HomeMy WebLinkAbout2. S.E.H. Presentation-Public Works Reorganization
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CITY OF SHAKOPEE
Memorandum
TO: Mayor & City Council
Mark McNeill, City Administrator
FROM: Bruce Loney, Public Works Director
SUBJECT: Organizational Study for the City of Shakopee
DATE: August 21, 2003
INTRODUCTION:
Attached is the Organizational Study as prepared by Short Elliott Hendrickson, Inc. as
previously authorized by the City Council.
BACKGROUND:
This report will be presented to the City Council on August 26, 2003. Lloyd Pauly of
S.E.H. will do a 15 to 20 minute presentation with the remainder of time for questions.
The report contains the background, interview summary, practices, organization, Job
descriptions and recommendations with appendices.
The recommendations for the public works department are on pages 11 to 15 of the report
and are the summary of the report for the city to consider. Staffhas included $20,000.00
in the budget under Unallocated Division for possible salary adjustments in 2004.
Staff will be asking for Council direction on the report as part of the budget discussion
process, particularly the recommendations and the impact to the City of Shakopee.
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Organizational Study for the
City of Shakopee
Shakopee, Minnesota
SEH No. A-SHAK00301.00
August 2003
SHORT ELLIOTT HENDRICKSON INC
Multidisciplined.
Single Source.
I "'SeH
10901 Red Circle Drive, Suite 200, Minnetonka, MN 55343-9301 952.912.2600 952.912.2601 FAX
I architecture . engineering . environmental . transportation
I August 2003 RE: Organizational Study for the City of
Shakopee
Shakopee, Minnesota
I SEH No. A-SHAK00301.00
I Mayor and Council
Mack McNeill, City Administrator
I Bruce Loney, Director of Public Works/City Engineer
City of Shakopee, Minnesota
129 Holmes St S
I Shakopee, MN 55379-1328
The challenges of growth and development brings to a community are not limited to a review,
I zoning and land use issues or envisioning what that community will ultimately become or what its
leaders and residents would like it to become. Hidden within that accelerated development activity
is another challenge and that is how to insure that the current and newly constructed infrastructure is
I operated and maintained in a manner so that its full service life is achieved and the public's
investment protected. That infrastructure will ultimately form the basis for the quality of life and the
yard stick by which people residing in the community regard that experience.
I The pressure to respond to development can compromise the effort put forth to maintain its existing
assets. To insure that both interests are adequately served requires equal attention and a discipline
I that can only be achieved when policy makers, administrators and staff make that insurance a
primary goal.
This study was commissioned by the City of Shakopee to insure that those equal interests are
I served.
This study provides an outline to insure that the existing infrastructure and the infrastructure being
I developed is serviced and maintained by an organization with the proper tools, education and
expertise to carry out their mission. Within this study, we make a series of recommendations, some
observations and point out areas of concern that should be addressed. It is not necessary that they be
I addressed immediately, but that they be planned and programmed for in an orderly manner so that
they become an integral part of the routine operation of the City. The organization structure
recommended provides the flexibility to respond to the growth of the community as it occurs but an
I organization is only as good as the people who occupy its spaces. In Shakopee's case, the City is
fortunate to have a dedicated public works staff whose driving interest is to make Shakopee a
quality place to live and work.
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I Short Elliott Hendrickson Inc. . Your Trusted Resource . Equal Opportunity Employer
I August 2003
I Page 2
I We thank you for the opportunity to work with the City to improve its functions and expectations
and look forward to assisting you with the challenge of implementing these recommendations.
Sincerely,
I Short Elliott Hendrickson Inc.@ (SEH)
I ~
I Lloyd M. Pauly Bonnie Morey
jac
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I Table of Contents
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1.0 Backgrou nd .............. ........ it....... Ii....... ............... .... ...... II.... ... ..........11......... .......... 1
I 1.1 Observations........................................................................................... 3
2.0 Interview Summary..................... ......................... ....................... ............ ...... 4
I 3.0 Practices......... ....... ........ II. .......... ...... II...... ....... .......... .... .............. ... ..... ............. II. 5
3.1 Current/Best Practices ... ...... ... ............................... ... ......... ..... ................ 5
I 4.0 Organ izati on ......... ......................~.................................................... .............. 7
4.1 Current.................................................................................................... 8
4.2 Recommended........................................................................................ 9
I 5.0 Job Description.s .......................... ......... ...... ................. ... ............................ 11
6.0 Recommendations (Actions) ..................................................................... 11
I 7.0 Recommendations (Training and Development)...................................... 14
7.1 Leadership & Supervisory Training ....................................................... 15
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List of Appendices
I Appendix A Interview Feedback Notes
Appendix B Examples of Organizational Charts
I Appendix C Sample of Job Descriptions
Appendix D Proposal
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I SEH is a registered trademark of Short Elliott Hendrickson Inc.
