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HomeMy WebLinkAbout6. P.W. Organization (0. CITY OF SHAKOPEE Memorandum TO: Mayor & City Council Mark McNeill, City Administrator FROM: Bruce Loney, Public Works Director SUBJECT: Update on 2003 Public Works Organizational Study by Short-Elliott- Hendrickson DATE: February 11,2009 NON-AGENDA INFORMATIONAL ITEM: This memo is intended to infonn the City Council of the progress made on the 2003 Short- Elliott-Hendrickson (SEH) Public Works Organizational Study and its recommendations. Attached is a summary of the 17 recommendations and the status of those items. As you will see, significant progress has been made in about all of the recommendations. The Public Works Department is revisiting our organizational study with SEH again to see if our structure is adequate yet, or if further changes are needed to meet our maintenance obligations. Since 2003, the Public Works Department has taken on more duties such as the following: . Transfer ofL-16lift station and major interceptors from MCES. . Additional storm water requirements from the EP NMPCA NPDES Program. . Additional large parks on line for maintenance. 0 Huber Park, Tahpah Park, Soccer Complex, Westminster . Park design, park construction duties and assistance due to Landscape Designer departure. . GIS/GPS of City assets such as pavements, sewer, stonn facilities, parks, trees, sidewalks and trails. . Building maintenance project for City facilities. . Natural Resources functions - stormwater, wetlands and tree inspection. . Scott County winter and summer maintenance activities (County reimburses the City for work). If you have any questions on this memo or the attachment, please contact me in my office. ~Lo~ Public Works Director BUpmp ENGR/2009-PROJECTSl2009-COUNCILIUPDATE..QRGANIZATIONAL-STUDY 2003 ORGANIZATIONAL STUDY UPDATE FOR THE CITY OF SHAKOPEE DATE: 02/10/09 NO. RECOMMENDATION STATUS 1 The two current "lead supervisors" need to be moved outside of the current union structure Done with promotion of and be made a participating, active part of the "management" team. This will require new job Maintenance Supervisors in 2004. descriptions, job responsibilities, training, and salary adjustment. 2 The job description of the current Public Works Supervisor needs to have a corresponding PW Superintendent job revision to strengthen his management responsibilities. description completed in 2008 3 The part-time Administrative Clerk should be a full-time position. PW Secretary position hired 4 The City should pursue the purchase of the SPUC building and property prior to the New building done in 2006 remodeling of the existing Public Works building. Then develop a facility master plan that will meet the Public Works re-organization today, and provide for an orderly transition for the future and its inevitable growth. 5 Develop a Public Works maintenance organizational structure, which provides for: Temporary leads have been utilized for three years and a 1. The changes outlined above. new structure should be reviewed 2. Provides clear-cut lines of responsibility and authority. due to the amount of changes 3. Accommodates the current employee contingent. that have occurred since 2003 4. Offers opportunity for growth and responsibility. 5. Provides for expansion and growth, which can correspond to anticipated growth of the City. 6 Provide the Public Works function with adequate and up-to-date mapping and documentation GIS Specialist has been hired of the infrastructure it is charged with maintaining. This includes updated maps of street and GIS programs implemented system, sanitary sewer system and public lands. These should be updated annually and be for pavement, sign, storm, available in hard copy and electronic format. sanitary and park assets NO. RECOMMENDATION STATUS 7 Develop and document a sanitary sewer cleaning and maintenance program based on a three- Sanitary Sewer Policy has been year cleaning frequency. As part ofthat program, identity those "problem" areas requiring adopted and utilized for three more frequent cleaning and investigate the cause of build-up in those areas. years. S The Public Works function needs to receive improved support from the engineering function Public Works Superintendent is with regards to developer projects, engineering projects, and pennit execution and assigned to work with the Asst. enforcement. We witnessed on more than one occasion where Public Works was asked to City Engineer for coordination perform functions that were