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HomeMy WebLinkAbout2.C. Discussion of personnel vacancies ROSEMOUNT EXECUTIVE SUMMARY CITY COUNCIL City Council Work Session: May 9, 2012 AGENDA ITEM: Public Works Department Organization AGENDA SECTION: DIylif PREPARED BY: Dwight Johnson, City Administrator Cr Andrew J. Brotzler, PE, Director of Public AGENDA NO. )-.C, Works /City Engineer ATTACHMENTS: Operations Superintendent Job Description, Public Works Department APPROVED BY: Organization Charts (3) oti) RECOMMENDED ACTION: Discussion and direction for Public Works Department Organization. The City Council discussed at its April 11, 2012 Work Session the retirement of the current Operations Superintendent, Rick Cook, effective May 31, 2012 and the possible replacement of this position. During this discussion, the current organization chart was discussed along with the expected requirements for the direct replacement of this position. There was additional discussion related to department structure alternatives to a direct replacement of the Operations Superintendent position. Included in this memorandum is a presentation of the current Public Works Department organization chart and two alternative Public Works Department organization charts that restructure the department and eliminate the Operations Superintendent position. I. Existing Public Works Department Organization Chart (Attached) The Public Works Department is currently comprised of 24' /a full -time employees, 19 of which are in the Operations Division. The department also utilizes up to 15 seasonal employees to assist with summer maintenance activities, a majority of the work being in parks maintenance. Within this structure, the role of the Operations Superintendent is the overall supervision, direction, coordination, planning and support to the Operations Division. The position is responsible for division program delivery and management of division assets along with assisting the Director of Public Works with budgets, Council issues, purchasing, managing contracts and ensuring the public receives effective and efficient maintenance services consistent with the vision of the City Council and Public Works Department. This organization structure with an Operations Superintendent level position and one or more supervisors is a typical structure. As discussed with Council and noted in the attached Operations Superintendent job description, the expectations of the position are for higher level public works administrative activities, planning, and visioning. The approximate salary and benefit cost for the Operations Superintendent position is $116,000. Pros: We believe that we can recruit a Superintendent in today's market that who would have considerable management and administrative skills as well as depth of experience in one or p g p more organizations. By adding an experienced, creative, innovative Superintendent, we are likely to make the department measurably more efficient over time, more than offsetting the cost of the position. Cons: This option is the most expensive of the three options and does not provide any real opportunity to develop other City staff. II. Alternate Public Works Department Organization -Two Supervisors (Attached) An alternate Public Works Department organization structure is attached as discussed by Council at the April 11, 2012 Work Session. This alternate consist of eliminating the Operations Superintendent position and replacing it with a second Public Works Supervisor position. The two supervisors would likely divide their responsibilities with one supervisor taking charge of streets and parks and the other taking charge of utilities and the mechanics. Pros: This option is about $19,000 less expensive that the first option while still providing plenty of supervisory backup for the division. This option would also allow us to hire /promote a person with specialized utility certifications. Cons: This option costs nearly as much as the first option, but does not provide the additional benefits of knowledge, experience and innovation that we would expect with the first option. We also believe that this structure may foster some potential for dividing the division and creating competing interests for resources within the division. III. Second Alternative Public Works Department Organization -One Supervisor plus other contingent personnel changes. (Attached) Following the Council discussion at the April 11, 2012 Work Session and after further consideration of how to streamline and adjust the structure of the Public Works Department to best utilize our existing staff, the attached recommended department organization chart has been developed. This organization chart considers the following changes to the department structure. • Eliminate Operations Superintendent position. • Update the Public Works Supervisor job description. • Restructure the Management Analyst position. • Create Lead Worker positions in Streets, Parks, and Utilities who would likely be promoted from among the existing Maintenance Workers. • r Facility Specialist position to be filled an existing Maintenance C eate Fac S tl o b ed b a Worker p p by g orker already performing most of these duties. Public Works Supervisor Job Description Update With the elimination of the Operations Superintendent position, it is anticipated that the following updates to the Public Works Supervisor job description will be necessary: • Assists with the development of department goals and long range plans. • Assigns staff across the department as needed for efficient and effective operations. • Establishes operating policy. • Oversees contract administration for Operations Division including preparation of contracts /bids, preparation of bid specification through contract advertisement and award. • Monitors contract compliance. • Coordinates and processes requisition for needed materials and equipment and obtains bids and estimates on work to be contracted. Restructure Management Analyst Position The Management Analyst position currently administers a wide variety of engineering and operation activities. These include the following: • Development and administration of subdivision agreements and development fund accounts. • Administration of developer letters of credit. • Preparation of department newsletter items, annual water report, and maintenance of department web page. • Operation and maintenance of Cartegraph system and activities. • Administrative support with budget preparation and annual review of utility rates. • Administration and