HomeMy WebLinkAbout2.a. BudgetCITY OF ROSEMOUNT
EXECUTIVE SUMMARY FOR ACTION
City Council Work Session Date: October 13, 2004
AGENDA ITEM: 2005 BUDGET
AGENDA SECTION:
DISCUSSION
PREPARED BY: JAMIE VERBRUGGE, CITY
ADMINISTRATOR
AGE
ATTACHMENTS: Non -salary benefit renewal information
(attachment #1); Non -union salary
adjustment spreadsheet (aft #2); Public
Works current and proposed
APPROVED BY:
organizational chart (aft #3); PW job
descriptions (aft #4); PW task codes and
sampling of hours aft #5
RECOMMENDED ACTION: Give staff further direction on budget preparation
ISSUE
Continued discussion of the preliminary 2005 City budget documents.
BACKGROUND
The City Council approved the preliminary 2005 budget and tax levy at its meeting on
September 7, 2004. At that time and in previous Council discussions, staff forecasted that
there were several issues requiring additional Council discussion and direction prior to setting
the final levy and budget in December. The purpose of the discussion at this Work Session is
to continue those discussions.
Non - salary bene #ts
The City received a portion of its renewal rate information in September for 2005. The
renewal for health insurance includes a 12% increase to monthly premiums, while information
regarding dental and long -term disability insurances is still unavailable. An increase is dental
premiums is likely to be minimal, if any at all. Life-insurance rates remain unchanged.
The City of Rosemount coordinates its employees' health benefits with Blue Cross Blue
Shield of Minnesota, through the Southwest/West Central Service Cooperatives' Group
Insurance Pool for Cities /Counties /Other Governmental Units. The cooperative is
administered by the Appletree Institute. The cooperative allows the City, with its relatively
small covered- employee population, to benefit from a much larger overall pool of employees
to determine experience ratings and rates. The cooperative includes 53 cities, 14 counties,
and 33 other governmental units.
Page 2 of 7
The health insurance increase is based on a 28 -month review of the City's experience rating.
Claims in 2002 were 119% of premiums paid and 2003 claims were 104% of premiums paid.
The loss ratio for the first four months in 2004 is 85% of premiums paid. Our usage and
claims are trending in a positive direction. Whether that can be attributed to a change in
employee usage or is a result of a relatively healthy population cannot be determined at this
time. However, we are optimistic that, in the long run, experience ratings will improve
translating into more stable anticipated premium increases.
As we did in 2003, Administration convened a Labor - Management Committee to review
benefit renewals. Employees expressed concerns about the plan related to out -of- pocket
cost increases and perceived difficulty in the administration of the plan. Both concerns area
result of the City's conversion at the beginning of the year to a high - deductible plan, known
as a VEBA, which emphasizes employee- managed health savings accounts and more
awareness of the costs of health system utilization. While the City experiences a 12%
;increase in premiums, employees will experience an increase in out -of- pocket expenses if
they utilize the health network as well as a premium increase. The deductibles are increasing
from $1100 for single and $2200 for family, respectively, to $1150 and $2300. Last year, the
Appletree Institute provided a one -time grant to employees' health savings accounts as an
incentive to shift to the VEBA plan. The grant was not anticipated for this year and Appletree
has confirmed that it will not be provided. The grant amount was $240 for single coverage
employees and $600 for family coverage employees. The premium increase that family
coverage employees will experience is approximately $24 /month (from $203 to $227.33).
Single employee coverage premiums continue to be paid fully by the City, as agreed upon in
the respective labor contracts.
Several employees on the committee expressed an interest in having the City go out with a
Request for Proposals (RFP) for a new health plan as a means to reduce cost increases.
