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HomeMy WebLinkAbout1B, Public Works Maintenance Staffing & Workload �;�►. Its.— EN HILLS MEMORANDUM DATE: March 15, 2010 Item LB TO: Honorable Mayor and City Council Members FROM: Greg Hoag, Public Works Director Sue Iverson, Acting City Administrator SUBJECT: Public Works Maintenance Staffing and Workload BACKGROUND Since the retirement of Public Works Superintendent, Jim Perron in June 2008, the Arden Hills Public Works Department has been functioning with a seven person maintenance crew and an Acting Working Foreman, all of which are union positions. Prior to this time dating back to approximately 2001, the Public Works crew consisted of eight maintenance positions (union) and a Superintendent (non-union) operating out of the maintenance facility, and a Director who offices at City Hall. Prior to 2001, the maintenance operation operated as two separate divisions: • Public Works which functioned with a crew of six (one of which was a working foreman) and all six positions were union. In addition there was also a Director of Public Works. • Parks which functioned with a crew of three (one of which was a working foreman) and all three positions were non-union. There was also a Parks and Recreation Director. The total working maintenance crew for the City was nine workers. The City Council has formally discussed the Public Works Department staffing model five times since it was first introduced at the May 12, 2008 City Council meeting when we received notice that then Superintendent Jim Perron was retiring. Twelve months prior to Jim's retirement, the City Administrator and the Public Works Director began working on a process to review internal candidates to fill this vacancy. After discussion at this meeting Council tabled the item pending further Council discussion. Attachment A 12, 2008; Request for Council Action and Meeting Minutes) (May • At the August 25, 2008 City Council meeting staff recommended the promotion of Joe Mooney to the position of Superintendent. After much discussion Council tabled the request to a Work Session. Attachment B (August 25, 2008; Request for Council Action, and Meeting Minutes) • The September 15, 2008 Work Session included a discussion on both the overall City organizational structure and the organizational structure of the Public Works maintenance department. This discussion was focused on the differences between a Superintendent and a Working Foreman. The direction given to staff during this discussion was to research the organizational structures of other cities of similar size in the metro area and to bring this data back to the Council. Attachment C (September 15, 2008; Request for Council Action, and Meeting Minutes) • At the December 15, 2008 Work Session, three items relating to Public Works staffing were discussed: 1) Public Works Supervisory Organization, 2) Acting Superintendent Pay, 3) and Public Works Staffing. 1) After much discussion about the differences between a Superintendent and a Working Foreman, Council directed staff to provide further information on the pros and the cons related to each position. 2) Council directed staff to bring forward a request to authorize a temporary - position of Acting Working Foreman. Council also directed staff to bring forward a request for a compensation adjustment for this temporary acting position. 3) Council discussed the two current vacant maintenance positions. The first vacancy was due to the separation agreement that had been reached with an injured employee. There would be a second vacancy if an existing Maintenance employee was to be promoted to Superintendent /Working Foreman. Consensus was that the positions should be filled, however since no decision was made to fill the Superintendent/Working Foreman position the second vacant position remained unfilled. Attachment D (December 15, 2008; Request for Council Action, and Meeting Minutes) • At the January 12, 2009 City Council meeting, Council authorized Acting Working Foreman pay for Joe Mooney. Attachment E (January 12, 2009; Request for Council Action) • At the March 9, 2009 City Council meeting Todd Hansen was appointed to fill the first vacant maintenance position. • Most recently at the October 19, 2009 Work Session, staff recommended that the Acting Working Foreman Position become a permanent position to replace the old Superintendent position, and that the eighth vacant maintenance position be filled. The City Council generally agreed that the Working Foreman position could move forward; however more information regarding the need for filling the eighth maintenance position was requested if this position became a Working Foreman. Attachment F (October 19, 2009; Request for Council Action, and Meeting Minutes) 2 Several questions were asked by City Council at the October 19, 2009 Work Session when this issue was last discussed. The questions and answers to these questions are answered below: How many hours of overtime has our crew been working? The average overtime worked in the last five years has been just over 1,300 hours per year. Of the 1,300 hours 720 hours is accounted for in weekend utility checks and standby(on call duty). Staff needs to quantify approximately 1600 hours of additional work that would be completed comp l i the eight full time Maintenance position was filled. (It was requested to f focus on winter projects and operations) The winter season has become the biggest question as to what the crews do or what other work would be completed if we filled the eighth position. The winter season, from November 15 to March 15 consists of 80 working days or 640 hour per person. During this time we average 30-35 snow events. Following each event, we typically are completing cleanup and equipment repairs for the next day or two. The crew is also split for 2-3 weeks in early December to provide for a night crew to flood our rinks. Once the rinks are established, a crew of 2-3 people cleans and floods the rinks daily. Our winter operations are heavily dependent on larger crew sizes. For the most part, each task needs a minimum of three people to complete them. Regular winter work such as snow removal, daily utility system checks and locates, equipment maintenance, water main breaks, water meter reading, lift station repairs, winter pot hole patching, and specialized training accounts for approximately 3,640 hours and when adding vacation hours of 462 hours, we actually spent 4,102 hours this last year on core winter services. However, additional items such as tree trimming, preventative maintenance on lift stations, and televising sewers could have been done during the winter season. The following question accounts for most of the additional 1600 hours staff was asked to quantify. What are the preventative maintenance items we are unable to complete? Regular sanitary sewer cleaning is one of the areas that we are still struggling to keep up with. Sewer cleaning involves a 2-3 person crew to complete. The vehicles needed (the Jetter and Vactor) require a Commercial License to drive, thus full time staff is needed to drive and operate them. The League of Minnesota Cities (LMC) recommends that all sewer lines be cleaned every three years. Slightly more than half of our sewer lines are clay pipes es which allow roots to intrude through the joints. Root cutting must be completed before the cleaning process. This also adds to the time and staff resources needed to complete our regular sewer cleaning operations. The annual sewer cleaning project takes approximately 6-8 weeks to complete. Operating one sewer crew for cleaning and televising in 2009, along with the project area having many root problems, our crew was only able to clean 30,000 feet. The area which was focused on in 2009 had to be cleaned twice, once with a root cutter, and once with the regular cleaning nozzle. Sewer televising is best completed shortly after cleaning. The past two summers the same crew that cleans the sewers has televised them. This has allowed for only one of 3 the operations to be active at any given time. Sewer cleaning and televising alone could account for the extra time needed from a full time employee in the summer months. The extra labor needed is estimated to be around 350 hours. We are currently televising approximately 23,000 feet of sewer per year, which is approximately ten percent of our system. Currently we are meeting the LMC recommendations for sewer televising but not for cleaning. One of the components needed to qualify for the LMC no fault sewer back up insurance coverage is a history of the ability to complete routine cleaning of all sewer lines every three years. Preventative maintenance of our 14 lift stations is an area that we have had difficulty completing to the degree needed. Quarterly, the walls of the wet wells should be pressure washed and the wet well should be vacuumed out with the Vactor truck. Additionally, preventative removal of each pump for cleaning and inspection should take place, as well as testing of the emergency alarms. Recently we have only completed this task once per year which puts us at risk for more pump related issues and increased emergency repairs. This is a task that takes approximately 4 hours per lift station and is a two person task. This would account for approximately 350 additional hours.The American Water Works Association (AWWA) recommends that all water main valves be exercised annually. We have approximately 750 valves in our system. Assuming that each valve will take 15 minutes to complete, this task would take approximately 200 hours to complete. Another recommendation from the AWWA is that all fire hydrants be flushed and exercised twice per year. We currently complete this practice only once per year. An additional 130 hours would be needed to flush the city's 520 hydrants at 15 minutes per hydrant. As we complete more projects each year our Public Works staff is often relied on for information on the existing utilities in the area. Prior to each PMP project we televise the sewer system to note any defects which will need correcting, as well as review the water utility system for any needed repairs. Our Public Works staff spends approximately 60-80 hours in preparation for a PMP project. Our Storm Water Utility is an area that requires more resources than we have been able to provide the past several years. We estimate that approximately 500 hours are needed for cleaning of storm sewer pipe and pond outfalls, as well as an additional 100 hours of annual storm water infrastructure inspections related to our MS4 (SWPPP) permit requirements. Routine tree trimming in the parks, trails, and streets is an area that requires additional annual attention. We estimate that routine trimming could account for 300-400 hours of our staff s time annually. This trimming would be in addition to the work that is completed each year by our contracted tree service. The work that they complete requires the larger bucket trucks which are not part of our fleet. As is also noted in the Public Works Year in Review (November 2008 — October 2009) included as Attachment G. Our Acting Working Foreman is currently spending 50 4 percent of his time as a member of the crew and 50 percent of his time completing organizational tasks for the department. The loss of time while he is operating as a member of the crew has also caused a ripple down effect, the Public Works Director has had to spend a substantial amount of time in coordinating and scheduling routine tasks for the crew. Tasks which we would expect the Foreman or Superintendent to complete include: mapping and as-built updates, files and reports such as assisting the Director with the annual MS4 permit report, as well as general electronic recordkeeping which has been put aside because other tasks and emergency situations become the priority as this position has had to function as part of the working crew. With the Public Works Director completing tasks which normally would be completed by the Foreman or Superintendent, it has left a void of duties and tasks that the Public Works Director position would normally complete. Many of these tasks have been completed by the Roseville Engineering Staff or by other Consulting Engineers thus causing some of the workload issues with our current Engineering Agreement with Roseville. A substantial amount of information has been provided in this memo. Staff hopes it has answered all of the questions raised during previous discussions. This is an issue that needs to come to resolution. It has continued to bring the morale of the department down, and has caused workload and safety issues for the entire department. We are beginning to see an increase in work related injuries. After review of these injuries it is believed that our maintenance employees are feeling the stress of having fewer employees to complete the same amount of tasks as in the past. Also included for review are the following three attachments: • Attachment H- Draft Memorandum of Understanding for a Working Foreman Position • Attachment I- Subdivision 17 of the Public Employer Relations Act, which lists the 10 items that define a"Supervisory Employee" • Attachment J- Draft Working Foreman Position Description Council Direction Requested 1) Council direction to bring forward a recommendation to the next regular meeting a request for a permanent Working Foreman or Superintendent position. If the direction is a Working Foreman, a memorandum of understanding will need to be authorized by the collective bargaining unit as this will become a new position within the current Union Contract. 