Organizational Study for the City of Shakopee A-SHAKOO301.00
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I Organizational Study for the City of
Shakopee
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I Prepared for City of Shakopee, Minnesota
I 1.0 Background
I In March 2003, the City of Shakopee accepted a proposal from Short
Elliott Hendrickson Inc. @ (SEH) dated January 13, 2003, to provide
consultant services for an Organizational Study of the City's Public
I Works Department, specifically its maintenance function. A copy of
that proposal is attached. (See Appendix D)
That study began on April 23, 2003, with a joint meeting of the City
I Administrator, Director of Public Works/City Engineer, and the Public
Works workforce. Following that meeting SEH staff interviewed
various City staff public works personnel and members of the City
I Council at meetings on April 30, May 1, May 6, May 20, May 22,
May 27, and June 4. These meetings were facilitated by Bonnie Morey
I and attended by Lloyd Pauly, SEH's public works specialist.
These interviews, along with a review of various City documents, the
City Comprehensive Plan and frequent fact finding visits to the City
I by Mr. Pauly form the basis for observations, perceptions, and
recommendations set forth in this study. Our findings are supported by
information gathered during the course of this study from the Cities of
I Chaska, Eagan, Golden Valley, Lakeville, Minnetonka, Plymouth,
Prior Lake, Richfield, and Savage. Their cooperation and contribution
in providing information, to be used as comparable, is hereby
I acknowledged and greatly appreciated. Each of these communities
chosen by Mr. Loney, Shakopee's Director of Public Works (DPW)
and SEH were selected for unique and separate reasons.
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I The communities of Savage, Prior Lake,. and Chaska were chosen
because of their proximity. Golden Valley represents a similar size
I infrastructure with 125 miles of street and a population of 26,000
people. Lakeville represents a rapidly developing community currently
about the size that Shakopee envisions becoming by the year 2020,
I with 250 miles of street and 46,000 people. Plymouth, Richfield, and
Eagan were chosen because of their individually unique organizational
structure and policies. Minnetonka was used because of the author's
I familiarity with their public works operations.
While this list of nine communities were chosen as comparables there
I are certain factors that make Shakopee unique, and therefore
comparables need to be qualified and correspondingly factored.
Shakopee is by itself a unique community. It has certain characteristics
I that make it unique.
. Shakopee is in transition from a stand-alone community of
I 12,000 people, across the river from the Twin City metro area,
to a fast growing community. Shakopee is now very much
connected to the metro area with a changing demographic and
I correspondingly changing and expanding service demands.
. The community is impacted by its close proximity to three
major entertainment industries; the Casino, Canterbury Park,
I and Valleyfair.
. The infrastructure development and maintenance
I responsibilities are shared with the Shakopee Public Utility
Commission (SPUC). The operation and maintenance of the
municipal water system is outside of the structure of the current
I public works department. The maintenance and operations of
the sanitary sewer collection system is within the department
responsibility.
I . The City has a significant number of alley miles (11 miles) it is
responsible to maintain.
I . A large portion of the local road system has wider pavement
widths than experienced in most suburban communities of
I comparable size.
All of these characteristics need to be factored in when comparing
Shakopee's maintenance size and structure with similar communities
I and serve to make Shakopee distinct and unique.
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I 1.1 Observations
In general, we found that the public's perception of the Public Works
I maintenance operation and response is good. The City Council and
administrator's office does not receive negative comments about the
services rendered and from a public's perception, service levels are
I good and the workforce is effective and does a good job. While the
workforce is delivering a good level of service, the council and
administrator are sometimes frustrated by a lack of understanding of
I the goals, programs, processes, and priorities of the maintenance
operation, or at least their failure to communicate those programs and
processes to the council and the public.
I Conversely, the public works workforce perceIves itself as
unappreciated, misunderstood, and underrepresented by the
I administration and the council. This has been evidenced by the
difficult labor negotiations, which have taken place over the last three
to five years. As a result, the public works workforce have banded
I together as a "brotherhood" of a partially alienated work group with
two of its three supervisors represented by the workforce labor
organization for "protection" and the third supervisor surviving on an
I "island" with little support from either position.
The "good news" is that the system is not broke. The public perception
I of performance and service delivery IS good. The workforce
demonstrates a willingness to serve and perform its functions
efficiently, but as in most growth communities, is becoming a reactive
I workforce rather than one that plans and programs its activities. The
workforce does plan and program its work; however, often those plans
are interrupted because of requests for service from growth activities.
