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.-,,�A W EN S <br /> 444 <br /> MEMOR-ANDV N1 <br /> DATE: December 151, 2008 <br /> TO: Mayor and City Council <br /> FROM: Ron Moorse,City Administrator <br /> SUBJECT: Public works Supervisory Structure <br /> Background <br /> In July of 2008, the then-current Public works Superintendent retired_ When a request was <br /> made to fill the position, there were questions and concerns from the Council regarding whether <br /> two supervisory levels were needed., and whether a Supen-ntendent position was needed vs_ a <br /> working foreman position_ Council requested that a survey of similar cities be conducted <br /> regarding their supervisory structure_ The suriiey has been completcd, and is attache( _ The <br /> results of the survey show that the vast majority of cities hake at least two lek,els of true <br /> supervision over their Public works and Parks maintenance operations- <br /> A dual question/concern raised by the Council was the question about \x,hether there is elIot1,011 <br /> v <br /> "supervisory" work to keep a superintendent busy, vs- helping out with maintenance tasks; and <br /> the concern that, if we have a superintendent vs- a working- foreman, we lose the flexibility to <br /> J <br /> have a supervisor who also has the ability to do maintenance lvork when needed- <br /> In addressing this concern, it is important to review whether the overall effectiveness of the <br /> Arden Hills maintenance operation is more dependent on the ability to plan and orvanize work, <br /> manage multiple crews, and schedule and coordinate daily and weekly projects; than on the <br /> ability to have a quasi-supervisory person who has the ability to perform maintenance tasks_ <br /> Ire an operation that includes a broad range of maintenance functions (streets, arks, water, <br /> , <br /> sewer, storm water, and equipment and building maintenance) and that has 111t1lti le crekvs <br /> worl d - _ - _ p <br /> rig on mutilple projects on a daily basis, my experi-ence is that a superx7isor can have a <br /> greater impact on enabling a smooth running, productive, maintenance operation through <br /> P g <br /> planning and organizing work than by performing maintenance tasks. <br /> In addition, while the Arden Hills maintenance operation has an excellent maintenance staff at its <br /> foundation, i1 does not have in-place a number of elements that support and enable staff efforts ppfl s fl t 1 forts <br />