us
about
yourself
and
the
work
that
you
did
prior
come
into
the
city
of
Aiken,
sure.
B
B
Conway
to
Myrtle
Beach,
then
I
went
on
to
work
for
the
Department
of
Transportation
headquarters
there
in
Columbia
and
that
ended
up
being
a
17-year
career,
where
I
was
able
pretty
much
started
out
in
bridge
design
kind
of
worked.
My
way
up
to
bridge
project
management
from
there
I
am
they
had
several
different
training
programs.
A
From
beginning
to
end
that
project
management,
not
just
having
the
okay
you're
going
to
work
on
this
aspect
of
this,
this
very
large
project,
but
from
beginning
to
end.
Yes,
so,
which
said
you
you
come
with
a
lot
of
experience,
the
private
sector
very
well
established
in
the
public
sector.
What
would
you
say
has
prepared
you
the
most
for
for
this
position
that
you
have
come
into
I?
Think.
B
Hitchcock
Parkway
I
was
the
lead
manager
on
the
York
Street,
the
downtown
York
Street
wooden
bridge
replacements
that
are
that
are
being
replaced
as
we
speak,
one
of
the
things
I
with
that
project
in
particular
I
got
to
work
very
closely
with
because
there
was
such
an
extensive
public
involvement
process.
We
actually
met
several
times
with
key
stakeholders
such
as
the
design
review
board.
B
We
also
met
I
had
to
come
before
City
Council,
to
request
municipal
consent
for
that
project,
and
you
know
meeting
with
the
mayor,
Rick
husband
and
now
my
boss,
John
Clem,
getting
to
meet
with
him.
George
brettan
and
I
and
John
pool
our
city
manager
worked
extensively
on
silver
bluff
with
the
utility
coordination
efforts.
So
I
think
that
position
was
a.
It
was
almost
like
a
natural
progression,
so
I
was
very
much
excited
to
come
here
and
already
being
familiar
with
a
lot
of
the
area
when.
B
B
A
B
B
B
Tim
Coakley
is
now
our
public
services
manager.
Thank
you,
Tim
for
being
here
and
I've
got
to
say
they
have
been
tremendous
since
I've
been
here
just
very
helpful,
very
accommodating
it's
a
lot
to
take
in
it's
a
it's
a
different
dynamic,
so
I
appreciate
their
support
very
much
and
we've
got
a
big
staff
about
it.
B
130
employees
for
the
two
departments
so
now
that
we've
come
together,
but
in
terms
of
my
role
I,
don't
want
to
say
that
we've
added
a
layer,
because
it's
not
that
simple
and
I
think
what
we
have
done
is
made
an
attempt
to
help
those
that
are
in
the
that
are
currently
we're.
Already.
The
wheels
were
already
turning
help
them
to
continue
to
be
able
to
dig
in
and
do
what
they
do
and
possibly
I
can
free
them
up
and
some
of
the
more
administrative
tasks
that
would
otherwise
bog
them
down.
Sure
sure.
A
B
There
are
five:
what
I
call
focus
areas
that
we
are
looking
at
as
part
of
a
needs
assessment.
If
you
will
to
try
to
get
our
heads
around
ways
that
we
can
improve
what
we
already
have,
because
sometimes
that
you
autumn
it's
a
nature
to
think
you've
got
to
go
grab
and
you
actually
have
what
you
have
need.
It's
right
under
your
nose
yeah.
So
the
first
area
is
resources,
and
that's
just
you
know.
B
Things
like
the
employee
is
our
most
valuable
resource
that
we
want
to
make
sure
you
know
in
terms
of
staffing
levels
and
equipment
and
all
of
the
things
that
the
employee
needs
to
be
able
to
successfully
do
their
job,
that
they
have
also
cross
training
opportunities,
professional
development
opportunities,
those
types
of
things,
the
other
focus
area-
is
workload,
and
that's
just
assessing
you
know
what
do
we
have
on
our
plate?
What
do
we?
B
What
are
we
responsible
for
so
then
we
can
know
how
best,
if
you
know,
if
we're
short
and
need
additional
resources
to
address
those
things,
number
three
project,
prioritization
and
scheduling-
and
that's
just
you
know,
with
the
it's
self-explanatory.