I As a result not all of its plans and programs are completed as
scheduled. This results in routine preventive maintenance being
delayed or not performed in a timely manner and the public's
I investment in its existing infrastructure (assets) is not protected and its
full service life may not be realized.
I It is obvious to the writer that the public works maintenance division
needs to plan and prioritize its maintenance programs and policies and
communicate them to the administration and the City Council. It needs
I to develop a "cost-of-service" system so that the impact of new
development and redevelopment IS available to the planners,
administrators, and the council to be used in evaluating the current and
I future impact of those developments.
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I The. administrator .and. council. need. to give the. Public Works
maintenance functions the support tools so that this quantitative and
I communicative effort can. be carried out. That support has been
lacking to date. This support will require more than the recent halftime
clerical assistance given to them since January 2003. It will also
I require some hardware, software, and training so these efforts are
carried on efficiently and effectively.
I 2.0 Interview Summary
The feedback meetings and interviews were very helpful. The
information provided at these meetings gave us a good starting point.
I As expected, these feedback sessions highlighted some areas/topics
that most of the individuals agreed upon and other areas/topics in
which individuals had very diverse, almost opposing views. The
I following is our overall perceptions of the feedback.
In general, there seems to be a need for restructuring of the lead
I positions. This needs to include appropriate, clearly written position
descriptions, and appropriate pay structure.
I The addition of an administrative staff person seems to be very well
received. However, it also appears that there is a need for this person
to be full-time if information and record keeping are going to reach an
I acceptable level.
It appears that the council, the public, and the staff are pleased with the
skill and work ethic of the Public Works staff.
I Sanitary sewer operations do not appear to be working smoothly. The
sanitary sewer tasks seem to get completed whenever someone has the
I time.
The need for continuing education and development of senior leaders
I and supervisors became evident throughout the interviews.
It is evident that the Public Works organization needs more physical
I space, both office/work space and storage space.
In very broad terms, communication seems to be an area that needs
improvement. Communication came up numerous times from
I ineffective team meetings to nonspecific information, to not having
consistent processes for communicating information.
I There appears to be a lack of clearly defined and mutually understood
processes and procedures. Some that need to be defined and/or revised
are record keeping processes, processes for reporting information to
I the council, process for coordination of work between engineering and
public works, punch list/close-out process, tool purchasing process,
etc.
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I 3.0 Practices
3.1 Current/Best Practices
I During our review of current maintenance practices and a comparison
with "best practices" within the industry we found that most of the
I practices and procedures of Shakopee's Public Works maintenance
operation are consistent with the practices of other communities of
similar size and demographics. Noteworthy is the practice of
I cooperative bidding for certain maintenance services, such as seal
coating with a consortium of neighboring communities and the use of
state bids for equipment procurement. Both of these practices result in
I an overall cost savings to the City. Also, the City's practice of
employing seasonal snowplow operator's result in a more efficient
service to the public without the resultant increase in full-time staffing
I levels.
In growth communities, such as Shakopee, it is difficult to maintain a
I "best practices" program for its existing infrastructure while still
attempting to manage the growth and its corresponding demands. To
do so requires a well planned program and a strict discipline with
I cooperation from all levels of the structure.
There were several areas where we believe the City is deficient or
outside of what are normally considered as "best practices". The City
I may want to ultimately address several or all of these deviations:
. Sanitary Sewer Cleaning
I There is a sanitary cleaning program; however, that program is
not now properly documented or adhered to. It is not now
I regarded as a priority function, therefore, is often times
interrupted and not completed as planned. This is an extremely
important function and the lack of adherence to a disciplined
I plan and program not only increases the potential for service
interruptions (sewer back-ups), resulting in damage to private
property, but also exposes the City to potential liability.
I Current "best practices" would dictate that all sanitary sewer
lines be cleaned on a two to four year frequency. Most
common practice is a three-year cycle (1/3 of the City each
I year). Certain "trouble" areas of the City require more frequent
cleaning.
I This program should be redeveloped and prioritized as soon as
possible and the practice appropriately documented.
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I . Pavement Surface Patching and Preparation Prior to Seal
Coating
I "Best practices" would dictate that those streets, designated for
seal coating, be prepared for seal coating during the season
prior (patching, crack sealing, spot overlay, etc.). Those streets
I scheduled for seal coating in 2003 are prepared in 2002.
Current practice is to do this work in the same year, which can
result in "bleeding" of the patch and crack seal material
I through the newly placed seal coat aggregate.
