Memo-Public Works Department Reorganization
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Public Works Department .
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Memorandum'
To: Honorable Mayor and Members of the City Council
Copy: Steven C. Mielke, City Manager ~.
From: Steven J. Stadler, Public Works Director
Date: November 20, 2003
Subject: Public Works Department Reorganization
I believe that the proposed Option 3 organizational structure (see attached chart) will
work for Hopkins Public Works. However, the transition to the new organizational
structure must be handled carefully for the reasons detailed below.
. I've reviewed many position descriptions for field supervisors with a pay range close
to our Range 7 ($21.09 - $28.38/hr). While there is virtually no difference between
these descriptions and our Range 8 superintendent job descriptions, our
superintendents must do more, function with more autonomy and carry a heavier
load of administrative work than field supervisors at other cities who work under an
operations manager. All the positions require scheduling and working with field
crews, various admin duties and assisting the public works superintendent or
operations manager with development of capital plans, budget plans and
expenditure controls. Of course, the new operations manager will take on some of
the administrative tasks currently performed by the superintendents. In order to
meet the goal of the Option 3 reorganization plan, the end result must be a
lessening of duties such that, when analyzed, the supervisor positions will actually
grade-out as range 7.
However, the new operations manager will need some time to adjust to the new
position and determine what duties to take on from each superintendent, i.e.,
redefining what assistance means with the new organizational structure. Adequate
adjustment time will be especially important if the operations manager doesn't have
prior experience in each of the public works divisions. This redefining of roles/duties
is much more likely to occur in a cooperative, positive manner if there is a transition
period during which the existing superintendents retain their current pay grade. If
not, there could be resistance and uncooperative attitudes, which would translate
. down to all the workers and negatively impact morale, efficiency and customer
service. Given the personnel cutbacks to-date, it is imperative that from the Ohset of
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the transition period there is improved teamwork and cooperativeness within the PW
operations areas. This won't be possible with disgruntled supervisors who feel .
unfairly treated. With an experienced candidate for operations manager, the
transition period could be one year. With a relatively inexperienced candidate, I
believe a two-year transition is necessary. In addition, if the selected candidate for
the operation manager position is a current city employee there will, most likely, be
transition-related demands from the previous position he/she held.
I propose that the current superintendents remain at their current range 8 level
throughout the transition period of one or two years, depending on experience level
of new operations manager. After the transition period, wages of all three of the
field supervisor positions would be frozen until retirement or they reach the range 7
wage. The reorganization calls for combining the streets and utility divisions. If the
new division field supervisor is chosen from an internal candidate, the supervisor
that is not selected would remain at their current pay grade through the transition
period then be frozen until the supervisor is PERA retirement-eligible (2.5 - 3 years),
at which time the position would be eliminated. If the new streets/utility field
supervisor were not filled internally, the existing street and utility superintendents
would remain as assistant field supervisors until each is retirement-eligible (2.5-3
years).
. Transition costs:
The exact cost of the transition described above depends on who fills the new .
positions, i.e., operations manager and street/utility division supervisor. The range
of expected cost is $50,000 - $110,000/year for the proposed transition period until
retirements. Approximately 85% of these costs will be funded from the water &
sewer utility funds; the balance can be absorbed within the proposed 2004 general
fund budget.
. Expectations of new organizational structure
The new organizational structure will bring new challenges and opportunities for the
department. I intend to work with the existing PW Labor-Management Committee on
both the challenges and the opportunities to improve. I would welcome any City
Council input. If you have areas of concern, please discuss them with the City
Manager.
In closin~r This proposal represents what I firmly believe is necessary in order to
effectively transition to the new organizational structure while maintaining a positive
work environment where all employees can continue to provide quality services and,
therefore, continue to reflect well on our city government as a whole.
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