the obligation ofthe developer, the contractor, or permittee. These of public and private projects deficiencies were either overlooked, forgotten, or the responsible party was unwilling to infrastructure being completed perform their responsibilities. Engaging Public Works in correcting these deficiencies was the and accepted for perpetual expedient way of solving the problem. maintenance. Also PW has a PW technician assigned to assist While their lack of record keeping could not quantify the map/equipment hours involved, in in proper acceptance. these activities, it was obvious from testimony and witness that it not an uncommon occurrence. This type of response to deficiencies not only takes the workforce away from its primary mission and responsibility, but the responsible party was relieved of their responsibility. Currently, no system exists to charge the deficient party for their neglect or oversight. 9 Develop a procedure so that Public Works have review input into development plans for any Public Works Superintendent to part of the infrastructure that they will be asked to maintain. Additionally, Public Works coordinate with Asst. should participate in the development of punch lists and final inspection prior to City City Engineer and/or Project acceptance of all infrastructure items. Engineer on reviews. 10 Set up a system where the mechanics are required to furnish their own tools. Negotiate an Union negotiation issue that annual tool replacement allowance as part of the union contract. was not accepted in the last contract. 1. Any specialty tools and wrenches larger than one inch will be purchased, owned and maintained by the City. 2. Purchase and maintain a set oftools for the balance of the workforce to use as needed. 11 Update the existing Pavement Management System. Engage the City Council in setting a A pavement management study policy regarding acceptable "street condition index". Develop and annually update the has been prepared and adopted program so that crack seal, seal coat, mill and overlay and reconstruction activities can be by the city council in July, 2006. adequately funded and properly coordinated between Engineering and Public Works. NO. RECOMMENDATION STATUS l2 Engage the City Council in establishing a policy regarding the maintenance of storm sewer Public Works Superintendent holding ponds and drainage ways (i.e. moving, tree growth removal, erosion control, silt and Project Engineer are working removal frequency, etc.). on developing a policy for Council consideration in 2009. It is conceivable that the number of these facilities would more than double from that which exist to-date. It is appropriate to set a maintenance standard that the community can support both [mancially and esthetically. 13 Engage the City Council in establishing a policy regarding the establishment and maintenance Public Works Superintendent and of trails and sidewalks (i.e. winter maintenance, repair, replacements, etc.). PWD have presented a policy on sidewalks for council review. Trail policy would be next in 2009. 14 Develop an education incentive program for the Public Works workforce. This will not only Education incentive program has prepare the workforce for the future expansion of the maintenance activity in the developing been incorporated in union City, but also orovide for employee advancement, job satisfaction and retention. contract. Training opportunities have been reviewed on a monthly basis. Fleet software purchased, 15 Conduct a review of the fleet maintenance services function of the Public Works activity. This vehicle replacement policy review should include: adopted, hourly shop rate established, monthly fleet l. A review of current practices. meetings being done, charges 2. Development ofin-house/out-source policy and function. for other departments and SPUC 3. Formalize relationship with SPUC vehicles and maintenance. established. 4. Develop an hourly shop cost, which includes overhead.items such as heat, lights, facilities, expendables, etc. 5. Certification of mechanics. 6. Review of billing procedures for receiving departments. 7. Review of vehicle replacement policy. 8. Review of vehicle procurement specifications. 