We've
got
projects.
We've
we've
got
projects
that
have
to
get
developed
and
delivered
and
there
has
to
be
a
schedule,
so
we
can't
just
operate
without
knowing
a
time
T
a
timeframe
so
identifying
those
needs
and
then
assigning
schedules,
organizational
structure
and
operational
efficiency.
B
That
area
is
again
getting
back
to
why
we
came
together
in
the
first
place.
So
right
now
we
have
an
organizational
structure
that
works
well,
but
we
have
had
several
meetings
and
are
are
looking
at
areas.
You
know,
for
example,
to
say:
perhaps
hey
do
we
do.
We
need
to
have
gir
geographical
information
systems
or
GIS
that
staff
should
that
be
under
our
umbrella
of
Public
Works.
B
Should
that
be
perhaps
serving
being
in
another
area
where
it
can
serve
the
entire
city
which
it
does
now,
but
just
that
might
make
more
logical
sense
things
like
that
and
then
lastly,
performance-based
metrics
and
that's
just
being
able
to
measure
success.
What
does
success
look
like
and
you
know
it's
everything,
something
as
simple
as
when
we
get
a
phone
call.
What
is
our
metric
to
say
that
we
did
a
good
job?
Is
it
calling
them
back
in
a
day
or
next
week,
so
that
type
of
thing
is
what
we're?
A
Those
are
very
specific
and
you
know
really
drilling
down
into
the
areas
that
I
mean
you
were
talking
about.
The
project
management,
yeah,
y'all
all
have
projects,
and
it's
amazing
to
me
the
the
load
that
you
do
have
that
if
they're
not
you
know,
if
you
don't
sit
down
and
say,
okay,
I
mean
didn't
know
that
you
bring
in
these
two
divisions
together
in
looking
at
everything,
it's
very
high
opening,
but
what
a
plan
to
move
forward
and
make
it
more
efficient.
A
B
C
A
What
a
good
plan
that
you
all
have
in
place
to
do
that
so
over
the
past
year,
we've
talked
a
lot
in
the
city
about
infrastructure
that
has
been.
You
know
one
of
the
things
we
have
several
things
that
the
city
has
been
talking
about,
but
infrastructures
really
come
to
the
forefront
and
the
need
for
that
and
it's
a
real
area
of
focus.
So
what
is
your
plan
to
meet
the
immediate
need
that
we
have
an
infrastructure
as
well
as
looking
at
the
future?
All.
B
B
However,
the
infrastructure
that
the
city
and
that
Public
Works
that
we're
responsible
for
is
actually
majority
things
that
you
cannot
see
with
the
naked
eye.
It's
Underground.
We
have
our
water,
our
sewer
systems,
our
stormwater.
All
these
pipes
are
underground,
so
it's
important
that
we
have
an
understanding
or
make
sure
that
we
are
educating
the
public
and
that
we're
taking
the
initiative
to
to
know.
B
Okay,
what's
going
on
with
this,
these
systems
that
we
can't
see
ourselves
and
part
of
what
we're
doing
with
that,
we,
the
city,
has
purchased-
and
this
is
prior
to
my
coming
on
board-
an
inner
voice
system
that
will
allow
it's
a
geographical
information
system
or
GIS
software
program.
That
will
allow
us
to
be
able
to
take
pictures
and
generate
data
on
things
like
pipes
and,
for
example,
you
know
one
of
our
our
water
distribution
system,
I'll
use
as
an
example.
B
B
So
what
that
says
is
if
the
consequence
right,
if
that
were
to
fail,
there
was
a
failure
right
in
that
area,
correct
we
got
a
problem,
and
so
the
power
of
having
the
GIS
is
a
huge
benefit
for
what
we're
trying
to
accomplish.
With
regards
to
our
infrastructure,
identifying
and
prioritizing
our
infrastructure
projects.
A
D
True,
it
is,
the
downtown
area
actually
was
supplied
with
water
for
the
first
time
in
1911,
and
so
is
the
downtown
structure
area
it's
cast
iron
pipe,
a
cast-iron
pipe
is
actually
in
very
decent
condition.
It's
the
valves
that
would
were
installed
to
you,
no
love
for
cut
off
of
sections
for
repair
and
that
sort
of
thing
that
are
the
real
problem.