According to the City's benefit consultant, Jeff Azen of the Stanton Group, there are risks and
rewards to seeking proposals. The most significant consideration is that, based on the
'participation requirements of the Appletree Institute, the City will be forced to leave the
cooperative if we seek proposals. Another risk is that the result of the proposals may not be
as beneficial as hoped. The reward is that a provider will enroll the City at a reduced cost
compared to what is paid now. However, according to Mr. Azen, it has been the experience
of other cities that the reduced premium is short -lived as health providers will not make a
long -term commitment to reduced rates and that subsequent cost increases can be even
more dramatic as providers attempt to recoup their earlier competitive rates.
The City Administrator agreed to discuss the possibility of soliciting proposals with the City
Council.
The City's options related to the proposed premium increase are limited by the contracts with
the respective collective bargaining units committing the City to fully fund single premiums
and pay 65% of the difference in premiums between single and family coverage. The Council
may choose to discuss the employees' desire to solicit RFPs as a budget policy
consideration.
Page 3 of 7
Salary Adiustments
Implementation of equitable pay ranges continues to be a performance goal of the City
Administrator. This continues the past practice of negotiating ranges to be the average of the
Stanton Group VI cities and evaluating internal equity for comparable worth requirements.
Stanton survey results are also analyzed to assure pay is competitive with market.
Attached for Council review is information regarding the proposed compensation for non-
union positions in 2005. In addition to providing an annual market rate adjustment, staff is
proposing an increase in salary range for 5 positions (7 employees) highlighted in the
attached chart. You will note on the chart that current City ranges, Stanton ranges and Pay
Equity ranges (adjusted with market rates) for non -union positions have all been provided.
The final column notes the range that is being recommended for each position. The
recommended ranges were developed by considering each of the three factors listed below
and making an educated determination of the pay range that best fits Rosemount's unique
circumstances.
Proposed compensation is based on three different factors:
1. Assuring Pay Complies with Pay Equity Requirements. One of the main factors in
determining public sector compensation is assuring internal equity of pay by performing a
pay equity analysis. The basic premise behind pay equity is that positions which have the
same relative value in terms of points should be compensated similarly.
In the attached information, you will see that each of the non -union positions being
discussed has been assigned a point value. The number of points is established by
utilizing the Hay System, a model for scientifically assigning points to job duties. After
points are assigned, a pay equity analysis is performed which determines (based on
points) the predicted compensation for a position. The City must achieve predicted
compensation levels for a balanced number of female dominated job classes versus male
dominated job classes. If the mandated percentage is not achieved, the City is
considered out of compliance and the State may impose corrective action.
The most recent pay equity report was filed in January 2002. The numbers reported in
the attachment are representative of our current standing.
2. Assuring Pay is Competitive with Market Assurance that pay is competitive with the
market is achieved by reviewing the Stanton Group Salary Survey and adjusting
compensation for positions below the average for other Stanton VI cities (metro area cities
with a population between 10,000 and 25,000).
3. Market Rate Adjustment The final step in establishing a proposed compensation rate for
non -union position is to consider a Market Rate Adjustment (previously referred to as
COLA). This adjustment provides for an increase that is comparable to the increases
allocated to other sectors of the labor market. The actual market rate adjustment being
proposed is 3 %, the same percentage increase negotiated with the City's unions.
Page 4 of 7
Specific to the 5 positions being recommended for salary range adjustment, the Assistant
City Administrator conducted an analysis that determined that three of the positions —
Community Center Manager, Parks & Recreation Supervisors (three employees), and City
Clerk — were under compensated in both the Pay Equity and market rate analysis. All City
positions were reevaluated for Pay Equity points by the City's compensation consultant. The
analysis revealed that the positions of Assistant City Administrator and Public Works
Superintendent dramatically changed in point value due to a shift in job responsibilities. The
increase in those points warrants a salary range adjustment, however market comparisons
have led Administration to implement only half the amount of the salary- recommended
increase. The cost increase associated with the five salary range adjustments is
approximately $15,000. This figure has already been included in the preliminary budget
numbers.
Staff also anticipates undertaking a broader pay equity and market review in spring 2005 to
review the wages of all positions. This is typically done in advance of contract renegotiations.