9. Review of existing hardware and software systems to service this enterprise. l6 Develop an annual maintenance activity schedule, which outlines the functions and planned Annual Maintenance Activity activities. This schedule can be used to communicate with the Council administration and the Schedule was begun last year. public on goals of this work activity and the progress of the maintenance function. Revised schedule needs to be done. NO. RECOMMENDATION STATUS l7 Explore a revision to the daily work schedule to allow a supervisor and/or a limited crew to This item is being explored in the be available, if necessary, until 4:00 to 4:30 p.m. to respond to service needs without the union bargaining process which expenditure of overtime/comp time. is currently going on. I I I ~' I I" I . ' " ~ OrgCinizatlonal Study fortl1e City of I Shakppee ' Shakopee, Minl1esota I I SEHNo. 106779 SHAKO I I '1 I I I I J!. I SEH I Multidiscipllned. SingleSouri=e. Trusted sqlutions for moretilan 75 y~, I I I ~ I SEH I Match 17, 20()9 .RE: Organizational Study for the City of Slmk9pee , , Shakopee, Minnesota ! I I SEH No.1 06779 SBAKO I Bruce Loney, Director offublic Works I CityofSb~k6pee 500 Gonnan Street I Shakopee, MN 55~79~2()()7 Dear Mr, Loney: ! I The challenges of managing a Public W orks D~partment that includes engint;iering and operations is an. I ongoing process to assure the highest level of service is being provided to the community. ! I The pressure to respond to new development, manage existing infrastructure in an e~ol}ol)iic c1imat~ that i is telling managers t9 do "more with less''. This adds to the complexity the department leaders must cleal ! with. I Facing these maildateschallenges gObdplai1agel'$ ~l:\<:1 supervisors to be proactive to ensure every as.peet of their operation is functioning in the most effectiVe and ~ffiCient n;i,~er in order to provide the level of I serVice necessary to meet the needs and expectations ofthe,cOlnmtihify. This study/report is iritended to provide insight, ol>s~rvaticins afi(t recOoi1Unendation,s that will proyide staff I a document or topl to assist in plamiing for any immediate or future changes that will enhance ~d s~pport the department with the ability to do th~irjobs n1or~ ~ft~cti'vely. . Tha,nk you for the opportunity to wptk with the City of Shakopee in assisting with a process to help I improve its functions and expeQtatiQIisand iool<: fOTward tQhelping you w~th t4e chaHengys of implementfng any of these recommendations. I Sincerely, ~K1g I Tom Klatt Public Works Operations Specialist I p:Ij>t\s\sbakolc0IllDl9D,!66779\s<h r<portka.dGc I I I Sh<!rt ElUott Hen41'i.;I<sori Inc.; 10901 Red Cirde Drive, Suite 200, t'linrietonka,MN 55343.9301 SEl-I is,af) equal oppc)i"turiityernploYer I \w/w;sehinc.com I 952.912.2600 I 800.734.6757 I 952.912.2601 fax I I Table of Contents I Letter of Transmittal I Certification Page Title Page Table of Contents I Page 1.0 Backg rou nd ....................................... ............. .................................................. ....... ...1 I 2.0 Observations... .............. ........................................................ .....................................1 3.0 Recommendations.................................. ................................................ .......... ...... ...2 I 4.0 Priority ......................... ........ ....................................................... ................................2 5.0 Cons ide rations ......................................... ........ .............................. ............ ................3 6.0 Discuss ion........... ............ ............................ ................................. ............ ..................4 I List of Organization Charts I Organization Chart 1 I Organization Chart 2 Organization Chart 3 I I I I I I I I SEH is a registered trademark of Short Elliott Hendrickson Inc. Organizational Study for the City of Shakopee Pagei I I I March 17, 2009 I I Organizational Study for the City of I Shakopee Prepared for City of Shakopee I I 1.0 Background In December 2008, the City of Shakopee accepted a proposal form Short Elliott Hendrickson, Inc. (SEH) to provide consultant services for an I Organizational Study of the City's Public Works Department, specifically the operations/maintenance function. The study began with a]oint meeting of the Director of Public Works/City I Engineer and the Public Works Supervisor's. Following that meeting interviews were conducted with the Director of Public Works, Maintenance Superintendent, Supervisor, Street, Sanitary and Storm Sewer and I Maintenance Supervisor, Parks and Grounds. These interviews, along with a review of various City documents form the basis for these insights, observations and recommendations set forth in this I study. My fmdings are supported by information gathered during the course of this study and my 33 years of employment with the City of Golden Valley as the Public Works OperationslMaintenance Manager. Their cooperation I and contribution in providing information is hereby acknowledged and greatly appreciated. 