It's
so
it's
a
risk.
D
Every
time
you
operate
them,
whether
they're
going
to
actually
perform
one
cutting
off
the
water
or
to
not
start
leaking,
and
so
and
it's
also
an
area
the
inner
voice.
Software
gives
you
the
ability
to
do
risk
analysis,
and
one
of
the
risk
analysis
is
that
we
do
is
has
to
do
with
valve
pounding
and
what
it
does.
Is
it
it.
It
examines
the
number
of
valves
you
have
to
cut
off
or
any
particular
segment
of
pipe
and
how
many
people
will
be
affected
by
that
and
we're
finding
that
there's
downtown
area
over
50
homes.
D
That
would
be,
you
know,
cut
off
if
this,
if
you
had
a
break
here
and
then,
if
you
weren't
successful
at
shutting
the
valves
which
occasionally
we
do
have
problems
with,
then
it
would
be
even
more
in
it
grows.
So
what
this
has
allowed
us
to
do
is
look
at
that's
an
area
where
we
want
to
focus
some
water
valve
control
projects,
and
that
is
also
the
area.
Then
that
has
the
oldest
sanitary
sewer
pipe.
D
D
Manholes
would
be
rehabilitated
so
that
you
don't
have
a
lot
of
either
ground
water
or
rain
water.
Coming
in
eliminate
the
eye
and
I
that
I
and
I
steals
capacity
from
the
sewer
lines.
Any
water
that
comes
in
as
a
result
of
ground,
water
or
rain
is
just
a
waste
so
having
the
integrity
of
those
systems.
A
C
D
Get
more
information
we're
able
to
store
it
with
our
GIS,
the
better
GIS
information
we
have,
the
better
it
can
analyze,
and
so
it's
it's
a
live
analysis.
Every
year
we
will
do
it.
We
will
update
it
to
accumulate
all
the
information
that
we
have
from
from
the
year
effort,
and
this
year
we
did
quite
a
bit
of
data
input.
D
We
did
some
modeling
with
sewers.
We
did
some
research
of
the
hard
drawings
that
we
have
so
that
all
that
data
was
put
into
the
GIS
and
we've
actually
downloaded
everything
that
we
have
in
our
computer
in
our
drawing
files
into
the
GIS
computer,
so
that
when
the
analysis
is
done,
it
can
be
the
most
accurate
well.
A
George
I
know
that
you
and
I
have
talked
about
this
system
back
in
the
summer
time
and
I
think
it's
truly
fascinating
and
probably
something
that
we
could
visit
a
whole
show
talking
about.
But
how
reassuring
is
that
that
we
are
taking
these
steps
and
looking
if
that
is
an
immediate
need,
and
that
is
a
future
needs.
So.
B
A
D
D
D
Then
a
rough
idea
of
costs
for
rehabilitation,
the
grouting
actually
is
it's
probably
twenty-five
percent,
the
cost
of
replacement.
So
if
we
can
do
as
much
grouting
as
possible
extends
the
life
anywhere
from
25
30
to
50
years,
depending
on
how
the
quality
job
that
gets
done
so
implementing
it
will
be
very,
very
important,
but
these
are
the
types
of
things
that
will
be
talking
about,
so
that
you
know
council
can
plan
for
the
future
right
right.
A
Well,
I
mean
that
has
been
a
very
much
a
topic
that
has
come
up
with
our
with
our
council,
so
y'all
are
doing
some
fantastic
things
to
bring
that
information
and
to
give
them
as
much
information
as
they
can
when
they
start
the
decision
process
on
whatever
may
need
to
happen
with
that.
So
another
area.
I
want
to
touch
on
this
real,
quick.
Another
area
that
we
have.
The
hizmet
of
discussion
is
the
whiskey
road
corridor.
A
D
D
What
is
the
economic
development
areas
that
we
have?
We
are
aware
of
that.
They
need
to
plan
for
future
growth.
We
have
provided
them
of
level
of
service
and
you
know
kind
of
some
of
the
statistical
information
that
we
gather
concerning
traffic
activities
and
then
we've
also
provided
them
with
storm
water
flooding,
those
types
of
known
problems
and
areas
that
that
we
have
so
that
helps
the
consultant.