. Street Sweeping
I Street sweeping in Shakopee appears to be a daily activity
during the snow free months. "Best practices" would indicate
all streets be swept twice a year, once in early spring and again
I in late summer (late July or August). Shakopee's downtown
area probably requires a sweeping each week and certain
maintenance functions require the services of a street sweeper
I on a periodic basis. However, the daily scheduling of a street
sweeper throughout the summer may not be necessary and
I could free up personnel for other functions.
We make that same observation with roadside mowmg
practices.
I . Developer and/or Contractor work
Although not documented, our interviews and observations
I lead us to believe that the maintenance staff spends a
undetermined amount of time doing work that may be the
responsibility of a developer or a contractor. Many of those
I items are small and may appear incidental, however, our
impression is that. it is a common request and takes time away
from assigned maintenance activities. While this may be an
I expedient practice, we find no indication that the
developer !contractor is billed for these services.
While this IS not an uncommon practice m growth
I communities, it is not a good practice. It should be eliminated
or severely limited and when emergency response warrants the
I maintenance forces to respond to a request of this nature, a
billing-for-services system should be set up to recover the cost
of this response.
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I . Daily Work Schedule
I The current daily work schedule of 6:00 a.m. to 2:00 p.m. is
not an industry "norm". While it may be appropriate for certain
crew activities, we are not aware of another public works
I workforce on this early schedule. A more common practice is
from 6:30 a.m. to 3:00 p.m. or 7:00 a.m. to 3:30 p.m.
Our concern is that this work schedule contributes to an
I increase in overtime/comp time hours because many associated
work activities in Shakopee continue until 4:30 or 5:00 p.m.,
and frequently require a maintenance response after the public
I works personnel have left for the day.
. Coordinate the Entire Pavement Maintenance System between
I Engineering and Public Warks.
At this time, there is a need to improve coordination between
the engineering function and the maintenance function, with
I regard to the maintenance programs for the existing street
system.
I Currently, Public Works maintenance determines which streets
are to be crack sealed, patched, and seal coated. Engineering
decides which streets are to be milled and overlaid or
I reconstructed.
"Best practices" would indicate that this should be a
coordinated effort with input from both disciplines through the
I pavement management system. This effort normally involves a
multi-year program that can then be properly coordinated,
programmed, funded, and communicated.
I 4.0 Organization
There is always a need for an established organization and a great
I interest III organizational "charts" . The real function of an
understandable organization and a corresponding "chart" is that it
establishes lines of communications, responsibilities, and expectations.
I Having a good organizational chart in itself does not insure these
functions. Most public works organizations are a result or a reflection
of the people in place and their abilities.
I A good organizational chart can provide a road map for development
and growth, while still providing the flexibility to respond to a
I changing environment. One of the expectations of this study was to
provide a review of other Public Works work groups and how they
were organized. This then could provide guidance for a potential
I revision in the organization in Shakopee Public Works.
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I 4.1 Current
The following is the current organizational chart of the Public Works
I and Engineering department.
I Engineering/Public Works Department Structure
Director .of Public
I WorkslCityEngineer
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....w............................................................. ....~...............................................
I I Assistant City I I Engineering I Public \yorks Public Works
Records Clerk Supervisor
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I I Project 1 : Project ! Park Lead StreetJead
I i. Coordinator j 1. Engineer j
................................................ .......................-......................
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ParkJv[aintenance .. Street Maintenance
I r.........~~~i~~.~;i~~..........J
~ Technicians i Workers (5) >W orkers (7)
..............................................................
I r..-..~~~i~~~;i~~.......l
Mechanics
I t............!.~~.~.~.~~!...........) (3)
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I 4.2 Recommended
After our review and consistent with the recommendations within this
I report, we would recommend a revision as follows:
I Proposed Public Works Structure
Director of Public
I W orks/City Engineer
I ..................................................................................................................
I PWSupv.
I PWClerk
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I Park Maint.
Supv.
I (.._.....n~~~~;..L~~drii~~..............l .........~.,..:............... ........................................
Lead Fleet . ...... ......... .. .... ", .
( TempLeadman ')
I (mowing athletic I Services/Meeh. I (sw~~ping, S\Vr. I
I !.........,...,..........,.,...~~~~~~...............;...:......) I ll1aint./c~eaning, I
I curb/sidewalk I
I 1fepair) I
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Maihten8.1lce Mechanics ... ...
.....;.;;.;~.........~.;.;.',.. .........;;......:.;;...........;..;..:.....;.....
Workers. (llt\rk (2)
I Division) (5)
Maintenance
Workers
I (Street/Sewer){7)
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I Note: A review of the engineering function was not part of this study.