2) Authorize staff to fill the vacant Public Works Maintenance position which will be created due to the promotion of an existing maintenance employee to the position of Working Foreman or Superintendent. 5 Attachment A May 12, 2008 Request for Council Action, and Meeting Minutes ORIGINAL EN HILLS Request for Council Action ....................... Prepared By. Greg Hoag Council Meeting Date. May 12,2008 Public Works Superintendent Retirement and Replacement Process Budgeted Amount: Actual Amount: Funding Source: $0.00 $0.00 Recommendation. 1. Motion to accept the resignation of Jim Perron,Public Works Superintendent, effective June 30., 2008_ 2_ Motion to approve the position description for the Public Works Superintendent,and to authorize staff to advertise for the position at Grade 8 (salary range$51,912- $64,890) ------------------------------ Supporting Documents: ------------------- ___--- . _____ 1. Memorandum dated May 12,2008 from Noah Simon,Assistant City Administrator,; and Greg Hoag, Public Works Director 2 Public Works Superintendent position description 3_ Resignation Letter dated April 26,2008 from Jim Perron, Public Works Superintendent ENj_MLS MEMORANDUM DATE: May 12, 2008 TO: Honorable Mayor and City Council Jim Willis, Interim City Administrator FROM: Noah A. Simon, Assistant City Administrator Greg Hoag, Public Works Director SUBJECT: Public Works Superintendent Retirement and Replacement Process Back round On April 30, 2008, Jim Perron, Public Works Superintendent submitted the attached letter of resignation effective .tune 30, 2008. Jim has worked in the Public Works department in several different positions for the past 19 years and is an exceptional employee. Jinn's knowledge and hi-story of the City and his superb work ethic will be missed. Staff has worked with the City's compensation consultant to prepare the osition desen- Lion and p p position classification. The position classification is Grade 8. The pay range for Grade 8 is $5 11912 at step I and $64,890 at step 8. Requested Action Motion to accept the resignation of Jinn Perron, Public Works Superintendent, effective June p � 30, 2008. Motion to approve the position description for the position of Public Works Superintendent p p p nt and to authorize staff to advertise for the position at Grade 8 (salary range$51,912-$64 890). EN HILLS CITY OF ARDEN HILLS POSITION DESCRIPTION Position Tide: Public Works Superintendent Department: Public Works Department Accountable to: Public Works Director Positions Supervised: Public Works Maintenance Workers Status: Full-Time, Exempt SUI1lII1llIARY Assists the Public works Director in planning, directing, supervising, and coordinating 9 g g maintenance activities within the Public Works Department including Streets, Water, Sewer, and Parks_ The Superintendent monitors the day-to-day p-to-da operations of the Public Works Department and assists the Public works Director in ensuring y that the City is in compliance with all applicable laws, rules, regulations, policies, and ordinances_ ESSENTIAL FUNCTIONS of THE POSITION Coordinates daily work plans, sets priorities, and assists the Public Works Director with managing the day-to-day operations of the department. Prepares and implements policies P and procedures to more efficiently improve operations and service delivery. Establishes work load priorities and daily activities, addresses immediate needs and emergencies_ Inspects, oversees and manages daily projects and project sites. Assists in the preparation of annual department operating p p and capital improvement budgets_ Develops long and short range planning goals for the Department- Keeps the Public works Director informed of all important developments that may � � y adversely affect the City- Maintains and collects accurate data and information for Public works related activities programs, and equipment. Provides information to the Public Works Director to determine and plan purchases of equipments materials, and supplies. oversees the purchasing of p P 9 Public works related items that abide by the City's purchasing guidelines and budget limitations prepares specifications and bidding information. Coordinates the maintenance and repair of Public works related infrastructure_ Coordinates and schedules staff for snow events including plowing, and ice control.l. Performs other duties as apparent or assigned. SUPERVISORY RESPONSIBILITIES Directly supervises employees in the Public Works Department- Carries out t supervisory responsibilities in accordance with the City's policies and applicable laws- Responsibilities include: training employees; planning, assigning, and directing work; assistingin evaluating - a uating performance, 'issuing oral reprimands; addressing complaints and resolving noble - -include - -problems- Responsibilities also the ability to effectively recommend hiring; 9 rewarding; transferring; promoting; disciplining, suspending; demoting and discharge of employees � 9 and the adjustment of grievances- QUALIFICATION REQUIREMENTS To perform this job successfully, an individual mast be able to perform e . _ P each essential duty satisfactorily_ The requirements listed below are representative of the knowledge, skill, and/or ability required- Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions- MINIMUM EDUCATION and/or EXPERIENCE High school diploma or general education degree (GED)'- and seven g (7) years progressively responsible related experience in the Public works field, including a minimum of two (2) years supervisory experience; or an equivalent combination of education and experience_ DESIRED EDUCATION and/or EXPERIENCE At least ten (10) years progressive) responsible related experience in th Y p p e Public Works field, including five (5) years supervisory experience; or an equivalent combination p g of education and experience- LANGUAGE SKILLS Ability to read and interpret documents such as safetyrules, operating and maintenance p 9 instructions, repair manuals, blue prints* plan sheets, and procedure manuals. AbilitY to prepare routine reports and correspondence- Ability to give and follow oral and written instructions. Ability to communicate effectively both oral/ and in writing with supervisors,Y g P , co-workers, City staff, consultants and the general public- MATHEMATICAL SKILLS Ability to add, subtract, multiply, and divide in all units of measure, using whole numbers, common fractions, and decimals. Ability to compute rate, ratio, and percent_ Ability to make computations for perimeters, areas, volumes, rate of flow, dentention time, slope or grade. OTHER KNOWLEDGE, SKILLS AND ABILITIES Considerable knowledge of equipment and vehicle maintenance and repair including procedures, methods, and tools_ considerable knowledge of Public works operations including methods, tools, and practices. The ability to operate various types of light and heavy equipment_ Ability to perform manual labor_ Knowledge of safety policies and procedures_ Knowledge of infrastructure maps_ working knowledge of computer's and software applications. CERTIFICATES, LICENSES, REGISTRATIONS Valid Class B Commercial Drivers License with Tanker Endorsement Class S-D Waste Water License Class D Water Operator License Or. ability to obtain within six (6) months of hire Valid class A Commercial Drivers License within one (1) year DESIRED CERTIFICATES, LICENSES, REGISTRATIONS Minnesota Pesticide Applicators License Tree inspector certificate Minnesota commercial vehicle inspector Certificate Playground Inspector certification 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 this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions_ While performing the duties of this job, the employee is regularly required to stand? use q hands to finger, handle, or feel objectsT tools, or controls; and walk_ The employee frequently is required to reach with hands and arms, and talk or hear_ The employee is occasionally required to sit; climb or balance; and stoop, kneel, crouch, or crawl_ The employee must frequently lift and/or move up to 25 pounds, and occasional/ lift Y and/or move more than 100 pounds_ Specific vision abilities required b this job include q Y close vision, distance vision, color 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_ Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions_ while performing the duties of this job, the employee regularly works in outside weather conditions and near .moving mechanical parts_ The employee is frequently exposed to fumes or airborne particles and extreme heat_ The employee is occasionally exposed to Bret, humid conditions; high, precarious places; toxic or caustic chemicals; risk of electrical shock, and vibration_ The noise level in the work environment is usually loud_ eceived April 26,2008 City of Arden Greg Hoag, Public Works Director City of Arden Hills 1245 West Highway 96 Arden Hills, Ma- 55112 Dear Greg Hoag, It is with great satisfaction and professional and personal fulfilliment that 1 notify you of nay resignation as Superintendent for the City of Arden Hills_ _ During my nineteen years at Arden Hills, 1 have enjoyed growing with the City_ I have made many contributions in all the positions I've held here,which has been a great accomplishment for me_ This includes my original start in maintenance, then as a working foreman and in my concluding rote as Public Works Superintendent 1 want to peronally thank you for allowing me these opportunities_ My nineteen years at Arden Hills have been rewarding,and t bave been able to develop my skills and fu#hll my interest in Public Works- 1 am grateful for the time 1 have spent with the City of Arden Hills, and for all that 1 have learned_ My official resignation will occur on and no later than,tune 301 2008_ Again my sincerest gratitude for the memories and knowledge Respectfully, Jaynes Perron cc: Council Members; City of Arden bill ARDFN HILLS CITY COUNCIL—May 12,2008 4 inn111da tha 1. Motion to Approve the Settlement Agreement in the walker Assessment Appeal MOTION: Councilmember Grant moved and Mayor Harp stead seconded a motion to approve the Consent Calendar and to authorize execution of all necessary documents contained therein_ The motion carried unanimously (5-0). 5. PULLED CONSENT ITEMS A. Motion to Approve the Position Description for the Public works Superintendent and to Authorize Staff to Advertise the Position Assistant City Administrator Noah Simon stated that with the resignation of Jinn Perron the g _ City could begin the process of advertising for this position in order to avoid having a vacancy. Y Councilmember Holden stated that over a year ago the City had started a two-tier path and an g Y internal training process for two individuals that were interested in this position_ She asked if they were being trained and why the City was not looking at them to fill the upcoming vacancy. Public Works Director Greg Hoag stated that this process had been started twelve to fourteen months ago and that they did have two individuals that were currently working through the process. Interim City Administrator Jim Willis stated that by advertising the position the City would have more than two candidates to consider for the position of Public works Superintendent and that advertising the position did not exclude the internal candidates from being considered for the position. MOTION: Mayor Harpstead moved and Councilmember Holden seconded a motion to table item 5A, the Motion to Approve the Position Description for the Public Works Superintendent and to Authorize Staff to Advertise the Position. The motion carried unanimously(5-0). B. Motion to Approve the May 5 2008Quote from Tierne-V Brothers Inc. for the Replacement and Repair of the Multimedia System in the Council Chambers for an Amount Not to Exceed $15 467.45 from the Cable Fund Planner 1 Meagan Beekman provided the Council with the ar background regarding the g g g multimedia system in the Council Chambers and the problems that would need to be addressed and fixed in order to ensure that the investment was protected. properly g e 'q ment Councilmember Holden stated that the problem with movie the equipment ment to the equipment . p q p room at this time was that the room was not properly ventilated for the equipment that was Attachment B August 25, 2008 Request for Council Action, and Meeting Minutes s --_--may( t i� HILLS i Request for Council Action � r t Prepared By: Ron Moorse 1 Council Meeting Date: August 25, 2008 i Public Works Superintendent Promotion a � Budgeted Amount:------ 1 Actuat Amount-_---- --------- Funding Sflurce --_--' NA NA NA I-Recommendatflon- 4 Approve the promotion of Joe Mooney to the position of Public Works Superintendent effective August 20. 2008_ with a salary of $57.4 74_ which i - - Y s step four of level 8 of the City s pay schedule- , 1 , }f� 7 1i Jfi l Supporting Documents _ Memo from Ron Moorse dated August 25. 