You
know.
Do
the
analysis
analysis.
The
symposium
was
the
consultants.
D
You
know
one
of
their
efforts
at
reaching
out
to
the
public
to
get
their
input
for
what
are
the
problems
and
what
they'd
like
to
see
the
corridor
become.
Look
like
you
know:
how
should
it
serve
the
public,
and
so
it
was
actually
quite
detailed
evaluation
and
they
gave
you
a
little
clickers
that
you
got
to
vote
on
and
this
at
the
other.
Then
you
saw
immediately.
The
results
so
is
just
like
the
political
season
is.
A
C
Yeah
January
ninth
is
we're
going
to
start
it's
kind
of
exciting.
It's
a
large
change
for
our
recycling
program.
We
are
switching
to
every
other
week,
collection
for
recycling,
so
between
now
and
January,
ninth
everybody
will
be
notified
by
a
sticker.
That's
going
to
be
placed
on
their
recycling,
cart,
they'll,
either
get
a
red
sticker
or
a
blue
sticker,
and
then
there's
a
corresponding
calendar.
That
will
tell
them
to
follow
the
red
weeks
of
the
blue
weeks
and
it
sounds
a
little
confusing.
C
B
C
You
know
my
office
at
six
for
276
13
if
they
need
more
information
and
we'll
be
out
evaluating
like
who
needs
larger
carts
if
they
have
any
type
of
overflow,
we're
asking
them
to
just
bag
it
and
put
it
beside
their
cart
for
right
now
and
our
staff
will
be
out
evaluating.
You
know
where
the
overflow
issues
are
and
we'll
get
people
some
larger
carts.
We're
also
going
to
do
a
large
amount
of
Education
on
things
that
are
and
aren't
recyclable.
A
But
until
10
this
was
interesting
me
y'all
have
always
done
a
phenom
job
in
your
division
of
getting
information
out
about
the
recycling
and
the
importance
of
it
in
what
you
are
supposed
to
recycle
and
not
recycle.
But
that
is
a
very
interesting
thing.
So
could
you
go
talk
about
that?
Just
for
a
second
while
we
can't
recycle
those
pizza
boxes,
yeah.
C
A
C
D
C
A
C
We've
got
a
couple
other
things
that
are
going
on.
One
is
we're
going
to
start,
focusing
on
carts
being
left
out
at
the
curb
longer
than
they
should
be
the
there's
an
ordinance
on
the
city
code.
That
says
you
can't
leave
it
out
more
than
a
day
before
or
a
day
after
your
collection
day
and
in
some
areas,
people
leave
them
out
all
week
long
and
we're
going
to
start
focusing
on
stopping
that
it
makes
the
neighborhoods
look
bad.
C
It
makes
the
city
look
kind
of
junky,
so
that's
one
thing
we're
going
to
start
focusing
on
and
then
we're
also
looking
at
auditing
our
yard
trash
collection
system.
We
we
have
an
extensive
large
yard,
trash
collection
group
and
we're
looking
at
maybe
putting
some
limits
on
how
much
can
be
hauled
and
when
and
things
like
that,
it
hasn't
actually
gone
to
the
council
yet.
C
But
we
see
on
the
horizon
that
if,
if
we
try
to
keep
our
rates
level,
where
they're
at
now
seventeen
dollars
a
month
that
you
know,
we
may
have
to
make
some
changes
and
that's
that's
a
direct
result
of
the
why
we
did
the
recycling
the
way
we
did
we're
trying
to
save
money
and
hold
that
rate
at
seventeen
dollars.
Sir,
so
we
hope
be
coming
to
counsel.
You
know
the
next
couple
months
with
some
options
for
them
to
look
at
very.
A
B
B
A
But
during
the
holiday
season
that's
coming
up,
so
all
of
the
lamp
posts
down
the
alley
were
beautifully
decorated
and
just
such
a
such
a
neat
thing
to
have
for
our
downtown
area
for
this
holiday
season.
So
I
want
to
thank
you
all
so
much
for
coming
today
and
in
speaking
with
us,
and
if
you
have
anything
that
you
would
like
to
talk
to
our
public
works
department
about
don't
hesitate
to
give
them
a
call.