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I This recommended organization is different from the current in these
respects:
I 1. The Public Works Clerk becomes a full-time position
responsible to the Public Warks Supervisor.
I 2. The Park Maintenance Supervisor and the Street/Sewer
Maintenance Supervisor replaces the "Park Lead" and the
I "Street Lead" positions and makes them "exempt" employees -
outside the union structure.
3. Designates and elevates a "Lead" person responsible for fleet
I services and mechanic function but still responsible to the
Public Works Supervisor.
I 4. Provides for a position of <<Temporary Lead Person". This
position is filled at the discretion of the Public Works
Supervisor on specific assignments, far specific periods of
I time, for specific functions. These assignments are not made on
the basis of seniority, but on the basis of ability.
I Examples of such assignments may be:
. Acting as lead person and directing the spring and late
I summer street sweeping program.
. Acting as lead person and directing the sanitary sewer
cleaning program.
I . Acting as lead person and directing the sidewalk and
curb repair and replacement program.
I . Supervising the summer mowing crews and/or athletic
field maintenance crews.
I These assignments allow for growth within the organization and free
the supervisors to concentrate on managing the other functions and
activities of the department.
I This organizational structure will allow the City of Shakopee to grow
and still stay within the "span of control" with respect to the number of
I employees an individual can effectively supervise.
Examples of other Public Works organizations are included in
I Appendix B.
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I 5.0 Job Descriptions
I Adoption of the recommended organizational chart and structure will
require a revision to the job descriptions for the supervisory positions
and the "lead" positions. The revisions necessary will relate to
I responsibility and will require that those job descriptions stand the test
of exempt or supervisor's position.
Appendix C contains sample job descriptions from communities where
I these positions and responsibilities exist and are functioning.
6.0 Recommendations (Actions)
I The following is a list of recommendations for action that should be
developed into a plan and systematically supported and enacted so that
the Public Works maintenance function meets the Council's
I expectations and positions itself to respond to the future growth of the
community and corresponding service demands.
I 1. The two current "lead supervisors" need to be moved outside
of the current union structure and be made a participating,
active part of the "management" team. This will require new
I job descriptions, job responsibilities, training, and salary
adjustment.
I 2. The job description of the current Public Works supervisor
needs to have a corresponding revision to strengthen his
management responsibilities.
I 3. The part-time administrative clerk should be a full-time
position.
I 4. The City should pursue the purchase of the SPUC building and
property prior to the remodeling of the existing Public Works
I 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.
I 5. Develop a Public Works maintenance organizational structure,
which provides for:
I 1. The changes outlined above.
2. Provides clear-cut lines of responsibility and authority.
I 3. Accommodates the current employee contingent.
4. Offers opportunity for growth and responsibility.
I 5. Provides for expansion and growth, which can correspond
to anticipated growth of the City.
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I 6. Provide the Public Works function with adequate and up-
to-date mapping. arid documentation of the infrastructure it
I is charged with maintaining. This includes updated maps of
street system, storm drainage system, sanitary sewer
system, and public lands. These should be updated annually
I and be available in hard. copy and electronic format.
7. Develop and document a sanitary sewer cleaning and
I maintenance program based on a three-year cleaning
frequency. As part of that program, identify those
"problem" areas requiring more frequent cleaning and
I investigate the cause of build-up in those areas.
8. The Public Works function needs to receive improved
I support from the engineering function with regards to
developer projects, engineering projects, and permit
execution and enforcement. We witnessed on more than
I one occasion where Public Works was asked to perform
functions that were the obligation of the developer, the
contractor, or permittee. These deficiencies were either
I overlooked, forgotten, or the responsible party was
unwilling to perform their responsibilities. Engaging Public
Works in correcting these deficiencies was the expedient
I way of solving the problem.
While their lack of record keeping could not quantify the
I man/equipment hours involved, in these activities, it was
obvious from testimony and witness that it is not an
uncommon occurrence. This type of response to
I deficiencies not only takes the workforce away from its
primary mission and responsibility, but the responsible
party was relieved of their responsibility. Currently, no
I system exists to charge the deficient party for their neglect
or oversight.
9. Develop a procedure so that Public Works have review
I input into development plans for any part of the
infrastructure that they will be asked to maintain.
Additionally, Public Works should participate in the
I development of punch lists and final inspection prior to
City acceptance of all infrastructure items.
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I 10. Set up a. system where the mechanics are required to
furnish their own tools. Negotiate an annual tool
I replacement allowance as part of the union contract.