All collective bargaining agreements run through the end of 2005 and negotiations are
anticipated to.occur beginning next summer.
Stafng Additions
Staff has proposed the addition of two public works supervisors, as well as a management
analyst in the Public Works Department. Staff perceived consensus by the Council to move
forward with the management analyst, however there were questions regarding the
supervisors that require continued Council discussion.
As discussed previously, the current Public Works structure has all employees reporting
directly to the Public Works Superintendent. Reducing the number of direct reports and
increasing the amount of direct supervision in the field is a key consideration to reorganizing
the department. There are also work duties, both regular and non - recurring, that take line
employees from the field. The addition of the supervisors should eliminate the need for
maintenance workers to handle those situations, as well as having the benefit of putting the
equivalent of a Y2 FTE maintenance worker, now performing administrative utility work, back
in the field. The supervisors are planned to be working supervisors and it is anticipated that
they will be in the field up to 50% of the time.
Another consideration for creating the positions, as detailed in previous discussion materials,
is that the Public Works Department will have the capacity to implement a number of program
goals that currently are not being performed or are currently not receiving the amount of time
necessary to fully implement.
In an effort to provide a better insight into the work being performed by Public Works
employees, staff has prepared a job duty time - spent breakout. Employees record the
number of hours worked on various tasks on their respective time sheets. Although this data
is collected, due to staffing constraints it is not currently entered into any type of system for
analysis. The breakouts have been pulled from the first week of each month in 2003. It
should be noted that, because of the one -week sampling, various seasonal duties may be
underrepresented if the events did not occur during the compilation period while annualized
r
Page 5 of 7
averages may be skewed because of the seasonal nature of those same various tasks. The
data was in raw form and would require significantly more time to effectively sort and analyze.
One supervisor would be fully funded through the Streets and Parks general fund budgets.
The second supervisor would be funded at 20% from the general fund, with the remainder of
compensation being allocated to the various utility funds. In other words, the two supervisors
have a budgetary effect of 1.2 full -time equivalents (FTE) on the general fund operating
budget.
This item is for Council discussion. If there is additional information that we can provide in
advance of the meeting, please contact me.
Pavement Management Program
In 2003, the City initiated the development of a formal pavement management program to
address the ongoing maintenance of the City's street system. The pavement management
program includes the field assessment of the condition of the City's street system and the
modeling of the condition and financial requirements to maintain the system at a determined
level. The goal of the pavement management program is to efficiently allocate dollars to the
preservation and maintenance of the City's street system at appropriate times to maintain the
streets at an acceptable level. Based on the initial modeling, three funding scenarios and
associated 20 year projections were developed and reviewed with Council earlier this year.
The first funding scenario included the following funding levels:
• Crack Sealing $35,000
• Sealcoat $135,000
• Structural Overlays $50,000
• Street CIP $750,000
• Total Funding $970,000
Based on this level of funding, the 25 year backlog, or unfunded needs would grow to
approximately $72,000,000 and the average Pavement Condition Index (PCI) for the City
street system would be at 19 on a scale of 1 to 100.
The second funding scenario consisted of increasing the total annual funding amount from
$970,000 to $1,500,000 for 15 years and then jumping -up to $3,000,000. Based on this
funding scenario, the annual backlog would remain at or below $10,000,000 and the average
PCI would remain at or above 70.
The third funding scenario consisted of increasing the total annual funding amount 10 percent
per year through 2009, level through 2020, and increasing annually.20 percent thereafter.
With this funding scenario, the annual backlog would remain at or below $5,000,000 and the
average PCI would remain at or above 70.
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The intent of the discussion is to get Council feedback on the document, timelines, and
priorities. Following the discussion, staff will present the Key Financial Strategies for
adoption at the Council meeting on October 19. This does not represent the end of the KFS
process, but rather the beginning. Staff anticipates that Council will want to start talking
about prioritizing major investment projects. The document and future year projections will
serve as the backbone for Council's discussion in the coming months as the projects —
especially the community amenities — are considered and staff is given direction to proceed.