2.0 Observations I I commend the City of Shakopee and the Public Works Department for the strides made over the past 5 plus years based off the study done in 2003. I Even with the addition of five new employees over this time period the workload and mandates have increased and exceeded the man hours available to keep up with expectations. With the growth that Shakopee has experienced and will continue to experience it is vital to make sure staff is I identifYing and confronting any immediate concerns and planning for the future. I I found the operations side of the Public Works department to have a Director that is dedicated, determined and committed to a proactive approach of managing the department. The supervisor's as well are experienced and dedicated in providing a high quality of service to the community. Internal I communication appears to be adequate but steps should be taken to improve on this very important aspect of everyday business. Consensus by all was that I Page 1 I I I nothing is broke but steps could be taken to improve the immediate and I future needs within the department It was obviously to me that although operations were functioning reasonably I well considerations should be given to looking into some changes. Some of these changes I will regard to as "Priority" and some categorized as "Consideration" and other as "Discussion Item". A team approach with input from all levels of supervision will help ensure support and "buy in" at all I levels. 3.0 Recommendations I The following is a list of insights, observations and recommendations that can be used by the department as a guide or tool to potentially enhance Public Works Operations and Maintenance. I I am of a strong opinion that first line supervision within the operations sector of a municipality is extremely valuable and sometimes under valued. Most municipal employees work regular hours defined by an eight hour day, I five days a week (M-F). Police and Fire, if full time, are 24-7 employees but work rotating schedules with enough staffto accomplish this. Maintenance employees are scheduled to work 40 hours weeks and also be available for I after hours work and certainly for emergency services, (snow, ice, wind, rain, sewer backups, etc). Operation supervisors not only work regular hours (M- F) but also must be prepared and available for the unexpected/emergencies that arise 24-7. An organizational structure that addresses this level of I responsibility and respects the need for sometime away will find an effective supervisory team. I 4.0 Priority 1. Consider the creation of a Utility Division (Sanitary, Storm Sewer etc). Sewer cleaning, lift station maintenance, storm pond maintenance are I crucial operations and need everyday attentions to ensure mandates of cleaning and inspections are being achieved. Supervision and staffmg to be determined by workload. I 2. Add permanent crew leaders/working foreman positions. These positions to be a hourly wage position but will lend support to the supervisor in planning, daily supervision and supporting the department overall in I everyday operations. This position becomes the known authority, competent person in the department when the supervisor is absent. This added layer of supervision will support management and will help to increase efficiency, productivity and allow the supervisor additional time I for documentation, assurance of quality control, manage inventories, monitor safety, personnel, work zone etc. 3. Consider the conversion of department supervisor's to exempt I employees. Based on their level of responsibility, the hours expected of them to work to be effective and the time spent beyond normal working hours typically supports a salaried employee. Salaries should be I comparable to municipalities of equal size and staffing. 