. Any specialty tools and wrenches larger than one inch
I will be purchased, owned, and maintained by the City.
. Purchase and maintain a set of tools for the balance of
the workforce to use as needed.
I 11. Update the existing pavement management system. Engage
the City Council in setting a policy regarding acceptable
I "street condition index". Develop and annually update the
program so that crack seal, seal coat, mill and overlay and
reconstruction activities can be adequately funded, and
I properly coordinated between Engineering and Public
Works.
I 12. Engage the City Council in establishing a policy regarding
the maintenance of storm sewer holding ponds and
drainage ways (i.e.: mowing, tree growth removal, erosion
I control, silt removal frequency, etc.).
It is conceivable that the number of these facilities would
I more than double from that which exist to-date. It is
appropriate to set a maintenance standard that the
community can support both financially and esthetically.
I 13. Engage the City Council in establishing a policy regarding
the establishment and maintenance of trails and sidewalks
I (i.e.: winter maintenance, repair, replacement, etc.).
Again, without a well thought-out policy, at this stage of
development, this could have a significant impact on
I staffing levels in the future.
14. Develop an education incentive program for the Public
I Works workforce. This will not only prepare the workforce
for the future expansion of the maintenance activity in the
developing City, but also provide for employee
I advancement, job satisfaction, and retention.
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I 15. Conduct a review of the fleet maintenance services function
of the Public Works activity. This review should include:
I . A review of current practices.
. Development of in-house/out-source policy and
I function.
. Formalize relationship with SPUC vehicles and
I maintenance.
Develop an hourly shop cost, which includes overhead
.
I items such as heat, lights, facilities, expendables, etc.
. Certification of mechanics.
I . Review of billing procedures for receiving departments.
. Review of vehicle replacement policy.
I . Review of vehicle procurement specifications.
. Review of existing hardware and software systems to
I service this enterprise.
16 Develop an annual maintenance activity schedule, which
I outlines the functions and planned activities.
This schedule can be used to communicate with the council
I administration and the public on the goals of this work
activity and the progress of the maintenance function.
I' 17 Explore a revision to the daily work schedule to allow a
supervisor and/or a limited crew to be available, if
necessary, until 4:00 to 4:30 p.m. to respond to service
I needs without the expenditure of overtimelcomp time.
7.0 Recommendations (Training and Development)
I The following are staff training and development recommendations
that should be addressed III conjunction with the action
recommendations. This section includes both individual and. group
I development needs.
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Organizational Study for the City of Shakopee A-SHAKOO301.00
I Page 14
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I" 7.1 Leadership & Supervisory Training
I Provide continuing educational opportunities for the Director of Public
Works, Public Works Supervisor, Parks Maintenance Supervisor, and
the Street/Sewer Maintenance Supervisor. We recommend an external
I series (i.e., Wilson Learning, AMA, St. Thomas, etc.) and some
custom in-house sessions designed to meet specific needs such as
effective team leadership, communicating with diverse personalities,
I facilitating effective meetings, giving clear instructions, etc.
. Process Facilitation and Education
I We suggest having facilitated working sessions to define and/or
revise key work processes and procedures. Facilitation with an
appropriate group will be the key to the success of the process or
I procedure. The groups will need to be kept small, with the
members representing the diversity of those who will be utilizing
the process or procedure. Without this diverse representation, the
I process will not get appropriate buy-in or support from the very
people who will be expected to use it.
Once a process has been fully defined or revised, all appropriate
I staff will need the appropriate training.
. Workforce Continuing Education Policy & Development Plan
I We recommend developing a Public Works Education Policy. The
policy should outline types of training/education the City will pay
for, approval process for registration/attendance, and the amount
I the City will pay for per year.
Employees should have an annual development plan that is
I mutually developed with their supervisor/manager. This plan
should be an extension of the performance review system. The
plan should highlight development needs and opportunities for
I filling the needs. Effective development plans along with an
appropriate continuing education policy should provide employees
an incentive for continuing their learning and help provide job
I satisfaction.
. Department Wide Training
I If the Public Works staff is expected to operate as an effective
team, we recommend at a minimum, one annual
training/educational opportunity for the entire staff. This keeps a
I work unit talking the same language and operating more
effectively as a unit. Examples of annual educational topics might
include: team skills, communication skills, customer service skills
'I as it relates to the public, technical skills, etc.
I
Organizational Study for the City of Shakopee A-SHAKOO301.00
I Page 15
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I
I Appendix A
I Interview Feedback Notes
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I ... .-. . ."-. ,
....$taff l.npuf-4grol.lps
I Structure, Whatis working well?