Other Items
If there are other budget- specific items that Council wishes to discuss at the work session,
please contact the City Administrator in advance so that staff has an opportunity to compile
information that will be useful for discussion.
Also, if there is information from previous Council discussions of the budget that you would
like to reference but have not retained, please contact the City Administrator to provide that
detail.
SUMMARY
The budget discussions are necessary to give staff direction as the City Council moves
toward adoption of a final levy and budget in December.
Ar
FLANDOUT 5 2
I �
i For Coverage Year January I -- December 31, 200.E
I
1
Membership of the Minnesota Cities /Co unties /Other Governmental Units' Group Insurance Pool has elected' a nine -
member Executive Committee. The purpose of the Committee is to respond to the needs of the pool membership; to
I request and review data; to advise and to make recommendations to the pool members, to administration and to the
' Appletree Institute Board of Directors; and act on behalf of the pool - membership eiembership in the'interini of annual meetings.
I In Executive Committee session on August 5, 2004, the following formula was approved by Committee members for
presentation to pool membership. This formula proposes the renewal rate increases which will be applied to rates for
I member units purchasing health /hospitalization insurance for the coverage year be ginnin g January 1, 2005.
1
Renewal Formula for January 1 — December 31, 2005
If Needed Increase is less than 2.0% Give 3.5% Increase
If Needed Increase is less than 3.0% Give 4.0% Increase
If Needed Increase is less than 5.0% Give 5.0% Increase
If Needed Increase is less than 6.0% Give 6.0% Increase
I If Needed Increase is less than 10.0% Give 8.0% Increase
If Needed Increase is less than 11.0% Give 9.5% Increase
I
If Needed Increase is less than 12.0% 11.0% Increase
If Needed Increase is less than 20.0 Give 12.0% Increase
If Needed Increase is less than 30.0% Give 14.0% Increase
If Needed Increase is less than 40.0% Give 16.0% Increase
If Needed Increase is less than 60.0% Give 17.0 Increase
If Needed Increase is less than 70.0% Give 18.0% Increase
If Needed Increase is 70.0% or more Give 18.0% Increase
Renewal Rate Increase for
GtoupN umberk'.30 17
1/1/0,5 Nelzded Tacxease as ldentiRed. W Cardtr 20.,70-
1/1/05 Adjustment Due to FU h Case. s (&70%)
. QS
Actual Immerse Aped AccarcHng to, Fotmula, 12,00
e
PLAN INFORMATION
❑ Carrier: SW/WC Service Cooperative
❑ Group Number: CIO 17
❑ Plan: VEBA $1100 (plan number 83 0)
❑ Renewal Date: January 1St
❑ # of Employees Covered: 69
❑ City Contribution: Single Coverage: 100%
Family. 65% of the Difference between Single and Family Coverage plus
the Single Coverage
HISTORY
❑ In 1995, the City of Rosemount first became covered under SW /WC Service Cooperative.
❑ Effective January 1, 2004, the City of Rosemount offered employees a VEBA plan option.
❑ Effective January 1, 2005, BCBS Service Cooperative increased the deductible by $50 from
$1,100 to $1,150.
PREMIUM RATE HISTORY
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KA Clients — Active\Rosemount, City of\Crroup\RenewaARenewal 2005
2004 MEDICAL RENEWAL
❑ The service cooperative is requiring a 12% increase to the current plan assuming no plan design
modifications.
❑ For the four - month period from January through April 2004, the City's loss ratio is 85.19%
($124,298 of plan expenses versus $145,900 of paid premium). There is a significant amount
of lag time for these claims reports. Consequently, claims reports through second quarter will
not be available until mid November of 2004.
RENEWAL ACTION
❑ We recommend that the City of Rosemount retain the current benefit design with the required
changes and the 12% increase to the current rates. Please see renewal materials for more
information.