4. Three potential organizational structures should be considered if it is deemed appropriate to take action on the above recommendations. (See I Organizational Study for the City of Shakopee Page 2 I I I Attached Examples). It needs to be emphasized that if the Utility I Division is created and a restructuring does take place that the process assures the most effective structure is matched to the supervision. If crew leaders or working foreman positions are created those promotions I should go to the best qualified personnel regardless of length of service and be based on their abilities and the potential they possess to develop into the type of supervisor, crew leader, foreman to best serve the department and community in the long tenn. I 5. Focus on better ways of communication. Put a plan in place to monitor how communicating is being done. Consider weekly staff meetings to I include weekly work plans. Include an update from each division that consists of current activities and the status of on going maintenance activities and projects. I 6. Develop a matrix of maintenance activities, or work plans on a quarterly or seasonal basis that has reasonable schedule time frames yet have projected completion dates. This will assist the superintendent and supervisors in managing the entire work force and reinforces the need for I cooperation of staffing and equipment needs in accomplishing priority work. 7. Develop a consistent perfonnance evaluations system. At a minimum I these evaluations should be done on an annual basis with follow up as deemed necessary resulting from the evaluation. Consistency and accuracy is vital to the success of perfonnance evaluations. A team I consisting of the director, supervisors meet and set criteria for preparing these evaluations and then have a review to assure everyone has prepared with the same approach. These evaluations will assist in dealing with any I personnel issues and will have been discussed and come at no surprise to any level of supervision. 8. Establish a 24-7 after hour standby system. A minimum one employee I with the responsibility to be available 24-7 to receive a call from police and begin the process of dealing with the concern/condition. Consideration should be given to a one supervisor and one maintenance I employee system. This will help to assure a consistent/reliable response 2417/365. Develop and on call book that consists of emergency contact infonnation, pertinent infonnation to assist in making decisions or solving problems. Requires compensation and union contract I amendment. 5.0 Considerations I 1. Continue to enhance/develop policies/proceduresIBMP's to ensure there is consistency where needed. These need to be well thought out so that staff can provide the service and meet the expectations. These are I extremely valuable if they are thought out and written well prior to adoption. 2. IfIwhen restructuring takes place work at ways to develop and manage a I flexible work schedule as deemed necessary. Some examples that work well are spring street sweeping, ice rink maintenance, early starts during snow and ice season etc. I Organizational Study for the City of Shakopee Page 3 I I I 3. Begin a cross training program that has a goal of getting as many I employees as possible versed in maintenance activities in the other divisions they are currently not specializing in. Some examples would be; understanding major maintenance activities within each division, I understand emergency maintenance in each division, be able to operate as many pieces of critical equipment as possible, lift stations operations, ability to clean a trunk sewer line etc. I 4. If a forester position is added in the future, consider this position to be placed in the Public Works department or include job description duties to work with the Public Works department. This position could add I value to the department in many different areas such as; assist with snow and ice control, other different winter maintenance activities, summer related storm management, streetscape projects and management, etc. I 5. Strong encouragement and support for continuing education opportunities. Encourage current supervisors to attend the North Hennepin program and affiliate with appropriate associations and peers. I Superintendent should be considered for the leadership academy and encouraged to attend MPW A events as well as develop a network with peers. I 6. Continue to utilize small committees where in place already and organize additional to assist in evaluating equipment needs/replacements, safety concerns, policies, procedures, etc. These committee (s) should meet as I often as deemed necessary. 6.0 Discussion 1. Consider developing team building opportunities I 2. Staff/supervisor's weekly availability list for weekend/holiday after hours call outs. Coincides with standby system. 