I . Employees/staffhave good skills and work ethic. Staffkriows what they are doing; (4)
. Parks, Streets, and Mechanics operate more or less separate except for plowing.
. Good equipment. (2)
I . Administrative support (Lori) is good. It is helpful having someone track and enter information
into the computer system. Administrative support is helping to get group organized. (2)
. . Use of the seasonal staff.
I . Vehicle maintenance/mechanic operation runs smoothly (very few breakdowns, mechanics are
helpful; mgmt allows them to manage themselves). Skilled group. (2)
. Both Parks and Streets have 4-6 key tasks which they repetitively perform and perform
I efficiently.
. Overall, the leadership group does not micro-manage. They typically allow staff to do what they
need to do.
I . Mechanics work program through the high school.
. Public seems satisfied with the work/jobs performed.
I Structure, What is not working so well?
. Staff doesn't always feel like they get enough upper management input, infortnation, and
I support. Certain things seem to be forced from the bottom up, i.e., sanitary & storm sewer maps,
specific proactive meeting information, 30% management time, etc.(3)
. Job descriptions are unclear and nonspecific, i.e., responsibilities, authority, and accountability.
I Lead positions should be clearly defined and communicated.(3)
. It is difficult to be both a department head and supervisor.
. Parks and Streets do work well together however, each person should know where their time is
I supposed to be focused, i.e., 90%110% or 80%/20% (skilllknowledge/time).
. Sanitary sewer operations are done on a part-time basis, when Streets gets time. Therefore things
are not getting done pro actively only reactively. Not enough staff to currently handle sanitary
I sewer adequately. There should be dedicated people for sanitary sewer.(3)
. More knowledge of Public Works operations is needed at the top leadership level. There needsto
be more leadership focus on public works. Current leadership focus seems to be on the
I engineering side.(3)
. Managementlleadership development is needed at the top levels, i.e., listening skills, getting
I input/buy-in, situational leadership, getting work done through others, interactive skills, etc.(3)
. Management/supervisory development is needed for the supervisor and leads, i.e., making and
communicating decisions, motivating employees, the supervisor's role, conducting effective
I meetings, consensus vs. consent, etc. (2)
. The public works supervisor should be the public works director with three supervisors reporting
to him: streets, parks, and sanitary sewer. These supervisors should then get supervisors
I tasks/responsibilities and pay. .
. Get lead people out of the union and let foremen supervise.
. Pay scale is lower than the surrounding cities. 8-step plan is too long.(2)
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. . ...
".- -."
I space. TbisWas identified in the
. Vehicle and updated t601s.
. Currently, we are under supervised.
I . Need better administration of activities.
. Need better reporting mechanisms~
. Need a utility lead and a fleet services lead.
I
Process/Operations, What is working well~
I . The interview/employee selection process. Allows the City to hire qualified/skilled employees.
. With the extremely lean crews, staff has been forced to find efficient ways of getting things
I done, i.e., striping, and painting~
. Job descriptions, other than the leads/supervisors, seem to be good.
. Good quality equipment.
. Winter plowing - everyone is assigned an area.
I . Ball field maintenance.
. Shop mechanics operations work well.
I Process/Operations, What is not working well?
. Overall, need better defined (with specifics) processes and procedures.
I . Need to establish clear policies and standards on what we do and how we do it. This needs to be
communicated to the council and administration.
. Need better record keeping and reporting. Need administrative support fuR-time.
I . Need regularly scheduled meetings with supervisors and staff. This information needs to be
communicated clearly, i.e., time/date/locationlagenda. (3)
. Communication throughout needs to be improved. Needs to be more specific and clear. This
I applies at all levels.
. Varied start times work well from a logical (task) standpoint but, it makes it difficult from a
I coordination, communication, and meeting standpoint. Plus constantly changing a
group/individual's start time is difficUlt on them personally.
. Need well-defined. processes for coordination of work efforts between engineering and public
I works, I.e., sign-off andpunchlist when a public works employee fixes/finishes a project initiated
by engineering. Need <l ptlllchlist/close-out process, permitting process, etc.(3)
. Need to improve the 30% time from upper management. Need more than 10-minute morning
I visits.
. City should utilize current engineering staff instead of using so many consultants.
. Need a more efficient, effective process for ordering equipment. The process could save the City
I money.
. Need a more proactive process/schedule for dragging the ball fields. Too many last minute
changes.
I . Need a process for getting updated maps in a timely manner.
. The City is not concentrating on proactive maintenance. They are focusing on new construction.