KA Clients — Active\R.osemount, City oAGroup\Renewal\Renewal 2005
2
HISTORY
❑ From January 1, 1995 through December 31, 1997, Fortis Benefits was the dental carrier.
❑ In 1998, the City of Rosemount changed from Fortis Benefits to Delta Dental of
Minnesota. The City received a two -year rate guarantee.
PREMIUM RATE HISTORY
2005
NA
NA
NA
2004
$36.10'
- $106.25
0%
2003
$36.10
$106.25
4.9%
2002
$34.40
$101.30
27.2 %/27.5%
2001
$27.05
$79.45
0%
2000
$27.05
$79.45
17.4 %/15.8%
1999
$23.05
$68.60
0%
1998
$23.05
$68.60
- 9.39 % /- 10.85%
1997
$25.44
$77.05
16%
1996
$21.93
$66.42
9%
1995
$20.12
$60.94
N/A
K:\ Clients — Active\Rosemount, City oflGroup\Renewal\Renewal 2005
M
4
KA Clients — Active\Rosemount, City oflGroup\RenewallRenewal 2005
f .
HISTORY
❑ In 2000, the Managed Disability Solutions provision was added.
❑ 2001, Fortis reduced the renewal from 14% to 3% with a two -year rate guarantee.
❑ 2003, originally Fortis required a 24.2% increase due to loss ratio from 10/1/98-
8/31/02. The City added full family integration provision to obtain a $35 rate per
$100 of covered payroll.
BENEFIT SUMMARY
❑ 60% of monthly pay
❑ Maximum Scheduled Amount: $4,500 per month
❑ Minimum $100 per month
❑ Elimination Period: 90 days
❑ Own Occupation: 36 months
❑ Full Time: at least 30 hours per week
❑ Employee Contribution: 100%
5
PREMIUM RATE HISTORY
2005 NA
NA
2004 $0.35
Oo /u
2003 $0.35
0.61 %
2002 $0.33
0 %
2001 $0.33
3.1%
2000 $0.32
0%
1999 $0.32
0%
1998 $0.32
0%
1997 $0.32
0%
1996 $0.32
0%
1995 $0.32
N/A
CLAIMS AND PREMIUMS HISTORY
10/1/03 — 8/31/04 NA
NA
1
NA
10/1/02 - 8/31/03 $9,742
$8,056
82.7%
10/1/01 — 9/30/02 $9,038
$13,023
144.1%
10 /l /00 — 9/30/01 $8,525
$10,791
126.6%
10/1/99 -- 9/30/00 $7,472
$12,067
161.5%
10/1/98 — 9/30/99 $7,215
$16,354
226.7%
Combined $41992
$60,291
143.6%
2004 LONG -TERM DISABILITY RENEWAL
❑ The group's long -term disability renewal is not available from Assurant Benefits
(formerly Fortis) until October 2004.
RENEWAL ACTION
❑ None recommended at this time.
A
PLAN INFORMATION
❑ Carrier: Minnesota Life Insurance Company
❑ Group Number: 22756
❑ Renewal Date: January 1"
❑ # of Employees Covered: 68
HISTORY
❑ Effective January 1; 1997, the City changed its renewal date from July 1 st to January 1 st.
❑ In 2002, Optional Life for employees, spouses and dependents was added.
BENEFIT SUMMARY
❑ Basic Life Amount: $10,000 (The Basic Life Insurance coverage for employees are paid by
the City, which includes a matching amount of Accidental Death and Dismemberment
coverage).
❑ Employee Optional Life: Up to $300,000. Guarantee Issue: $10,000
❑ Spouse Optional Life: Up to $150,000. Guarantee Issue: $10,000
❑ Dependents Optional Life: $10,000. Guarantee Issue: $10,000
MONTHLY PREMIUM RATE HISTORY
K:\ Clients — Active\Rosemount, City oAGroup\Renewal\Renewal 2005 7
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2005 LIFE INSURANCE RENEWAL
❑ No rate increase is required.