coordination of WHEP program. • Administration and coordination of MS4 permit. With the proposed restructuring of the Management Analyst position added expectations and responsibilities will include the following: • Increased artici ation and support for budget development and tracking. p p pp g p g • Development and maintenance of operation scheduling for tasks, activities and resources. • Participate and support the development of department policies and practices. (i.e. Public Works Quality Standards updates, Fleet Replacement Evaluation Matrix) • Assist with the development and administration of contractual services for maintenance activities and projects. • Respond to resident calls and issues related to operation activities. • Provide training and support to Secretary for the implementation and enhanced us of Laserfische within the department and use of Cartegraph. • Prepare appropriate reports, correspondence, spreadsheets and analysis for Operations Division. Lead Worker Positions Based on the expected need for the Public Works Supervisor to have an increased effort and focus on operations administrative activities, it is proposed to create 3 Lead Worker positions within the streets, parks, and utilities areas of the Operations Division. The lead worker positions are expected to be filled through the promotion of existing maintenance staff and will be expected to provide day -to -day work direction for operations. These positions are non- supervisory and still maintain the core roles and expectations of maintenance workers for the completion of daily tasks and activities. Facility Specialist Over the past several years with Public Works assuming the responsibility for the maintenance of government buildings (not including RCC and Steeple Center), up to 80 percent of a full - time maintenance worker time is spent on facility maintenance. Continuing forward, the time and complexity for the maintenance of government buildings will increase. In recognition of this and to better clarify roles and responsibilities within the department; it is proposed to create a Facility Specialist position. This position is also expected to be filled through the promotion of an existing employee. In addition to a more clearly defined role and expectations for the maintenance of government buildings, this position will still maintain responsibility for snow plowing and other operation activities as assigned. Job Descriptions and Compensation If Council supports the proposed department restructuring, new and updated job descriptions will need to be developed along with an analysis of compensation. A very general preliminary estimate of overall salary /benefit cost savings with these proposed changes is $81,000 to $91,000. This is based on saving $116,000 with the elimination of the Operations Superintendent position and adding between $25,000 and $35,000 for the position updates. Final dollar amounts will be determined following the updating and scoring of job descriptions. Additionally, several of the proposed changes will involve discussions with the unions for the job description updates. PROS: This alternative shows the most cash savings of the three alternatives, perhaps $90,000 per year. About half of the savings would be in the General Fund. This proposal also helps use existing employees in an optimal manner. The addition of lead workers and additional help from the Management Analyst will help fill some of the gaps left with not filling the Superintendent position. CONS: This alternative does not provide the potential for future innovation that the first option offers. It is also a complicated alternative that requires union negotiations for several of the proposed changes. It also moves the current Supervisor closer in responsibilities to a Superintendent position without any evaluation of the efficacy of this. This option also may need further adjusting when a new water treatment plant is built. SUMMARY The first option, hiring a new Superintendent, has the highest out -of- pocket cost, but the City will likely receive commensurate return on investment. For example, if the division sooner or later becomes 2% more efficient than otherwise might have happened, the investment in a Superintendent position will have a positive rate of return. The third option is also attractive because the savings are upfront and assured. This option is also a good value for the money spent. The option that is least attractive is the two supervisor option since it has a relatively high cost but with few of the advantages of the first option and because of the potential to structurally encourage internal conflict over resources. The staff suggests that the Council most strongly consider the first or third options. CITY OF ROSEMOUNT JOB DESCRIPTION SEPTEMBER 2004 POSITION TITLE: Operations Superintendent DEPARTMENT: Public Works ACCOUNTABLE TO: Director of Public Works /City Engineer SUMMARY OF POSITION Provides overall supervision, direction, coordination, planning and support to Public Works operations, which includes functions in the area of streets, trails, city water and sanitary sewer systems, storm sewer systems, parks, buildings, vehicles and maintenance equipment. Supervises the Operations Division staff and oversees activities and staff development. Responsible for division program delivery and management of division assets. Assists the Director of Public Works /City Engineer with budgets, council issues, purchasing, managing contracts and ensuring the public receives effective and efficient maintenance services consistent with vision of the Public Works Department and City. ESSENTIAL DUTIES AND RESPONSIBILITIES 1. Program Direction and Coordination. • Studies organization and operations and effects changes which will enhance the effectiveness of the division. • Ensures that all applicable laws, policies, and rules of applicable local, state and federal governments are adhered to in the delivery of division activities. • Oversees the Public Works maintenance activities to meet the needs of the department. • Develops the department's goals and long range plans. • Works closely with all Public Works maintenance divisions combining efforts and consolidating work. • Assigns staff across the department as needed for efficient and effective operations. • Coordinates activities and resources with other City departments such as Parks and Recreation. • Establishes operating policy • Performs 24 -hour call in case of emergencies. 