2008 1 � I i t , a �i f 1 1 ' t i � ILLS N1EA/10R_j-k DUN1 DATE: August 21, 2008 To: .Mayor and City Council FROM: Ron Moorse, City Administrator SUBJECT: Public Works Superintendent Promotion BACKGROUND/DISCUSSION With the retirement of Jim Perron from the position of Public Works Superintendent,- after 1 9 years of service, the City has a vacancy,, in the Superintendent position_ As part of a succession planning process; in 2006, the City requested the Public Works employees to to indicate whether P � r they were interested it] participating in a training and development process that had the potential to lead to a promotion to the Superintendent position_ T,�vo employees indicated an interest in pal-ticipatirig ii, the process- These were Joe rvloonev and Aaron Andrews- �uring the ast twoP years, both have taken on additional responsibilities, including leading the public works crew - . � re �n the absence of`the Public Works Superintendent_ With the retirement of the Public Works Superintendent in July, the next step in the succession process was to interview the two employees for the Superintendent position- On August 5, an interview .process xvas completed- The interview panel included Greg Hoao,, Public Works Director; Michelle Olson, Parks and Recreation l��lar�a�er; Ron ,��oorse, City Adrrtinistrator- an v J , d Duane Schwartz, the Roseville Public Works Director_ The interview..-panel selected Joe Mooney as the top candidate- RECOMMENDATION MENDATI0N It is recommended that Joe Mooney be promoted to the , - Superintendent position effective August 2 , _008, with a salaryof � 4?4, wb.-ch is step four of I_evel 8 of C;ty s salary schedule_ The promotion of_toe Mooney to the Su erintendent position will leave a vacancy in a - _ P p Public Works Maintenance Worker position_ hl planning for this transition, it is recommended that during the majority of the new Superintendent's six month probationary period, the City extend the work time of two seasonal employees to provide continued staffino to cover the Public Works maintenance position vacancvll rather than moving forward immediately N,;.-ith a full-time dvcuments'ACri's�RCA P%V;upt 8-21-08.dtK 8121/2008 Page 2 maintenance position hiring process_ This will provide continued staffing dun-n the�, g st�rnrner and fall seasons, and will also provide flexibility in terms of ensurino, Joe M �s successful _ _ - � Mooney y ssfni In the superintendent position before we fill his vacant maintenance position- RECOMMENDED COUNCIL ACTION Motion to approve the promotion of Joe MooneytheS en- t - - tou p n endent position effective August 261Y 20081, with a salary of S 57,474. which is step four of Level 8 of the Cit 's salar •schedule-y � ARDEN HILLS CITY COUNCIL—August 25, 2008 {, City Administrator Moorse stated this was a recommendation to promote Meagan Beekman to the position of City Planner. He stated that Meagan has demonstrated the abilities and skills necessary to make her successful in this position. MOTION: Councitmember McClung moved and Mayor Harpstead seconded a motion to approve the Promotion of Meagan Beekman to the position of City Planner effective August 26, 2008. The motion carried unanimously (5-0). D. Public Works Superintendent Promotion City Administrator Moorse stated this was a recommendation to promote Joe Mooney to the position of Public Works Superintendent. He stated that the City had started a training process two years ago with two current employees who were interested in the possibility of being promoted when the current Public Works Superintendent retired. He also stated that the Public Works Director, Greg Hoag, the Parks and Recreation Manager, Michelle Olson, the Public Works Director of Roseville, Duane Schwartz, and himself had all interviewed both candidates. Mayor Harpstead clarified that the promotion would take effect after Jim Perron, the current Public Works Superintendent, retired. Councilmember Holden asked how the field work, service, and interview were weighted in the process_ City Administrator Moorse stated the information that was available from the last couple of years was reviewed and then the two candidates were interviewed. He stated that based on all the information and the interviews staff would like to recommend Mr. Mooney for the position. Councitmember Holden asked if either of the candidates had previous supervisory experience. City Administrator Moorse stated that they had supervisory experience on an interim basis when the current Superintendent was on vacation. Councilmem6er Holden clarified that the candidates had not been responsible for hiring, firing or disciplinary actions. ARDEN HILLS CITY COUNCIL—August 25, 2008 7 Mayor Harpstead asked if the Public Works Director position involved hiring, firing, or disciplinary actions. City Administrator Moorse stated that the Public Works Superintendent is part of the process but not the decision matter. Councilmember Grant stated that the City has not had an opportunity to meet with City Administrator Moorse to discuss the City's organizational structure. He stated he would vote against this promotion until the City has reviewed the organizational structure with City Administrator Moorse. Councilmember Holden asked for clarification in the differences between the Public Works Director and the Public Works Superintendent positions. City Administrator Moorse stated that the duties of the Director are broader than those of the Superintendent. The Director supervises the Consultant Engineers, the Parks and Recreation Manager, and the Public Works Superintendent. The Superintendent deals more with the day to day operations of the department such as scheduling, coordinating, and assigning work. Councilmember Holden asked if this position was more of a lead position versus a supervisory position. City Administrator Moorse stated that this position would be a supervisory position and the person would be responsible for scheduling, planning, and coordinating work. Councilmember Holden asked if the Superintendent would be responsible for disciplinary actions. City Administrator Moorse stated that the Superintendent would have a say in discipline actions. The supervisor could make a decision at the work site and then discuss the matter with the Director or the City Administrator for further action. Councilmember Holden stated that she would not be in favor of extending the work time of seasonal employees. She asked if the promotion is approved if this would automatically include the extension for the seasonal employees. Mayor Harpstead stated that the proposed motion would be to put one person into a position that already exists on the organizational chart and that it does not include the seasonal workers. ARDEN HILLS CITY COUNCIL—August 25,2008 g Councilmember Grant stated that the Superintendent position was created in 2001 as a result of merging the Parks Maintenance Department and the Public Works Maintenance Department. Councilmember Hoiden asked why the two departments had been merged Councilmember Grant stated that the departments had been merged in order to be more effective and to balance the work over the different seasons in both departments_ Councilmember Holmes stated that the recommendations and actions being requested needed to be discussed further by the Council. MOTION: Councilmember Holmes moved and Councilmember Grant seconded a motion to table the promotion of Joe Mooney to the position of Public Works Superintendent to the next available work session. The motion passed 4-1 (Mayor Harpstead). E. PC# 08-023 — Approving Smiths Medical's request to modify the Conditional Use Permit procedure to permit them to construct a minor exterior modification throu h the building permit and administrative review process Planner I Meagan Beekman stated that the request was to modify the Conditional Use Permit procedure to permit Smiths Medical to construct a minor exterior modification through the building permit and administrative review process. She explained that the company is proposing to fill in approximately 500 square feet of what is currently an open-air entry with glass. She also stated that the zoning code permits this type of modification with Council approval, and that the proposed changes on the existing structure are insignificant and would have no impacts on the Conditional Use Permit criteria. If this request is approved, all other review requirements and City and Building Code requirements would apply to the project and application. Councilmember McClung clarified that this type of request to modify is done on a case by case basis_ Mayor Harpstead stated that approving this request would not change the code. Councilmember Holden asked if there were any conditions listed with the request. Attachment C September 15, 2008 Request for Council Action, and Meeting Minutes I EN ImLLS Request for Council Action s Prepared By. Ron Moorse ; Council Meeting Date_ September 15,2008 Organizational Structure Budgeted Amount: Actual Amount. Funding Source: N/A NIA NIA Recommendation-- NA t Supporting Documents- I- Memo from Ron Moorse re- Organizational Structure dated September p ber 15, 2008 2- Memo from Ron Moorse re- Public Works Organ Structure 5 g e dated September ��, 2008 HILLS MEMORANDUM DATE: September I5, 2008 TO: Mayor and City Council f FROM: Ron Nloorse City Administrator- �� SUBJECT: Organizational Structure Goals The key goals that are the basis of the design of the organizational structure are as follows-- • The organizational structure reflects and enables the accomplishment of City goals and functions 0 Provides a management structure to effectively direct related activities Ensures the activities included in the department match the overall focus of the depar ment i Encourages cohesix e. cross-trained work groups organized around related functions • Provides the capacity to manage projects on both an on-going basis and an ad hoc basis Enables day-to-day operations to consistently function vv'ell Enables capacity for developing a long terra view to enable being proactive vs_ reactive proactively identifxring problems,challenges and opportunities- and proactively developing plans and strategies to put the City in a position to effectively take advantage of opportunities_ and address problems and challenges Organizational Design Outline With these goals as the foundation. the organizational structure is based on the City - Administrator supported by three department director level positions with clearly defined responsibilities and capacity for bath the management of day-to-day operations, and long tenii planning and strategy.; and also supported by staff with project capacity—ability to manage and complete, and support the completion of, projects that may involve one or more departments_ The three depam-nent director level positions are the Finance Director, the Public Works Director_ and the Community Development Director- The key elements of their responsibilities are outlined belokv- 1�teIro-inet ardenhIII;Admin',01 R�rninistracc�r t,er�er�f+C�t�t��i�ent5 RL:�'<iZ(.�i'rQaniz ctt-ucture 9-i 08—doc r 9/12f2008 Wage 2 Finance Director Ensure accounting and financial reporting and controls are provided consistently well to ensure the City's financial resources are protected_ The Finance erector plays the lead role in providing long term financial planning, and developing long term financial strategy_ Public Works erector Ensure Public Works maintenance operations are handled consistently well, so that system users routinely experience no problems_ Provide for a balanced, well organized program of affordable recreational activities, and ensure the facilities necessary for the programs are available and well- maintained- The Public " corks Director also provides leadership far identifying and understanding future issues_ and for multi-year planning for infrastructure improvements_ Community Development Director Ensure se"Tice and regulatory activities are canied out consistently well, Le_ building permit processing_planning application processing, complaint response/code enforcement- The Community Development Director plays the lead role in planning and implementing a program of economic development and community development to maintain and strengthen the economic vitality of the Coo. and to provide the building blocks necessary to create the community envisioned by the City s residents and Cite Council_ An organizational chart that reflects this desi�;n is attached_ ca v v � � V --� C �4 a3 v ate O v CL4Y-EIJ- C� v_ G to u o _ cts L ` J C i - cncl =n' U V Q3 f u% > u C a.r _ CJ. CCM _ I3 v v: y � � +.. - Un r� CD C J V JU rl cv u u > LP iz C cs C es . = G � c HILLS NI ENIORAN DUNI DATE: September 15, 2008 TO-- Mayor and City Council FRO NI: Ron oorse, Cott Administrator f SUBJECT: organizational Structure-Niblic Works Maintenance Goals The goals of the organizattonal structure of-the Public works maintenance function are as follows. The organizational structure reflects and enables the accomplishment of Public works maintenance goals and #tinctiolls Encourages a cohesive, cross-trained work group i Enables day-to-days operations to collsistend'y function well Options There are two main options for oroam-zin� the Public works Maintenance function A— Public works Superintendent mangling and supervising the 8-person maintenance crew �. P B_ Working foreman/foremen prop-idi111`da1:-to-dav work coordination and assiortments for the maintenance cre\v The