RENEWAL ACTION
❑ No changes recommended.
K:\ Clients — Active\Rosemount, City oflGroup\Renewal\Renewal 2005
PLAN INFORMATION
❑ Carrier: CNA
❑ Renewal Date: January I"
❑ # of Employees Covered: 16 employees and 10 spouses
HISTORY
❑ The City first implemented this plan August 1, 2003.
BENEFIT SUMMARY
❑ See Attached.
MONTHLY PREMIUM RATE HISTORY
❑ See Attached.
2005 LIFE INSURANCE RENEWAL
❑ No rate increase is required.
RENEWAL ACTION
❑ No changes recommended.
KA Clients — Active\Rosernount, City of\Group\Renewal\Renewal 2005
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CITY OF ROSEMOUNT
POSITION TITLE:
Operations Superintendent
DEPARTMENT: Public Works
ACCOUNTABLE TO: City Administrator
SUMMARY OF POSITION
.4 T T -r y -
JOB DESCRIPTION
SEPTEMBER 2004
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 City Administrator 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.
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.
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.
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.
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.
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.
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op I I
R.
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
J A
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 City Administrator ` Jamie Verbrugge, City Administrator
AT7 * y -2
"44 r
CITY OF ROSEMOUNT
POSITION TITLE:
DEPARTMENT:
ACCOUNTABLE TO
SUMMARY OF POSITION
JOB DESCRIPTION
SEPTEMBER 2004
Public Works Supervisor (Streets and Parks)
Public Works
Operations Superintendent
To provide overall supervision, direction, coordination, planning and support to Public
Works operations, which includes functions in the areas of streets and parks.
Responsible for the supervision, planning, management of facilities, personnel and
operations of the Streets and Parks Divisions to ensure maximum efficiency, economy
and effectiveness in providing optimum service levels in a growing community.
Assists the Operations Superintendent with budgets, council issues, purchasing,
managing contracts and ensuring the public receives effective and efficient
maintenance services consistent with vision of Public Works Department and City.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Directs and oversees the day -to -day activities of the Streets and Parks Divisions.
■ Responsible for division program delivery and management of division assets.
■ Establishes work priorities for the Division.
■ Evaluates and recommends purchases of major items for the Street and Parks
Divisions, including reviewing specifications for major equipment.
■ Monitors and inspects work sites to ensure that contractual obligations are
fulfilled.
• Operates small engine equipment along with light and heavy equipment in the
maintenance of city streets, curbs, parks and infrastructure as required.
• Manages annual trail rehabilitation project as well as maintenance of major trail
system.
• Remains aware of legislation of public agency programs relating to licensing,
building codes and chemicals, as it relates to park buildings and grounds.
• Responsible for snowplowing call out and checking road conditions.
• Takes prompt action during emergencies; on 24 hour call in case of
emergencies.
2. Supervision of Staff
• Responsible for the overall direction, coordination, and evaluation of these
divisions.
• Carries out supervisory responsibilities in accordance with the City's policies and
applicable laws.
• Recruits, interviews, trains, plans, assigns, and directs work.
• Evaluates performance; recommends discipline, suspension, transfers.
• Addresses complaints and resolves problems of employees.
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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 City Administrator Jamie Verbrugge, City Administrator
r
-g
CITY OF ROSEMOUNT
POSITION TITLE:
DEPARTMENT:
ACCOUNTABLE TO:
QTT 0 V 3
JOB DESCRIPTION
SEPTEMBER 2004
Public Works Supervisor (Utilities, Buildings and Fleet
Maintenance)
Public Works
Operations Superintendent
SUMMARY OF POSITION
To provide overall supervision, direction, coordination, planning and support to Public
Works operations, which includes functions in the areas of utilities, buildings and fleet
maintenance. Supervises Operation's staff and oversees activities and staff
development. Responsible for division program delivery and management of division
assets. Assists the Operations Superintendent with budgets, council issues,
purchasing, managing contracts and ensuring the public receives effective and efficient
maintenance services consistent with vision of Pubic Works Department and City.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Directs and oversees the day -to -day activities of the Utilities, Buildings, and Fleet
Maintenance Divisions.