3. In house maintenance activities/projects "vs" contracting some I activities/projects. To maintain an acceptable level of service in all aspects of operations regular and mandated maintenance activities need to be given fIrst priority. If time allows selected projects that fIt staff I expertise should be given consideration and where not, these should be look into as contract projects. I I I I I Organizational Study for the City of Shakopee Page 4 I I I Table 1 I Organization Chart 1 I Director, Public Works/City Engineer I I I I I I Engineering Public Works Superintendent I Public Works Technician Public Works Secretary I I I Supervisor Streets/Parks Supervisor Utility I I I Crew Leader Crew Leader Lead Mechanic Crew Leader Utility Streets Parks/Grounds I I Maintenance Maintenance Mechanics Maintenance Operators Operators Operators I I I I I I Organizational Study for the City of Shakopee Page 5 I I I I Table 2 Organization Chart 2 I Director of Public Works/City Engineer I I I I Engineering Public Works Superintendent I Public Works Technician Public Works Secretary I I r I . Supervisor Supervisor Streets/Utility Parks/Grounds I I I I Crew Leader Crew Leader Utility Lead Mechanic Crew Leader Streets ParksfGrounds I I I I Maintenance Maintenance Mechanics Maintenance Operators Operators Operators I I I I I I Organizational Study for the City of Shakopee Page 6 I I I I Table 3 Organization Chart 3 I Director of Public Works/City Engineer I I I I Engineering Public Works Superintendent I Public Works Technician Public Works I Secretary I I I I Supervisor Streets Supervisor Utility Lead Mechanic Supervisor I Parks/Grounds I I I I I Crew Leader Streets Crew Leader Utility Mechanics Crew leader Parks/Grounds I I I I Maintenance Maintenance Maintenance I Operators Operators Operators I I I I I Organizational Study for the City of Shakopee Page 7 I --------------- _________n_ / CITY OF SHAKOPEE PUBLIC WORKS DEPARTMENT MARCH 24, 2009 III. Public Works Organizational Study for 2009 . Last Study done 2003 . Findings . Recommendations , r ~_ ~- ' ---r=:;rr=- I _ ..I _ , ., . I J LY CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24,2009 2008 Engineering / Public Works Department Structure Public Works Director ICity Engineer Bruce Loney I I I ---- I \ I Assistant City Engineer Public Works Pro iect Enaineer Enaineering Secretary Public Works Technician Superintendent Public Works Jeff Weyandt (Temporary Assianment) I- I- Secretory Joe Swentek Patricia Pennington Mike. Hullander I James Henderson Lisa Jeurisson I I J'I!-T~ ,,?Q<u.!d-.J r for ~OW P~m;ts I I I I I I Graduate Enaineer GIS Specialist Engineerina Technicians Maintenance SUDervisor Maintencnce SUDervisar Mechanics Pork & Public Grounds Street Sanitary & Storm Dole Gade Ryan Bormann Jeff Evens Gene Jeurisson Ryan Holverson Bill Egan Dave Ru tt Keith Weckman I I I I Pork Maintenance Street Maintenance Mechanic ADDrentice Engineerin9 Intern(s) I ODera tors Operators Glenn Heyda Joe Honermann Jesse Abraham Dean Bisek Todd Brinkhaus Mike Frassel Kevin Hennes Jessie Friendshuh Keith Raines Jess Haeg Rodney Beck Bob Gieseke Todd Schumacher Chad Bonine Jamie Theis Brian Theis I Scott Blom Kelly Rux t r,b'tll....Mlc. open:llOl"I maylOOt'k an./tnrparlc. llreo$t, "",ltot)' or $torm dlw,1atl. CI n.e"sot)!. y CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24,2009 CITY OF SHAKO PEE Memorandum TO: Mayor & City Council Mark McNeill. City Administrator 2003 ORGANIZATIONAL STUDY UPDATE FROM: Bruce Loney, Public Works Director FOR THE CITY OF SHAKOPEE DATE: 02110/09 SUIIJECT: Update on 2003 Public Works Organizational Study by Short-Elliott-llcndrickson NO. RECOMMENDATION STATUS DATE: February I J. 2009 I The two current "lead supervisors~ need to be! moved outsidt: ofthc current WlioD. structure Done with promotion of and be made a pzuticipating. active part oftbe ~management. team. This will require new job Mainlt.-nance Supervisors in 2004. NOS-AGF:NIlA INFORMATIONAL ITEM: .. 'ob responsibilities.. traininl!. and salarvadiustment This memo is intended to infonn the City Council of the progress made on the 2003 Short. 2 Thejob description of the current Public Works Supervisor needs to have a com:spooding PW Suptrintendcntjob i Elliott-Hendrickson (SEll) Public Works Organizational Study and ib recomm~ndations. revisioo to stre';,~en his mana.ll.emcnt resooosibilitics. descriotion comoleted in 2008 i Attached is a summar)' of the 17 recommendations and the status of those items. As you will 3 The part-time Ad:ninistrativc Clerk should be a full-time position. PW ~tary position hired see. significant progress has been made in about all of the recommendations. The Public Works Department is revisiting our organi7.ational study with SEH again to see: if our structure is adequate yet. or if further changes are needed to meet our maintenance obligations. 