follow ino, is an analy°sis of the pros all d cons of these two o Lions_ P A,.nalvsis Option A Pros-_ --The PSI Superintendent is a true supervisor, has supervisory authority, is independent of the labor union, and has a mana(2enient perspective --The Parr Superintendent has an overall perspective to assist in determining pnonties re: Streets. Parks, etc- --The Pw Superintendent has sufficient time to plan, ol-Uanize, schedule, and ass11011 multiple daily- projects for the 8-person crew- --Public Works employees have the opportunity to take on the role of project leader in the field- --This structure matches the philosophy of a cohesive, cross-trained pool of Public Works employees '..17eir -net aril nl��;c`•,1d��}jam- ��1 Administrator Gleacral J0ttjj1)en1c.RC'A's.RC A PW maim org struct.9-1 5,-0,R.doc v ' a g 7112/2008 Page 2 --The Superintendent is focused on planning, organizing,scheduling and assigning work to enable the crew to operate efficiently and effectively Cans --The Superintendent is firnited in doing maintenance work --The Superintendent is on job sites less than a working foreman Option B Pros: --The working Foreman can assist with the work of the crew --The working Foremen can be on the work site more with the creel Cons: --A working foreman is not separated from the union,so does not have authority regarding personnel issues --A working foreman is pulled between organizing 1-vork and doing work_ This can create tension, and can reduce the productivity of the crew i f too much time is spent doing vs_ organizing work- --A working foreman is generally focused on one or two aspects of maintenance operations,i_e_ water,or water and sewer, which does not facilitate priority setting among the multiple maintenance operations, i_e_ streets, parks, water, sewer, storm sewer, fleet maintenance_ --with a crew of 8,(with an additional 7 seasonal workers during the busiest portion of the year)and multiple maintenance activities. a single working foreman could not plan, schedule, and organize the work of the crew and still operate as a working foreman_ Either the "working"element would suffer, or the"'foreman"element would suffer- --multiple working foremen would be needed to manage the Public works maintenance operation_ Looking ahead to the development of TCAA-P, the scope of- maintenance operations will increase substantially, as well as the size of the crew, making it more difficult to manage the crew with one or more working foremen- --With two or more working foremen, the amount of time spent organizing work vs_ doing work becomes equivalent to a full-time maintenance position, resulting in a de facto loss of a maintenance position,although there are "workiwo_" foremen- --Having multiple working foremen reduces or eliminates the opportunity for maintenance workers to serve as project leaders at work sites --Assigning multiple working foremen to oversee specs operational areas can erode the philosophy of a cohesive group of cross-trained maintenance workers, as the working _ foremen will be focused on their specific operational areas, and will tend to surround themselves with crew members who have the same focus- -- working foremen focused on one or two operational areas will have a more difficult time coordinating among themselves in terms of priority setting regarding the needs of the various operational areas- Recommend ation On the basis of the above analysis, it is recommended that the Public works maintenance operation be managed by a Public works superintendent_ ARDEN HILLS CITY COUNCIL WORK SESSION-SEPTEMBER 151 2008 17 City Administrator Moorse suggested full participation could be fine by the Council liaison but that the liaison would need to remind the committee to provide their diverse input and ideas- Councilmember McClung indicated he feels his role as a liaison is somewhat middle of the road. He does not feel constrained to contribute an opinion but he also tries to be careful not to lead the direction of the group. Councilmember Holmes indicated the dynamics of each committee varies, which allows each liaison to interject differently_ She stated she has been on numerous committees over the years and that she feels the role of the liaison should be minimal. Councilmember Holden indicated concern for the strong leadership style presented by the Mayor on committees and that he may be swaying the group. Mayor Harpstead asked if he should remove himself from committee liaison work. Councilmember Holmes suggested instead that the Mayor take a less active role in the committee. . Mayor Harpstead stated this was just not who he was and not how he was able to lead. Councilmember Holmes asked when the liaisons were going to be appointed for 2009. Mayor Harpstead suggested this be discussed at the December goal setting work session meeting. D. Organizational Structure City Administrator Moorse presented the City Council with an overview of the organizational structure for Arden Hills. He provided some background information along with a conceptual chart that goes along with the memo City Administrator Moorse explained what department directors were responsible for and their key priorities. He stated there were three directors at this time one for finance, public works and community development. ARDEN HILLS CITY COUNCIL WORK SESSION -SEPTEMBER 15, 2008 18 City Administrator Moorse indicated he did not have significant changes in mind for the current organizational structure but reviewed his thoughts and ideas for the City. He has broken out administrative support after discussions among staff. Councilmember Holden asked for clarification on the levels and if the three directors were on the same pay scale. City Administrator Moorse stated this was the case_ Discussion ensued regarding the different organizational structure proposals and how the work would break down into the various departments. City Administrator Moorse indicated he would like to have an organizational structure better defined and in place before the TCAAP development begins. He stated this would allow for smooth movement of these projects through staff and Council. He indicated all departments will be evaluated to see what can be automated for efficiency. Mayor Harpstead asked how many full time employees were required for the proposed organizational structure. City Administrator Moorse stated it would be the 24 employees, which was the same number currently on staff. Councilmember Holden questioned where emergency preparedness fell into this diagram. City Administrator Moorse stated this is currently under the Public Works Director. Councilmember Holden asked who would be handling the elections. City Administrator Moorse indicated he would like a deputy city clerk on staff to be the expert in this area. He stated the deputy clerk was put into the budget for 2009. Councilmember Holmes stated she felt there may be objection to the deputy city clerk because the City was so fiscally conservative. ARDEN HILLS CITY COUNCIL WORK SESSION-SEPTEMBER 15,2008 19 Mayor Harpstead indicated the issue may be one of capacity within the organization_ He stated he would have Liked to have seen more progress in police and fire services with a joint powers push back and more responsibility assumed by the City. Mayor Harpstead noted a position like the deputy clerk could afford the other individuals the capacity to work on bigger projects. He stated he was in favor of this position moving forward_ Councilmember Grant questioned the need for an assistant city administrator and deputy city clerk. Mayor Harpstead noted they did each have their own focus and that with both on staff, the assistant city administrator would be able to focus on larger issues for the City that have fallen by the wayside. - Mayor Harpstead questioned if the TCA.AP project management should be brought back in house. Further discussion ensued regarding the role staff could take with TCAAP but at this time, the City would continue contracting services with Ehlers & Associates. Councilmember Holden asked if the current city staff was at capacity. City Administrator Moorse stated this was the case. Councilmember McClung agreed that the City staff was at capacity and that the personnel added would assist the City moving forward. He indicated nothing was being constricted or taken away from the residents. Mayor Harpstead questioned what the implementation strategy would be for the proposed organizational structure. City Administrator Moorse stated he would like to more clarify what the responsibilities of each director and set goats based on those responsibilities_ It was the consensus of the City Council to direct staff to greater define the position descriptions/responsibilities and that this information be brought back to Council Further discussion ensued regarding the supervisory piece of the public works department organization. ARISEN HILLS CITY COUNCIL WORK SESSION-SEPTEMBER 15, 2008 20 City Administrator Moorse provided some information with options for this structure. He recommended a superintendent be used based on the current size of the City and its needs going forward. Councilmember Grant expressed concern with the work crew for the public works department and for its leadership. He asked why there were two supervisors for seven staff members. Councilmember Grant suggested the Council proceed with a working foreman or a lead in the public works department. The Council further discussed the differences between a foreman, lead and superintendent. Councilmember McClung stated in looking at the organizational structure he does see it as a bit management top heavy. He indicated he was in support of Councilmember Grant's comments. Mayor Harpstead explained there are career supervisor management positions and then there are management titles that have significant content responsibility in a strategic direction. Councilmember McClung understood but stated for the size of the City we don't have the luxury of having one designated management staff person for each department. Public Works Director Hoag indicated his staff feels a supervisor would be the desired position. He stated they feel it would be difficult to take direction from a union brother, or to clearly define the role between labor and management. City Administrator Moorse noted the public works operation would function best if the person providing scheduling and project coordination focused completely on this role versus the role of maintenance worker. He stated the parks, water, sewer, streets and storm sewer functions are all under the control of either a working foreman or a superintendent. Councilmember Grant asked that information be brought back to the Council showing how other communities of this size organize their public works department for comparison_ Mayor Harpstead stated the discussion at this point is between a supervisor and a working foreman. He questioned if a union foreman could be hired for the next 6-8 ARDEN HILLS CITY COUNCIL WORK SESSION-SEPTEMBER 1572008 21 months at which time a reevaluation could be done_ Mayor Harpstead indicated the budget could be preserved for a supervisor, but would get the public works department through the winter season_ He asked if this would work for the next 8 months. Councilmember Homes questioned why another superintendent was not hired when Jim Peron retired. She felt it was unfair to change the position at this time. Public Works Director Hoag stated they are doing everything possible to keep up with the work load because they are functioning as a crew of eight. Councilmember Hoiden stated that she was unaware that Jim Peron was management because he was always in the field working. She indicated the Council may need to revisit the information before hiring occurs. Councilmember Holden expressed concern that the crew was down a member and how this would affect the City. Councilmember Holmes explained if there was not enough work for the crew to do during the winter this may need to be reevaluated. Mayor Harpstead questioned if staff should proceed with nine union positions. Public Works Director Hoag stated the union has been contacted and is willing to allow for an interim superintendent or seasonal hire but would need a sunset date. Mayor Harpstead expressed concern about setting precedence with a three year contract with the union. Councilmember Grant asked for further information on how cities of similar size in the metro area operate their public works department. City Administrator Moorse stated he would gather this information. The Council directed staff to gather additional organizational structure public works department information and to forward this on to Council for discussion at a future meeting. MOTION: There was a motion by Councilmember Grant and second by Councilmember McClung to continue the meeting past 10:00 p.m. by Attachment December 15, 2008 Request for Council Action, and Meeting Minutes b EN HILLS RequestCouncilfor Prepared By_ Rory Moorse,City Administrator Council MeetingDate--e_ December 151,2008 Public Works Supervisory Structure Budgeted Amount- Actual Arnount_ $0 d in� dun g Source-- $0 Not Applicable 1 , i Supporting Documents- 1 t_ See the attached memo from Ron Moorse dated December 15, 2008 2- organization Chart i I Public Works and Parks Supervisory Structure Survey I .