2. Supervision and Staff Development • Responsible for supervision of all staff in the Operations Division. • Encourages and coordinates employee development for staff. • Develops and coordinates training programs for staff, encourages cross training opportunities for employees, coordinates safety meetings and enforces all safety rules and regulations to ensure compliance with OSHA standards. • Performs annual performance evaluations of division staff with input and involvement from supervisors. • Administers union contract and personnel policies within the Operations Divisions • Conducts regular staff meetings. • Hires seasonal and regular staff. • Directs and assists supervisors in personnel issues. • Provides support to Supervisors and staff as needed. 3. Assets, Projects and Development • Oversees all division assets, project, development, maintenance and improvement activities. • Evaluates and defines needed improvements, develops plans and specifications as required. • Prepares appropriate reports, correspondence, spreadsheets and analysis for Operations Division. • Develops and updates policies and procedures to meet work needs and requirements. • Meets with Council, neighborhood groups, and commissions to review and present reports, policies, programs and division matters. • Oversees construction and subcontractors on projects as needed. 4. Budget and Contracts • Coordinates and oversees department Capital Improvement Projects (CIP). • Keeps the Director of Public Works /City Engineer informed of budget and CIP status for Operations Division. • Oversees contract administration for Operations Division including preparation of contracts /bids, preparation of bid specification through advertisement and contract award. • Monitors contract compliance. • Oversees budgets including preparation for Operations' division including functional areas of Streets, Equipment, Parks, Government Buildings, Water, Sewer, and Storm Sewer. • Coordinates and processes requisitions for needed materials and equipment and obtains bids and estimates on work to be contracted. • Secures needed approvals and funding. • Ensures division expenditures are within budget limits. 5. General • Responds to public inquiries and complaints concerning Operations Division. • Coordinates proper use of both internal and external resources to ensure delivery of efficient services in a cost - effective manner. • Keeps the Director of Public Works /City Engineer informed and makes recommendations on critical issues. • Maintains all credentials necessary to meet the requirements of the various governmental agencies involved. • Works with computers on various systems, programs and reports. • Attends various meetings, makes presentations and distributes information to groups or individuals as needed or assigned. • Performs other duties as assigned. MINIMUM QUALIFICATIONS 1. High School Diploma or GED. 2. Five years experience in street, highway or utility department. 3. Two years supervisory experience. 4. Vocational training in the area of heavy equipment operation, infrastructure management or construction. DESIRED QUALITIFICATIONS 1. Two years experience in street, highway or utility department management. 2. Supervisory experience in union setting handling grievances and union issues. 3. Experience with performance evaluations. 4. Thorough knowledge of municipal budgeting and the operation of local government administration. NECESSARY KNOWLEDGE, SKILLS AND ABILITIES 1. Ability to effectively manage staff. 2. Ability to manage and resolve conflicts. 3. Ability to manage multiple divisions in an efficient, effective and cooperative manner. 4. Previous experience with budgeting and handling capital requests and purchasing. 5. Experience in writing reports, RFP's, managing contracts and reviewing proposals. 6. Ability to develop and maintain positive and effective working relationships with Public Works and Parks and Recreation Departments as well as other City departments, commissions, Council, businesses and the public. 7. Ability to communicate clearly, both orally and in writing. 8. Experience with OSHA requirements /mandates, Employee Right to Know and CDL requirements. 9. Ability to physically move about properties, facilities and construction areas to carry out duties of position. 10. Ability to perform function and use or understand use of maintenance equipment used by division. 11. Valid MN Class B drivers license. 12. Computer experience and a working knowledge of MS Word, Excel, PowerPoint and Outlook. TOOLS AND EQUIPMENT Knowledge of operation and use of city vehicles and maintenance equipment, personal computer, phone, copy machine, fax machine, radio. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of the position. The employee is frequently required to walk, sit, talk and hear. The employee is occasionally required to use hands to finger, hand, feel or operate objects; and reach out with hands and arms. The employee is occasionally required to climb or balance, stoop, kneel or crouch. The employee can occasionally be required to stand for extended periods of time. The employee must occasionally lift and /or move up to 100 pounds. Specific vision abilities required by this job include vision, distance vision, peripheral vision, depth perception and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. While performing the duties of this job, the employee frequently works in outside weather conditions. The employee occasionally works near moving mechanical parts; in high, precarious places; and is occasionally exposed to wet and /or humid conditions, fumes or airborne particles, toxic or caustic chemicals, extreme cold, extreme heat and vibration. The noise level in the work environment is usually moderate. The duties listed above are intended only as illustrations of the various types of work performed, and are not all inclusive. This job description does not constitute an employment agreement between the employer and the employee, and is subject to change by the employer as the needs of the employer and requirements of the job may change. STATUS Exempt Reviewed by: Dawn Weitzel, Assistant Director of Public Works /City Engineer Jamie Verbrugge, Director of Public Works /City Engineer / - f, p----'s tom. C?= .ate N a ca 4v . N c, iJ y. W , + - 0 ` © a 0 Ii I i p L 8 f E U p a. _ w 0 14;1 1 0,51,, P i'.c/X a N - d5, O L �, U ` 0 °' c j 4 t c ta�.� Eo ° rrs j � 4 'h: Q? ) Q r N c, 111 cn O G 7 .............„.......„ / a c 0 U3 *, _ „ U)) Q Q' J t/) f 0 L C O U M -., I '� L O - O l. C CL -� a Ca .--, C/) (V . c t O (� Q ; ° ' 5 O 0 ca O '�. . Ca LL. »_ _-: = , _ c� U 101,:',:;;',..E1',1 Y' CO 0 0 C 0 r