4 The City should pursue the purchase of the SPUC building and property priorro the New building done in 2006 Since 2003, the Public Works Department has taken on more duties ~'UCh as the following: remodeling of the existing Public Works building. Then develop a facility master plan thaI will meet the Public WOI'ks re-ocganization today, and provide for an orderly transition for the . Transfer of L-16 lift station and major interceptors from MCES. future and its inevitable 1!I'Owth. . Additional storm water requin:mcnts from the EP~PCA NPDE..'i Program. . Additional large parks on line for maintenance. S Develop a Public Works mairuen.ancc organizational structure. which provides for. Temporary leads have been o Huber Park, Tahpah Park, Soccer Complex, Westminster utilized for Uln:e yean and it . Park design, park construction duties and assistance due to Landscape Designer l. The changes outlined above. new structw'e should be reviewed departure. 2. Provides cle.1l'-rot lines ofrcsponsibiliry and authority. due to the amount of changes . G1S1GPS of City ilSSets such as pavements, sewer, stonn facilities, parks, trees, sidewalks 3. Accommodates the current employee cootingeoL that have occurred since 2003 and trails. 4. Offers opportunity for groy,'th and responsibility. . Building maintenance project for City facilities. 5. Provides for expansion and gI'(l""th, which can correspond to anticipated growth . Natural Resources functions - stcmnwater, wethll1ds and tree inspection, of me City. . Scott Counly winter and swruner maintenance activities (County reimburses the City for GIS Spocililist b.as b= hUN work). 6 Provide the Public Works function with adequate and up..to--date mapping and documentation ofttle infrastructure it is char}.'Cd with maintai:ung. This includes updated map$ of street and GIS progmns implemented If you have any questions on this memo or the attachment, please contact mc in my office. system. sanital)' sewer system and public lands. These should be updated a.DIl.ually and be for pavement. sign, storm, available in hard copy md electronic format. sanituy and pork assc:s ~~~ Public Works Director ~~1'1IJI;OO.co..~n-<:IlGo<.'CILO.TI<JI<VoI...'R-DY - _____ _._n._ _ --------------.--- - ------.-.-.....--- I " ,..' i LY CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24, 2009 Public Works Organizational Study for 2009 Recommendations And Actions I / CITY OF SHAKOPEE . . I PUBLICWORKS DEPARTMENT I I MARCH 24, 2009 I Table 1 Organization Chart 1 Recommendation Director, Public 1 Works/City Engineer I I Engineering Public Works Superintendent Public Works Technician Public Works Secretary l Supervisor Streets/Parks Supervisor Utility , I Crew Leader Crew Leader Lead Mechanic Crew Leader Utility Streets Parks/Grounds I Maintenance Maintenance Mechanics Maintenance Operators Operators Operators - ------------------- J J CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24, 2009 Table 2 Organization Chart 2 Recommendation Director of Public Works/City Engineer 2 Engineering Public Works Superintendent i Public Works Technician Public Works Secretary I I Supervisor Streets/Utility Supervisor Parks/Grounds I I Crew Leader Crew Leader Utility Lead Mechanic Crew Leader Streets Parks/Grounds I I I Maintenance Maintenance Mechanics Maintenance Operators Operators Operators . / CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24, 2009 Table 3 Organization Chart 3 Recommendation Director of Public Works/City Engineer 3 I I Engineering Public Works Superintendent Public Works Technician Public Works Secretary I 1 Supervisor Streets Supervisor Utility Lead Mechanic Supervisor I Parks/Grounds I ! I I I I Crew Leader Streets Crew Leader Utility Mechanics Crew leader Parks/Grounds I I I Maintenance Maintenance Maintenance Operators Operators Operators y CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24, 2009 Table 2 Organization Chart 2 Recommendation Director of Public Works/City Engineer 2 Engineering Public Works Superintendent Key Point Public Works Technician Public Works Secretaiy Crew Leader Supervisor Parks/Grounds Crew Leader Parks/Grounds Maintenance Mechanics Maintenance Operators Operators I ' . L/ CITY OF SHAKOPEE PUBLICWORKS DEPARTMENT MARCH 24, 2009 --- - ---, -- .. - , '\ ....,.. ...,... -"" - - uestions?