-,,�A W EN S 444 MEMOR-ANDV N1 DATE: December 151, 2008 TO: Mayor and City Council FROM: Ron Moorse,City Administrator SUBJECT: Public works Supervisory Structure Background In July of 2008, the then-current Public works Superintendent retired_ When a request was made to fill the position, there were questions and concerns from the Council regarding whether two supervisory levels were needed., and whether a Supen-ntendent position was needed vs_ a working foreman position_ Council requested that a survey of similar cities be conducted regarding their supervisory structure_ The suriiey has been completcd, and is attache( _ The results of the survey show that the vast majority of cities hake at least two lek,els of true supervision over their Public works and Parks maintenance operations- A dual question/concern raised by the Council was the question about \x,hether there is elIot1,011 v "supervisory" work to keep a superintendent busy, vs- helping out with maintenance tasks; and the concern that, if we have a superintendent vs- a working- foreman, we lose the flexibility to J have a supervisor who also has the ability to do maintenance lvork when needed- In addressing this concern, it is important to review whether the overall effectiveness of the Arden Hills maintenance operation is more dependent on the ability to plan and orvanize work, manage multiple crews, and schedule and coordinate daily and weekly projects; than on the ability to have a quasi-supervisory person who has the ability to perform maintenance tasks_ Ire an operation that includes a broad range of maintenance functions (streets, arks, water, , sewer, storm water, and equipment and building maintenance) and that has 111t1lti le crekvs worl d - _ - _ p rig on mutilple projects on a daily basis, my experi-ence is that a superx7isor can have a greater impact on enabling a smooth running, productive, maintenance operation through P g planning and organizing work than by performing maintenance tasks. In addition, while the Arden Hills maintenance operation has an excellent maintenance staff at its foundation, i1 does not have in-place a number of elements that support and enable staff efforts ppfl s fl t 1 forts y 12/1 1/2008 Wage 2 and effectiveness, particularly the use of technology, such as a data base that enables mapping ply g and retrieval of key information related to the City's infrastructure_ While the Public Works Director would have the lead role in planning the use of technology, the Superintendent Would play a significant role in implementing the use of technology_ Recommendation it is recommended that the superintendent position be retained, and that an appointment to the superintendent posit ion be made_ :'0 C �i blow olm Oft Amh Sam V. i.� v •=� ss f •� v Q � 'm ta pow aw mot MOSS Now ..., s L Q «r :L 40 qw 4 v .M� *am IMMO Wig ... i f ... ..:.:::::: • � w�a �s N .: C+ LOWN C u .,. �o V v EN ]HILLS Public works and Parks Supervisory Structure Survev Anoka Public Services Director Population: 171,899 Public Services Superintendent Sq Miles: 7_2 Building Maintenance Supervisor PWMW: Union Maintenance Manager Public Works maintenance workers -(11) Park maintenance workers - (5) East Bethel Public Works Manager Population: 1 11917. ----- Public Works Supervisor Sq Miles: 48 Public Works maintenance workers - (4) PWmw-. Union Park maintenance workers - (3) Hare Lake Public Works Superintendent Population: 1 55,136 Public Works Supervisor Sq Miles: 36 Parks Supervisor PWMW: Not union Public Works maintenance workers - (8) 'ark niai ntenance workers - (�) 1-1 ubo Public Forks Director Population-- 1? f lOo----- - Lead porker Sq Miles: 36 PLIblie Works maintenance workers - (7), PWMW: Not union plus seasonal Little Canada Public Works Superintendent Population: 9,996 Working Foreman bead Worker Sq Miles: 4 Public Works j-naintenance WOFkers -(3), PWMW: Not moll plus seasonal - (21) Parks and Recreation Dir_ Park Maintenance Supervisor(-working Foreman) Park maintenance workers -(1), plus seasonal - (6) AL EN HILLS Mendota Heights Public Works Director/City Engineer Population: 11,582 Public Works Super-ntendent Sq Miles-- 10 Public Works maintenance workers -(10) PWMW: union Parks Maintenance Lead Parks Maintenance - (2) Mound Public Works Director Population: 9,838 Public Works Superintendent Sq Miles: 16 Parks Supervisor PWMW: Union Public works maintenance workers -(11) Parks maintenance workers - (3), plus seasonal -(6-9) Mounds viciv Public Works Director Population, 12,442 Public Works Supervvisor Sq Miles: 4 Parks Supervisor PWMW: Union Public Works maintenance Workers - (8)17 plus seasonal Parks maintenance l.vorker - (1), plus seasonal Custodian - (I } eve Brighton Public Works Director Population: 22,1 1 3 Public Works Superintendent Sq Miles_ 7_5 Public Works Supervisors - (2) PWMW: Union Public Works maintenance workers -(14) North St_ Paul Public Works Director Population: 11,885 Assistant Public Works director Sq Miles-- 3 Public Works maintenance workers- (11) PW W: Union EN HILLS Robbinsdale Public Works Director/City Engineer Population. 13,873 Streets Supervisor Sq Miles: 2.9 Parks and Buildings Supervisor PWMW: Union Utilities Supervisor Public Works maintenance workers -(12), plus seasonal -(8) Vadnais Heights City Engineer/Public Services Director Population. 131241 Public Services Supervisor Sq Miles. 8_5 Assistant Public Services Supervisor PWMW_ Union Park Supervisor Public Works maintenance workers - (6), plus seasonal -(2) Parks maintenance workers - (3), plus seasonal -(6) EN]HfLLS Request four CouncilAction , Prepared By_ Ron Moorse,City Administrator Council Meeting Date_ December 15,2008 Acting Superintendent Pay Budgeted Amount_ Actual Amount- Funding Source-- $0 $0 Not Applicable - l i i i r i Supporting Documents-- See the attached memo from Ron Moorse dated December 15, 2008 f t EN H] ILLS MEMORANDUM DATE: December l 5, 2008 TO-- Mayor and City Council FROM: Ron Moorse, City Administrator SUBJECT: Acting Super endent Pay, o QI � Background Since July 1 of 2008,Joe Mooney has been serving as acting public Narks Superintendent- Although.doe has been perfomiino the duties of the superintendent, be has not been receiving an additional pay_ Additional pay to provide a rninunum of a 10%differential from his current a _ p � rate is recommended_ Joe It current pay rate is $23.08 per hour_ The second step of the superintendent pay schedule is$25_85 per hour, which would be T) differential_ Recommendation it is recommended that Joe Mooney receive acting superintendent pay equal to step ? of the supers ntendent pay range, effective J 1, 2008_ CADocurnents and Settings'sher-ri_eisenbr-aun'�L acal Settings` empor-a"-Intenjct F13es,,0LKF,RCA acting sups pav]'_10_t)&&)c d — i EN HILLS i i a Request for Prepared By: Ron Moorse,city Administrator Council Meeting Date: December e 15,2008 Public Works Staffing Budgeted Amount: Actual Amount: Funding Source: $0 $0 Not Applicable Supporting Documents-- 1_ See the attached memo from Ron Moorse dated December 151, 2008 2_ Charts -Workers per 10,000 Residents and Workers per S Mile p � N HILLS MEMORANDUM DATE: December 15, 2008 TO: Mayor and City Council FROM: Ron Moorse7 City Administrator Greg Hoag, Public works Director SUBJECT: Public Works Staffing Back round At the time of Jim Perron's retirement from the Public worksSuperintendent_ _ position, the City eight Public works maintenance workers and the Superintendent_ Since that time the Cit y y has been operating with seven maintenance workers and an acting su erintendent_ p `rhe reduced staffing level has caused difficulties in scheduling crews _ _ g f©r daily maintenance projects_ This became a greater problem recently when the crew was split to create an evenln P g shift for skating rink flooding_ The reduced staff also creates an on-Qoino concern rco - o� �ard�n� the ability to handle multiple emergent situations such as a water main Y break at the same time as a significant snow fall_ while these multiple events are difficult with a full complement of� staff, they are even more difficult with a reduced staff A recent water main break was repaired just in time to enable the crew P � re to be av allable for snow ice ce control ro activities_ we were also fortunate that a recent sever line repair project_ P p � t did .not coincide with a significant snowfall_ In addition, regardless of other emer enc situations th g Y , e current reduced staffing level could result in a lower service level in terms of maintenance roc of trails and I-ce rinks in the aftermath of a significant snowfall_ As a way to measure whether the Cit 's Public works staff v_ y staffing level is adequate, inadequate,or excessive, the City's staffing level was compared to the staffing level in similar g cities in the metro area_ To provide a means of comparison, the staffing levels were compared the _ _ _ _ g P ed �n relation to area of each city-n square miles, and in relation to each city's populat- ion; both of which a P P re indirect measures of the amount of infrastructure in the cities_ The attached graphs vv_ �. p s sho the comparative relationships for the group of 13 cities_ `f`'he show that the Arden Hill graphs s staffing level is below the aver-age in relation to both population ulatio and area_ 12/12/2008 Wage 2 Based on the staffing. 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Y i 3 i �Ark-, i -� - { _ - �x �, ;�� a i `r' x }< ~ ;.xay-.,-wiry-„a-"^+"�;,,w�b .�F S J f _ =s..„.v_'aa•`,ate-` .. is I �..z";�'-.. .., �.,K, 43). i- 7i` a if'a.M da ,~a`V,.b�A`r J!a•-.fV t♦ `>ra ~` ;.f-k,�. ./- �4 V!^ 2 r v...- 1 ... a4 Y ` O i q�' <,- -' !� 9 Z. :. z, c i1 7 �1.. @�. .s a < F.a i'.�& q,f.1,E< -, a �S t�� t . -`C 3\ s� AP 1 x t. }}' / I ' } • _ . I a o 0 0 0 0 0 0 � �� • - - - _ _ ,� 1 i -- - ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER 15, 2fl08 4 Mayor Harpstead felt the Council would try to terminate TIF districts early if at all possible. He indicated the City had to maintain operations on this property too_ Councilmember Grant indicated he was in favor of all five items concerning the TIF district and felt it was important in reducing the risk on the City's part as this development proceeds. Representative Knuth stated she is familiar with TIF districts after working with the City of New Brighton. She indicated the City was not asking for anything too outlandish. Representative Knuth invited the Council to attend the Committee of TIF hearings to present additional information on the City's behalf. The Mayor and Council thanked Representative Knuth for her time and input at this evenings meeting. B. Public Works Supervisory Organization City Administrator Moorse presented the City Council with information on the organization of the public works department. He indicated a question was raised at a previous meeting as to how the City of Arden Hills compares to neighboring cities in terms of the public works organizational structure. City Administrator Moorse reviewed a survey he conducted of 13 cities revealing that the vast majority have at least two levels of supervisors over the maintenance worker operations. He indicated the only question that remained was if the City maintained enough staff to keep two supervisors busy. City Administrator Moorse explained the maintenance workers at this time are very hard working and that a supervisory addition could be in charge of implementing new technology along with administrative duties. He felt that a supervisory position was needed versus a working foreman or crew leader. Discussion ensued regarding the survey and how the neighboring communities ran their public works departments. Councilmember Holden questioned the differences between the working foreman and the superintendent. ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER 151 2008 S City Administrator Moorse indicated the working foreman would be on the crew completing maintenance work where the superintendent would be advising and preparing the crew but not completing the task. Councilmember Holden questioned if Joe was currently the acting superintendent for the City. Public Works Director Hoag stated Council has taken no action to confirm this title but that Joe was assuming many of the responsibilities of an acting superintendent. Mayor Harpstead asked if Joe was increasing the maintenance records for the public works department. Public Works Director Hoag stated Joe has worked in this area to increase the maintenance records to develop spreadsheets. He explained that this would be a work in progress as information is gathered and collected for City maps. Public Works Director Hoag indicated the department will continue to work to bring all systems up to modern times with electronic records. Councilmember McClung questioned if it was necessary to have an acting superintendent or if a working lead could complete the policy and procedure enhancements requested by Council. He felt a management analyst was needed and not a supervisor. Mayor Harpstead stated he would be in favor of having this position a City employee than an encumbered union contract. He would like the knowledge and procedural process creation be maintained by a City employee. Councilmember Holden questioned how the information would currently be gathered for the spreadsheets and records that need to be collected. Public Works Director Hoag stated that as electronic documents are created from each as built the senior staff will have to review the information and add all items they are aware of when being inputted. He indicated the public works and parks departments are very behind with modern technology. Mayor Harpstead agreed that this would be a long process to add 19 years of experience from the employees and capture that within electronic documents. ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER 151, 2008 6 Public Works Director Hoag sated he was a chief proponent of the superintendent because it was a true management level position operating out of the public works facility. He stated he was not always able to be there due to other needs in the City_ Councilmember Holden stated it would be helpful to have a detailed job description for the positions within the public works department so as to clarify what the new person would be responsible for. Mayor Harpstead agreed stating the job description should determine what ratio of time was expected in the different areas of public works service. Councilmember Grant indicated he would like to see the union list of twelve management items needed for a supervisory position along with the salary ranges. Councilmember McClung reiterated the fact that a managerial type analyst may suit this need and work across departments to gather information for the City. He stated the City needs to know what types of information to gather and spreadsheets to create. Mayor Harpstead stated he saw the value in this suggestion but indicated the engineering skills and knowledge needed for the public works department could lead to a specialized position. He indicated the public works department was lead for years by an individual that held all the knowledge that now needs to be gathered and systems created for the future benefit of the City. City Administrator Moorse indicated there was not a person on staff at this time to create the database systems needed. However, staff knows what information they need gathered to be support the needs of the City. He stated neighboring cities could be contacted on how best to pull together a system that works for Arden Hills, which could then be facilitated through a consultant. Mayor Harpstead asked if the Council could reach a consensus to direct staff in this area, whether a working foreman or superintendant, along with the concerns or issues that would need to be addressed as the City moves forward. Councilmember Grant stated the superintendent could leave the public works department short staffed if unable to assist on the weekends or with plowing. He indicated the working foreman would offer additional flexibility to the City without going against the union. ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER 157, 2008 7 City Administrator Moorse explained an additional staff person would not be hired for the two or three times a year when it would be convenient to have an additional person on staff with the public works department. Public Works Director Hoag reiterated that the public works department was already 1.2 people short and to take that into consideration when make their decision. Mayor Harpstead asked the Council to spend more time considering which position would be best for the City whether it be a working foreman or superintendent. He suggested this item be brought back for additional discussion at a future meeting once the Council has the twelve management items from the union along with salary ranges and job descriptions. Public Works Director Hoag indicated he would pass this information along to the Councilmember's to assist with their decision. C. Acting Superintendent Pay City Administrator Moorse explained that Joe Mooney has been operating as Acting Superintendent or Interim Working Foreman on behalf of the City of Arden Hills and was being paid at the maintenance worker rate. He recommended that the City provide an additional level of pay to recognize the responsibilities that he has assumed. City Administrator Moorse compared his current pay for 2008 to the suggested pay of an Interim Working Foreman. Councilmember Holden stated she was in favor of paying Joe more for the work he was doing, but had a problem with naming him the "supervisor". Councilmember Holmes stated she felt Joe was acting as an Acting Lead Worker/Foreman as this was the work he was completing on behalf of the public works department and that he was not in a supervisory role. Mayor Harpstead reviewed the pay difference for Joe indicating there was only a $500 difference between the 10% and 12% increase in pay scales. Conncilmember Holden questioned if this back pay would then set him up as the acting superintendent for the City. ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER 151 2008 8 City Administrator Moorse stated this would merely compensate him for the work he has completed and not promote him to a new position. Mayor Harpstead called for a motion to approve Joe Mooney's pay increase and that it be retroactive to July 1, 2008. Councilmember Hoiden stated she was not in favor of starting the pay July 1S1 due to the fact Joe was on vacation for two weeks in July and had assistance for staff. She felt the increase in pay should start effective August Is'. Discussion ensued regarding the start date and the amount of the raise for Joe Mooney. Councilmember Holmes stated she would be in favor of a 12% pay increase effective August lst and that it continue until the public works department hires an - additional full-time person. Councilmember McClung indicated he could not support 12% but that he agrees the pay should continue until staff makes a decision. Councilmember Grant explained he was in favor of the 10% pay increase for a working foreman position. Councilmember Hoiden stated she would be in favor of the 10% increase while he is the acting foreman or lead worker and that the start date should rechecked. Mayor Harpstead agreed with 10% and that he would like to see the start date begin August lst It was the consensus of the City Council to direct staff to bring a formal action to the Council naming Joe Mooney the Working Foreman starting August l"' with a 10% pay increase until such time the temporary position was no longer needed and that a memorandum of understanding was required from the union. D. Public Works Staffing City Administrator Moorse presented the City Council with information on staffing levels in the maintenance area. He indicated since Jim Perrin retired Joe Mooney has been acting beyond a maintenance worker, along with seven other ARDEN HILLS CITY COUNCIL WORK SESSION-DECEMBER I5, 2008 9 maintenance workers for a total of eight people versus the nine that we had when Jim was with the City. City Administrator Moorse stated that looking into the future, the public works department cannot continue to work shorthanded. He reviewed a staffing level comparison with 13 other cities comparing workers per population and per square mile. City Administrator Moorse explained Arden Hills was below the average in workers per 10,000 residents. He recommended the City move forward with meeting the staffing level of eight maintenance workers_ Councilmember Holden stated she was in support of hiring additional staff to serve the City in the public works department. Mayor Harpstead agreed. City Administrator Moorse reviewed the situation involving Aaron and that he was searching for a job through workers compensation as he was not able to continue working for the City based on his injury and the restrictions placed on him by the union_ He indicated a separation agreement was presented to him and reviewed by Aaron and his attorney. City Administrator Moorse explained that his last day with the City would be January 14, 2009. Discussion ensued regarding the staffing needs for the public works department and Council was in favor of hiring additional staff to fill the current openings. E. Sum Pump Ordinance City Administrator Moorse presented the City Council with information regarding a new sump pump ordinance. He indicated the current ordinance would allow the City to pay up to $400 for maintenance fees to assist residents in reducing I&I for Arden Hills. Councilmember Holmes indicated she was not in favor of the City paying for broken sump pumps within residential homes. Discussion ensued regarding the sump pump ordinance. Councilmember McClung understood that this ordinance would assist residents in doing what they should already have done in the first place. However, he Attachment F. January 12, 2009 Request for Council Action EN HILLS Request four Council .Action Prepared By_ Ron Moorse, City Administrator Council Meeting Date: January 12, 2009 Temporary Working Foreman Pay Budgeted Amount: Actual Amount Funding Source-- NIA NIA NIA Motifln to approve tei-nporary working foreman pay for Joe Mooney, effective August 6 20081, in the amount of S25_38 per hour for 2008, and S26_14 per hour for 2009_ Supporting Documents. _ See the attached memo from Ron Moorse dated January 1 2, 2009 HILLS MEMORANDUM DATE- January 12, 2009 TO: Mayor and City Council FROM: Ron Moorse, City Administrator SUBJECT: Temporary Working Foreman Pay Background The Council, at its December 15 Work session, indicated support for providing tern percent additional pay to Joe Moonev for the additional responsibilities he has taken on in the absence of a Public Works Superintendent_ The Council also directed that the additional responsibilities be defined as temporary working foreman pay, and that they be provided until a determination is made regarding the supervisory structure of the Public Works Depart ent_ Cou ncii Action 'Requested Motion to approve temporary working foreman pay for Joe Mooney, effective August 6, 2008, in the amount of$25_38 per hour for 2008, and S?6.14 per hour for 2009_ Attachment F October 19, 2009 Request for Council Action, and Meeting Minutes HILLS MENIOWANDUM DATE: October 19, � . 009 Item I_D TO: d an Mayor - Y City Council FROM.- Ron Moor - se, City Administrator - reg l oag, 'ublic Works iret:ton SUBJECT: Public %wor ks Supervision and Stalling Public works su ervisouy structure At their December l5, 2008 Meeting, t_ � i rim, t#�� c��t� {_.ot�oc�1 d�scussed the vacant }ublic works superintendent position and whether that osition sh � _ ©rerun_ £n the - - ould be filled or replaced with a workin inter-m, the Council directed that tiie first line sri erz;i - - acting working forernan- since that irieetines g sort'posit should bean , tti� public xvorks maintenance operation has been monitored and options for the supeukAsor�-structure t- a x,c hecfl vek-l-exk-ed, Through this i7ionitorii;� it leas e j ,- _ � b ��� c�bstt��d that tl�t ��-orkrrig #t�ret i�ar� position ca part, provide the daily tivork planning aii{f co ordinal, � ,� t � n, iti urge ordli��tion necessary for effect maintenance Operations, particular)�� i f the l'tibli�: v�`«s-ks t�ir-{���: �- - _ ", , - _ tt� �riair�t<����� �� cli��� �ocus oil tie public works maintenance operation- Theretbre, it is recorninen �did - f that the public Works Department supervisory structure be rev'secl to reflect a working foreman position as the first level supervisory position_ Public works Staffin The authorized Public works maintenance staffing level is eight maintenance staff and a _ supervisor. The current staffing level is se�-eti maintenance - nce staff and an acting Akrorking foreman- ion the resolution of the first line - - _ supervisor position, it is important to fill the eighth maintenance worker position_ V�hile the maintenance - - nce staff has been able to accomplish its da - to-{lay activities, #here are a substantial nu - - - - y number o f activities that cafmot be accomplished due to lack of staff The deferred maintenance u-i - - � _ _ _ ll cause greater costs in the future as these actin;ties become larger projects, generate roblen1s w- t; p h hi�lier cost solutions, and may become emergency situations that pull stag away, from planned acti Viti p es_ It is important that the maintenance operation move beyond a i-eactivc mode io a re%•etitati�• P e and proactive mode that enables maintenance activities to be acco a - -n plislied ni�r-t e#licientl-v and effect' This re wires both effective work planning and adequate stalliri0_ � 2009 Full Time Maintenance Staff Hours by Activity (Through October 10, 2009) Snow & Ice Control 367.5 Paved Surface Maintenance & Repair 638 Vehicle & Equipment Repairs & Maintenance 1234.5 1, General Turf Maintenance 741.5 Forestry 328 Garden Maintenance 359 Building/Structure/Facility/Maintenance & Repair a95.5 Athletic Fields & Court Maintenance 1188 Sign & Signal Maintenance i 20.5 Water System Maintenance & Repair 746 Water Service Maintenance (Meters, etc_) 448.5 Sewer System Maintenance & Repairs 608_5 ''Lift Station Repair & Maintenance 1 275 1&1 Mitigation 159.5 Surface Water Management/Environmental 441.5 Locates & ROW Inspections/Maintenance 440.E Time Off 1749.E Training/Meetings 776.5 Special Project/Other 304.5 Supervision 905.5 Stand By/On Cali 308 2009 Seasonal Maintenance Staff Hours by Activity (Through October 10, 2009) Snow & ice Control 0 F Paved Surface Maintenance & Repair 58.5 Vehicle & Equipment Repairs & Maintenance 87.;5 Genera! Turf Maintenance 1301.5 Forestry 210.5 Garden Maintenance 180.5 8uilding/Structure/FaciiitylMain ten ance & Repair 270-5 .46 Athletic Fields & Court Maintenance 336 Sign & Signal Maintenance 165 Water System Maintenance & Repair 102.5 Water Service Maintenance (Metes, etc.) g Sewer System Maintenance & Repairs 248 - Lift Station Repair & Maintenance 12 !