■ Preserves the physical integrity of the City's water and sewer systems through
active participation, supervision, and leadership in the Utilities Division.
■ Ensures the public receives effective and efficient utilities services consistent
with the vision of the Public Works Department and the City.
• Coordinates and directs the maintenance and operation of the water and sewer
systems and the Water Treatment facilities.
• Establishes work priorities for the Division.
• Takes prompt action during emergencies; on 24 hour call in case of
emergencies.
2. Responsible for managing and implementing the remedial action program.
• Monitors wells and schedules sampling.
• Prepares required documentation.
• Reviews and recommends plans concerning contemplated modification or
expansion of the water, sewer, and treatment systems.
• Responsible for ground water treatment facilities including treatment plants and
ground water pumping stations.
• Responsible for snowplowing call out and checking road conditions.
3. Communicates effectively with other Public Works Divisions and City
Departments and coordinates various activities and projects.
4. Assists in the development of goals and long range plans, and follows through to
ensure completion.
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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 City Administrator Jamie Verbrugge, City Administrator
CITY OF ROSEMOUNT
POSITION TITLE: Management Analyst
DEPARTMENT: Public Works
ACCOUNTABLE TO: City Engineer
SUMMARY OF POSITION
,rrly t/. el
JOB DESCRIPTION
SEPTEMBER 2004
This is a professional level position of exempt classification and provides support to the
City's Engineering and Operations Divisions. The position is responsible for working with
the City Engineer and Operations Superintendent toward accomplishment of overall
Department goals and objectives.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Composes word processes, reviews, and edits written material, e.g., memos,
minutes and reports, and prepares routine correspondence.
2. Assists the City Engineer and Operations Superintendent in preparation of the
annual budget. Coordinates efforts of department administrative staff.
3. Manages the paper flow of the department by tracking the status of departmental
projects and activities and notifying the City Engineer and Operations
Superintendent of problems.
4. Monitors the processing of City Council letters, insuring they adhere to
prescribed timelines.
5. Provides training, work direction, coaching, and expertise in the direct
supervision of other Public Works Department clerical staff.
6. Assists and monitors administrative work flow through department clerical staff,
organizing their work to meet completion schedule.
7. Researches, compiles, analyzes, and organizes information, especially for
budget preparation.
8. Develops and updates system for filing, indexing, and retrieving records.
9. Collects time cards and leave applications, making sure they have been correctly
completed.
10. Tracks invoices, comparing them to relevant contracts and reviews purchase
orders for proper coding and completion.
11. Provides information, explanation, and assistance to employees and the public.
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14. Ability to edit work for both self and others.
15. Ability to use complex word processing and spreadsheet programs, including
Microsoft Word and Excel
16. Ability to type 60 words per minute.
17. Ability to establish and maintain effective working relationships with others.
18. Ability to maintain confidentiality.
19. Ability to perform basic arithmetic computations.
TOOLS AND EQUIPMENT
Photo copy machine, telephone, overhead projector, personal computer, postage
machine, calculator; any standard office equipment.
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 25
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. Noise level in
the work environment is usually fairly quiet while in the office, although the ability to
work with constant noise distractions is required.