&I Mitigation 569.5 Surface Water ManagementlEnvironmental 30 Locates & ROW Inspections/Maintenance 7 Time Off p Training/Meetings 1 Special ProjectlOther 83 Supervision 0 _. Stand By/On Call p ARDENT HILLS CITY COUNCIL WORK SESSION-OCTOBER 19,2009 7 ID_ Public Works Supervision and Staffing (cont_) Further discussion ensued regarding the superintendent position versus the working foreman_ Mayor Harpstead noted he liked the working foreman position and would support staffs recommendation. Councilmember Grant reviewed the staffing levels from 2004_ He indicated economies of scale were expected when the parks and public works staff were combined and questioned why the City has not yet seen this. Mayor Harpstead questioned how many hours of overtime were currently being worked and suggested this information be provided to Council with the final - proposal. City Administrator Moorse explained that the City does not work overtime because there is extra work, it is only used when there is a watermain break afterhours, or it starts to snow in the middle of the night. Public Works Director Hoag stated there are many work tasks that go undone because there are not enough hours in the day or week to complete the needed tasks_ Couocilmember Grant indicated the City may benefit from specialized seasonal help when addressing the tasks going undone. Mayor Harpstead suggested staff provide the Council with concrete evidence that this position will fill unmet needs- E. Alcohol Ordinance City Planner Beekman presented the City Council with information about the Alcohol Ordinance. She noted this was discussed at a previous Council meeting and there were a number of changes requested. The Council further reviewed the changes to the document and provided further comment_ f of 16/2009 page Following is a list of maintenance activities - that could be done more efficiently and cost- effectively if done proactively_ Sewer line cleaning and root cutting- In � - n addition to the goal of cleaning one third of the sewer lines each year, which is nearly being met, more fr neat attention n ion also needs t©be Paid to those areas tivith root problems, to avoid blocked dues a ti and se wer back-ups- The cost of a server back-up into a home is in the tens of thousand s of dollars and causes a major hardship for the homeowners- � � -PFeventafive maintenance on severer - _ lift t stations can prevent operational problems, particularly emergency problems, including sewer back-ups- There are manhole castings that have sunk below � " grade and df rt has fallen into the manhole or covered the manhole_ These castings need t - g o be repaired in a planned: proactive way, rather than waiting until access is needed_ S LA) • Storm sewer• T structures and lines need to be cleaned regularly to avoid sed�-nlerrt build-" -- that blocks the If-ties and can cause flooding roblems- P �1� ri g p _ minting on trails and easement areas- if trimming is dome regularly'. it limi at�tount of trinirilin needed_ 8u is the g t once the areas are overgr-ovvii, it becomes a major project to triter the overgrowth back- Re-oular trimr�iing also rnaintattis a cofJ:S- - � eat appearance and character_ a Frees along roadways need to be t - Y rimmed on a regular bass to a;o_d hasAng to do major tnturn;ng7 and to avoid City trucks hitting branches, which can damage the he lights on the trucks, and also damage the trees, making them more susceptible t _ P o disease_ P K Proactive trail maintenance and repair- � - - - �r can prevent mayor detenoration, reduce higher cost repairs, and extend the li fe of the trails Y Titnel}r curb and grater repair i.e. XVJJeti �t � � - � ( _tgrr��.r�t �s settling causf��g pool���` of ti�ater addresses the �-�°ater pool roblet - � `� � - l g p r , but also prev eats damage f roir� the water undert I Ing the curb and gutter causing more extensive damage and higher costs for replacernent- dllfield fences requfre on-going repair to maintain appearance, - pp rance, and to avoid deterioration to the point of needi119 rep lacerJJent PK 011-going park sign maintenance � -nlaintair�s appearance and avo- ids the need for total repainting of the signs, Which Is-Cl much more substantial project_ ro ect_ j� Regular exercising 0f valves ©n hydrants a_ y and gate valves call ensure the valves are working and are accessible, so that when it is necessaryto close v - a aloe it can be done easily and quickly as opposed to finding that it is not accessible - due to a build up of silt or being rusted shut- -�-- Updating, correcting, and mapping the I©cat- - - - pp ion of ut,ltttes infrastructure such as off-road gate valves, which enables them to be easily and quickly located when � �' work is needed on them, Whether is an emergency or non-erner«enc situation- �S� • h i le street sweeping - - - ep�ng is done regtrlarl}f on a c- ity-wide basis_ there are wooded areas near lakes that shot,ld be swept more frequently to protect water uali p � tv_ Attachment G Public Works Year In Review (November 20o8-October 2009) ,,,-ARPEN HILLS MEMORANDUM DATE: March 15 2010 TO: Honorable Mayor and City Council Members Sue Iverson, Acting City Administrator FROM: Greg Hoag, Public Works Director SUBJECT: Public works Maintenance Year in Review 2008 — Octobe(November r 2009) This memo will provide a background of the activities and workload of the Public Wo rks Department during the twelve month period from November 1 2008- October 31 2009. 9 It will also provide some additional information as to how our crews operate to complete p projects and tasks regularly. General Infrastructure Information Arden Hills has a current estimated population of 9,985 residents. It is estimated that there are 21,487 residential parcels and approximately 140 businesses in the City. Our City maintenance crew supports and maintains the needed infrastructure for these residents and business employees each day. Listed below are some statistics relating g to the City's infrastructure. Streets: • 31 miles of City street • 66 Cul-de-sacs • Approximately 1,500 signs Water Utility: • 44 Miles of main line • 750 valves • 525 hydrants • 2 elevated water towers • I booster pumping station • 23760 water meters Sanitary sewer Utility: • 42 Miles of main line • 11,050 manholes • 14 lift stations Storm and Surface water Utility: • 20 Miles of pipe • 870 catch basins • 8 larger grit chambers • 28 outfall areas • 15 sediment basins and ponds • Approximately 35 rain garden and infiltration control structures Parks,Trails, and Open space: • 145 Acres • 15 Parks • 11 Miles pathway • 11 playground structures • 14 sport courts (Tennis, Basketball) • 15 sports fields (soccer, baseball, and softball) • 7 skating rinks (four different locations) To assist our crews in maintaining the above listed infrastructure, we have over 65 different pieces of equipment in our fleet, ranging from large commercial sized vehicles to smaller hand held motorized equipment. This fleet requires regular repairs and maintenance to keep it operational. On November L. 20081, our maintenance staff began a detailed tracking of the tasks they complete each day. This detailed tracking contains over 100 activities that our maintenance staff completes on a regular basis. These activities are then grouped into smaller categories to better provide an overall view of where time is spent. We have now completed the first year of this tracking. The final page of this report is a statistical summary of the past 12 .months(November 2008- October 2009) for our eight full time maintenance employees. A regular work year for a single employee is 2,080 hours. With our maintenance crew consisting of eight employees, we have a total of 16,640 regular work hours in each year. During the past 12 months we have logged just over 17,250 hours completing the different tasks as tracked by our maintenance staff. Over the last 12 months our staff has spent the most time on parks and building maintenance related tasks. 31,787 hours were logged to parks maintenance related categories. Snow removal from trails and pathways is not included in this total. All snow removal from paved surfaces is accounted for in the snow and ice control category which is included in the Street Department. The highest category within the Parks area is athletic field and court maintenance; this is where we track our ice rink maintenance. The total for this category was 1,656 hours, 827 hours were just for rinks. Our rinks create some other unique staffing issues. when we begin building our rinks in late November to early December, two members of our eight person crew work an overnight shift for ice rink building. This split shift typically lasts for three weeks. Our remaining staff continues to work a regular daytime schedule. One of the remaining staff members of the daytime shift continues to flood the rinks to assist in the development of a good base of ice for the season. Once rinks are established and regular skating begins,daily cleaning and flooding is completed during theregular p g work day. This is typically a three to four person crew: one sweep person to the rinks p p with a Toro broom, 1-2 persons to shovel or blow the snow over the boards and one person using the tanker truck to flood. Rink maintenance takes the crew approximately 5 Y hours each day depending on snow and use. Other broader areas accounted for in the Parks area include: • Maintenance of the summer athletic fields and courts - 830 hours • General turf maintenance to include plowing- 635 hours • wilding and structure repair, trash pickup, and cleaning - 590 hours, • Forestry related issues - 340 hours(90 hours of which are for our Buckthorn Pick up program) • Garden maintenance- 150 hours. • watering gardens and trees—225 hours Time off accounts for the second highest number of hours logged in the past twelve months. Our maintenance staff earns a combined total of 1,846 hours of Paid Time Off (PTO)each year. As can be seen in our time tracking report this year ear we had a total p of 21485 hours of time off in the past year. Averaged out over the year this causes us to operate each day with the equivalent of seven employees. The sanitary sewer division had the third highest hours logged to it in the twelve months a total of 21344 hours. Our daily inspections of our lift stations equates to approximately q pp Y 730 hours. To complete the rounds on these daily inspections takes approximately two hours, assuming no issues need to be corrected. Other specific tasks related to the Sewer Utility include: • Sewer cleaning and televising- 600 hours • I & I mitigation efforts including sump pump inspections- 247 hours • Repairs, maintenance,and alarm response at our 14 lift stations - 800 hours The staff person that completes our daily lift station checks also responds to all Gopher State One Call Requests. These are the requests we receive daily to locate and mark our underground utilities. This is done to prevent damage to our utilities b contractors and g Y residents. Each request for a locate takes between fifteen and thirty minutes to complete. In the past year we responded to 1,600 requests for locates. This is an a.verag e of six locates per day throughout the year. November to March we averaged approximately 50 g pp Y per month,April to October we averaged approximately 190 per month. Our staff logged 521 hours for locates in the past year. This person also completes any other special utility appointments that may arise such as water meter repairs, and final water meter readings. General Street and paved surface maintenance accounted for the next most logged hours, a total of 11764. Snow and ice control, account for 850 hours almost half of the total hours. The 2008-2009 snow season began on November 12, 2008 and the last event was on March 111,2009. There were a total of 34 events, 23 just required chemical ice control and I were full plowing events. (22 weekdays, 11 weekend, 1 holiday) Our crews spent approximately 300 hours patching and repairing streets, as well as 245 hours sweeping streets. Generally,streets are swept in both the spring and the fall, and spot sweeping is completed as needed throughout the year. As was stated earlier we have over 65 different pieces of equipment in our fleet. Regular maintenance, unscheduled repairs, and seasonal changeovers of our equipment require a substantial amount of time. In the past twelve months 1,630 hours have been spent maintaining our fleet. Maintaining our fleet currently is requiring over 3/4 of the hours available from one of our staff members. In the past twelve months we have logged 1,555 hours to the maintenance of our water system. During this time period we have had eight water main breaks which accounted for approximately 630 hours. Another approximately 500 hours are related to the reading, installation, and repairs of our water meters. Water meter reading is an area where we have gained a substantial amount of efficiency with the use of technology in the past ten years. The past year it took us approximately 250 total hours to read water meters. This same task ten years ago took six employees an entire week.