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 City Administrator
Jamie Verbrugge, City Administrator
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CITY OF ROSEMOUNT
PUBLIC WORKS DEPARTMENT TASK CODES
TASK
CODE DESCRIPTION
972
VANDALISM REPAIR
974
WARMING HOUSE MAINTENANCE
976
WATERING SOD
978
WEED INSPECTION
A ERICKSON
B CAMFIELD
C SCHWARZ
D CARROLL'S WOODS
E TWIN PUDDLES -NORTH
F TWIN PUDDLES -SOUTH
G BISCAYNE
H KIDDER
CHARLIE'S
J JAYCEE PARK
K CHIPPENDALE
L DALLARA
M OLD CITY HALL
N CITY HALL
O DOWNTOWN
P MIDDLE SCHOOL
Q CONNEMARA PARK
R WINDS PARK
S LIONS PARKS
T SHANNON PARK (SCHOOL DIST)
U BIRGER POINT
V COMMUNITY CENTER
W ICE ARENA
X FIRE STATION 1
Y FIRE STATION 2
TASK Aft1i5
CODE DESCRIPTION
PARK
CODE
901 ARBOR DAY
903 ARCHERY BAILS
904 BRUSH CHIPPING /CUTTING
905 BUCKTHORN CHIPPING
906 BUCKTHORN CUTTING
907 BUCKTHORN /HERBICIDE APPLICATION
909 CARPENTER
910 FENCE REPAIR
912 FERTILIZER APPLICATION
914 FLOWER GARDEN
916 HALLOWEEN
918 HERBICIDE APPLICATION
920 ICE RINK CONSTRUCTION
921 ICE RINK DEMOLITION
922 ICE RINK GENERAL MAINTENANCE
924 IRRIGATION
926 JAYCEE SANDBOX FILL
928 LANDSCAPE CONSTRUCTION
929 LANDSCAPE DESIGN
931 MOWING PARKS
933 NURSERY
935 PARK CLEANUP /TRASH PICKUP
936 PARK INSPECTIONS
937 PARK SIGNS
940 PICNIC TABLE REPAIR
942 PLAN DRAWINGS
944 PLAYGROUND EQUIP INSPECTION
945 PLAYGROUND EQUIP MAINTENANCE
948 SEEDING /SODDING
950 SENTENCE TO SERVE
952 SHELTER MAINTENANCE
954 SOCCER FIELD MAINTENANCE
955 SOFTBALL /BB FIELD MAINTENANCE
956 TRAIL CHIPPING
957 TRAIL MAINTENANCE
960 TREE CUTTING /PRUNNING /TRIMMING
961 TREE INSPECTIONS
962 TREE PLANTING
963 TREE TRUST
964 TREE WATERING
965 TREE WRAPPING
966 TREE SPADING
968 TURF AERATION
969 TURF VAC
1$KCf1
Code
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600
0.5
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9
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603
100.0
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604
182.0
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625
40.0
173
1
626
240.0
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15
627
65.0
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628
809.0
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9
630
46.5
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6
633
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21.0
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22.5
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24.0
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1
654
32.0
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38.5
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6
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26.5
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4
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596.5
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681
150.5
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16
684
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112.0
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687
57.0
247
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1,499
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25.5
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695
49.5
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8
696
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2
700
175.5
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179.0
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732
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75.0
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118.5
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1
826
70.0
303
2
829
2.0
9
1
836
31.0
134
1
838
7.0
30
2
904
36.0
156
2
909
11.0
48
2
910
1.0
4
1
912
42.5
184
2
915
4.0
17
1
918
27.0
117
1
920
54.0
234
3
921
38.0
165
1
922
400.0
1,733
14
924
148.0
641
5
928
127.0
550
12
•
929
931
934
935
936
939
942
944
945
948
952
953
954
955
957
960
961
964
968
969
972
976
978
Cmp
Oth
Sic
Vac
Grand Tot-,
32.0
139
354.0
1,534
1.0
4
134.5
583
12.0
52
39.0
169
8.0
35
57.0
247
28.0
121
32.5
141
71.0
308
5.0
22
138.5
600
209.0
906
54.5
236
77.0
334
4.0
17
27.5
119
3.0
13
16.0
69
41.0
178
43.5
189
33.0
143
16.0
69
20.0
87
53.5
232
180.0
780
8,154.5
35,336
1
16
10
2
1
1
4
5
3
8
9
11
3
8
1
2
1
1
7
3
3
2
2
6
5