(240 hours) to complete each quarter. Our Acting Working Foreman accounted for 1,084 hours of time directly coordinating and planning for the daily activities of the maintenance staff. This equates to this person only being available to perform tasks with the crew approximately 50 percent of the time. Many of our work tasks are completed in groups of two people. Having the Acting Working Forman working as a crew member approximately 50 percent of the time creates gaps in the ability to have work crews of two employees. The remaining 1,700 hours were logged as follows: 0 Training- 840 hours • Surface water Utility work—440 hours • Special Projects—430 hours As has been discussed at recent meetings, the surface water utility as a focus area is relatively new as far as the requirements for our annual SWPPP and MS4 requirements. We can expect the need for increased hours in future years to meet the requirements for these programs. While the statistics and information provided thus far in this memo have only accounted for our regular full time maintenance employees, it should be noted that our six regular seasonal employees as well as our 1/2 time sump pump inspector logged an additional 3,670 hours during the summer of 2009. The hours the seasonal employees logged are as follows: • Parks-21299 hours • Sanitary Sewer—829 hours(570 directly related to I& I mitigation) Streets—223 hours • Vehicles & Equipment— 88 hours • water— 110 hours • Surface water—30 hours • Special Projects—83 hours • Other 8 hours While seasonal employees provide a supplemental work force to our regular employees primarily during the busiest months of the year(late April-mid September) they are not the entire answer to completing more tasks and projects. Many of the projects and tasks in the Public works Department require the use of specialized larger equipment. To operate this equipment one must have a Commercial givers License with the proper endorsements. There is also specialized training and licensing requirements in many of the Public works functional areas, these include: Wastewater Collections System Operators License, Water system Operator License, Pesticide Applicator, and Tree Inspector,just to name a few. To obtain these licenses special training and testing is required. Seasonal employees typically do not hold these types of licenses. The information that was used to produce this report will continue to be gathered each year. It is expected that continual review of the types of tasks completed each year as well as the amount of time it has taken to complete the tasks will become the framework to long term departmental efficiency review. FT Seasonal Total Task Hours Time Off 2484.50 0 2484.50 1656.00 336 1992.00 Vehicle&Equipment Repairs&Maintenance 1632.25 87.5 1719.75 1513.50 12 1525.50 Supervision 1083.50 0 1083.50 1033.25 102.5 1135.75 x 847.75 0 84775 - t th iY .„_ ... ....`r`�. --e..,.?.,.• sr ,-!�c'6..,..,�r. �..:Fa±z�.ay.-.s?-...S.r �.a'YF%'e: • Training/Meetings 839.00 1 840.00 780.00 58.5 - 838.50 __ i X•stY 758.50 1301.5 2060.00 649.50 270.5 920.00 649.50 248 897.50 522.50 8 530.50 521.00 7 528.00 441.50 30 471.50 Special Project/Other 432.50 83 515.50 383.00 180.5 563.50 Stand By/On Call 366.00 0 366.00 340.00 210.5 550.50 y 181.50 569.5 751.00 136.50 165 301.50 R..' ������- -r YsII�_.x't"„@ 't''a.-'�.'* Vt'-+.hY.. "s-+c'�?�."-a � •t�_Y.t ► c ; n 17251.75 3671 20922.75 Now 3787 2299 6086 Time Off(PTO, Holiday) 2484.5 0 2484.5 2344.5 829.5 3174 1764.25 223.5 1987.75 Vehicle&Equipment Repairs&Maintenance 1632.25 87.5 1719.75 1555.75 110.5 1666.25 Supervision(Admin. Acting Working Forman) 1083.5 0 1083.5 Training and Meetings 839 1 840 521 7 528 441.5 30 471.5 Special Projects/Other 432.5 83 515.5 Stand by/On Call 366 0 366 17251.75 3671 20922.75 Attachment H Draft Memorandum of Understanding for a Working Foreman Position Draft Memorandum of Understanding Between The City of Arden Hills _And_ I.U.O.E. Local No. 49 This Memorandum of Understanding entered between the City of Arden Hills ("Employer") and the International Union of Operating Engineers, Local No. 49 ("Union") sets forth the respective parties' agreement regarding the creation of a"Working Foreman"position in the City of Auden Hills. It is hereby understood and agreed to between the parties that: 1) The working Foreman will remain a member of I.U.O.E. Local 49 and thus,continue to pay membership dues,remain covered under the Health&Welfare Fund insurance and will contribute to the Central Pension Fund. The working Foreman will continue to work under the Labor Agreement between the City of Arden Hills and I.U.O.E., Local 49. 2) The Working Foreman will not directly perform more than five of the supervisory duties, in the interest of the employer,as listed in the Public Employer Labor Relations Act, Subdivision 17. Whose duties are as follows: • Hiring • Transfer • Suspension • Promotion • Discharge • Assignment • Reward • Discipline of other employees • Direction of the work of other employees • Adjustment of other employee's grievances on behalf of the employer 3) This MOU modifies ARTICLE II—RECOGITION and APPENDIX Al of the current Labor Agreement to include the Title and wage rate Oj000"for the Working Foreman's position. 4) It is further understood and agreed to between the parties that this agreement, as proposed above, is solely and strictly being entered into for this particular and specific individual situation,and shall not be accepted or deemed a standard practice for handling similar situations either now or in the future. This Memorandum of Understanding shall be in effect until next negotiations, where the modifications will be made to the Labor Agreement. For the City of Arden Hills: For LU.O.E. Local 49: Susan K. Iverson,Acting City Administrator Kent A. Korman, AB R Dated Dated Attachment 1 Subdivision 17 of the Public Employer Relations Act Subd. 17.Supervisory employee. "Supervisory employee" means a person who has the authority to undertake a majority of the following supervisory functions in the interests of the employer: hiring, transfer, suspension, promotion, discharge, assignment, reward g g > or discipline of other employees, direction of the work of other employees, or adjustment of other employees' grievances on behalf of the employer. To be included as a supervisory function which the person has authority to undertake the p Y exercise of the authority by the person may not be merely routine or clerical in nature but must require the use of judgment. ern toinde endent An ee other than p employee, an essential employee, who has authority to effective) recommend a supervisory Y p Y function, is deemed to have authorityto undertake that supervisory function for the p y purposes of this subdivision. The administrative head of a municipality, municipal p utility, or police or fire department, and the administrative head's assistant,, are always considered supervisory employees. The removal of employees by the employer from a nonsupervisory appropriate unit for the purpose of designating the sor i ery ees as employees "supervisory employees" shall p Y p Y require either the prior written agreement of the exclusive representative and the written approval of the commissioner or a separate determination by the commissioner before the redesignation is effective. Attachment �1 Draft Working Foreman Position Description ,'AR,,DEN HILLS CITY OF ARDEN MILLS POSITION DESCRIPTION Position Title: Pudic Works Foreman Department: Public Works Department Accountable to: Public Works Director Status: Full-Time,Non- Exempt, Union DRAFT SUMMARY The Foreman assists the Public works Director with the day-to-day operations of the Public Works maintenance operation, including directing,planning, supervising,g g, p g, and coordinating maintenance activities in the areas of Streets, Parks, Water Sewer Storm Water, and Equipment Maintenance. Also acts as the Lead Worker at job sites sand performs maintenance activities as needed. ESSENTIAL FUNCTIONS OF THE POSITION Assists the Public Works Director in the re aratio p p n of annual operating and capital improvement budgets. Assists the Public Works Director in developing long p g g and short range planning goals for the Public Works Department. Keeps the Public Works Director informed of any important developments that may adversely affect the City. Assists the Public Works Director with developing specifications and bidding information for future capital equipment purchases. Collects and maintains accurate data and inform ation for Public Works related activities, programs, and equipment. Coordinates and assists in the mainten ance and repair of Public Works related infrastructure. Coordinates and assists with snow and ice con trol operations. Assists the Public Works Director with implementing policies, procedures, and practices that improve the day-to-day operations of the department. Assists the Public works Director with the purchasing of Public Works related items that abide by the City's purchasing guidelines and budget limitations. Assists the Public Works Director in ensuring that the City is in compliance with all applicable laws, rules, regulations, policies, and ordinances. Assists the Public works Director in developing annual and seasonal work plans. Performs other duties as-apparent or assigned. Provides work direction to all employees in the Public Works Department. Responsibilities include: training employees; planning, assigning, and directing work; assisting in evaluating performance; addressing complaints and resolving problems. Responsibilities also include the ability to effectively recommend hiring; rewarding; transferring; promoting; disciplining, suspending; demoting and discharge of employees to the Public works Director QUALIFICATION REQUIREMENTS To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. MINIMUM EDUCATION and/or EXPERIENCE High school diploma or general education degree (GED); and five (5) years progressively responsible related experience in the Public works field, including a minimum of two (2) years supervisory experience; or an equivalent combination of education and experience. DESIRED EDUCATION and/or EXPERIENCE Post Secondary education in the Public Works or Construction field. Ten (10) years progressively responsible related experience in the Public Works field, including five (5) years leadership experience; or an equivalent combination of education and experience. LANGUAGE SKILLS Ability to read and interpret documents such as safety rules, operating and maintenance instructions, repair manuals, blue prints, plan sheets, and procedure manuals. Ability to prepare routine reports and correspondence_ Ability to give and follow oral and written instructions. Ability to communicate effectively both orally and in writing with supervisors, co-workers, City staff, consultants and the general public. MATHEMATICAL SKILLS Ability to add, subtract, multiply, and divide in all units of measure, using whole numbers, common fractions, and decimals. Ability to compute rate, ratio, and percent. Ability to .make computations for perimeters, areas, volumes, rate of flow, dentention time, slope or grade. OTHER KNOWLEDGE, SKILLS AND ABILITIES Considerable knowledge of equipment and vehicle maintenance and repair 'including - _procedures, methods, and tools. Considerable knowledge of Public Works operations including methods, tools, and practices. The ability to operate various types of light and heavy equipment. Ability to perform manual labor. Knowledge of safety policies and procedures. Knowledge of infrastructure reaps. Working knowledge of computer's and Software applications. REQUIRED CERTIFICATES, LICENSES, REGISTRATIONS Valid Minnesota Class B Commercial Drivers License with Tanker Endorsement Class S-D Waste Water License Class D Water Operator License DESIRED CERTIFICATES, LICENSES, REGISTRATIONS Valid Minnesota Class A Commercial Drivers License Minnesota Pesticide Applicators License Tree Inspector Certificate Minnesota Commercial Vehicle Inspector Certificate .Playground Inspector Certification 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 this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this Job, the employee is regularly required to stand' use .hands to finger, handle, or feel objects, tools, or controls; and walk. The employee frequently is required to reach with hands and arms, and talk or hear. The employee is occasionally required to sit; climb or balance; and stoop, kneel, crouch, or crawl. The employee must frequent/ lift and/or move u to 25 pounds, and occasionally Y P p s onally lift and/or move more than 100 pounds. Specific vision abilities required by job'ob include close vision, distance vision, color vision, peripheral vision, depth perception, and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative P e of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee regularly works in outside weather conditions and near moving mechanical parts. The employee is frequently exposed to fumes or airborne particles and extreme heat. The employee is occasionally exposed to P wet, humid conditions; high, precarious places; toxic or caustic chemicals; risk of electrical shock, and vibration. The noise level in the work environment is usually loud.