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'I~<t';';' "j;.?'F: .....,> ..... . ......':':' .................. . ............ ,.... ...... .",(,"">.:", ......""',.. .,.........<<...,...........,..-:;\?:_:..;;."'>F":>
., ....,. . '... .....~~e<ibettettoordi~~tiOIr. ofjobs.het\v~ells~eets.arid..:karks'...i.e.,s*aIii1g;bj~qtlii>I1lelit........'.
I.. · '01;~B~ll1?rr~ffeGtiye, applicable~rfoimapce..rev~.e"'process.cu,IT~Iltpr()fFssis...~ot. very"
sPe<:lfi~;orfPpl~cable, (2) ..' '. ...... ...>< ....... ,.i.i.;';>-. '.
'1 Pt,....:...()C..,....'.'..........~.s._s..~.orc.onve.it. i.n. g SiC. k.'d. a YSinto.va.'.c ati.ond.a.ys. "cu'..rr..e.n.'{;p. roc.. e.'. S'....Sl....S......a hassle and is not'
automatic.
· Need aforrnal agreement/process for maintenance of school properties.
· Lack of process/policy for storm drainage ponds and private ponds.
I · Th~re see~s to be too many people involved or no specifically.definedres??nsibilities~hen
domg projects such as a new park. There are so many layers WIthout defimuon that the nght
I hand doesn't know what the left band is doing. Tbingsfall between the cfacks.
If Shakopee were built in a day, bow would you restructure it? What should we consider?
I · One supervisor for both parks/public grounds and public buildings with 2 leads with specialized
skills.
· Separate sanitary sewer. (2)
I · Formal fleet management division.
· Create mOre specialty positions and opportunities for staff growth.
· Have park development done in-house.
I · Bigger building with more storage. (3)
· Build a salt shed. (2)
· Combine public works and engineering staff in one building.
I · Public works and engineering need to understand each other's function better.
· Provide ongoing training: leadership, supervisory, and cross training. (2)
· Operate streets and parks totally separate (equipment, manpower, etc.)
I · Restructure upper management to ensure public works gets appropriate support.
· Better pay plan - reduce the number of years to top pay. (2)
· Keep school business and City business separate.
I · Utilize temporary leads.
· Hire a third full-time mechanic and utilize part-time mechanics as appropriate.
· Reorganize so the city engineer oversees engineering and the public works supervisor oversees
I public works.
· Develop clear position descriptions that list taskslresponsibilities for supervisors and leads. Pay
. thesepositioI1s appropriately.
I · Separate.public works and engineering and set up work processes for coordinating work between
the two departments. (2)
I · Put more emPh. asis o. n expo erience during the hiring process; not just fonnaI education.
· Improve the computer system - both hardware and software. (2)
· Need full-time administrative support. (3)
· Develop an effective/timely "map" system.
I Ii Hire more staff so that public works is better aligned with the population and miles of streets.
· Revise the "time spent" profile.
I · Develop better management support. An issue brought up by an employee should be treated with
the same concern as when a citizen brings up an issue.
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I ~~Yficili"~I~~r;~JI~~tL~f(ij~i~id~~~t~.
I What doyouSeeas~he_S~r~ngths of Shakopee Public Works?-
· Competent, hard-'W()rking,efficlent staff. (3)
· Public work operations seem to run efficiently.
I · Helpful staff. They don't display an "it's not my job" attitude. Willing to pitch in.
· Skilled mechanics.
. Pay schedule seems to be in line where it needs to be.
I . Don't hear any complaints from the public/good public perception. This is a good sign. (2)
. Workers did a fabulous job during the stonna few years ago.
. Labor negotiations have been resolved.
I What do you see as the weaknesses, or areas for improvement, within
I Shakopee Public Works?
. Neither the director of public works nor the public works supervisor has any mechanical
I know ledgelbackground.
. Some staff is slow at obtaining appropriate certificates.
. Some tasks seem. to get done in a reactive mode instead of a proactive mode.
. Leadership within the supervisor and leads could be stronger; there is not enough separation
I between the. supervisor and the lead, and the lead and worker. Lead needs to "take off the tool
belt". Cannot be someone's "buddy" and supervise at the same time. (2)
. Lack of consistent documented information from public works to the council, i.e., completions,
I schedules, efficiency reporting, productivity measures, etc. (3)
. Lead pay is not consistent with position.
. There is only an early shift. There should be a range of shifts, i.e., mechanics could work on the
I vehicles in the evening when they aren't needed.
. Some council members try to micro":manage the mechanics. (2)
I · Need a better toollequipmentauthorization and purchasing process.
· There. seems to be sOme negativity between the staffand.council.
· Thereissomecon~ernfrom the public in regards to ensuring current parks are maintained before
I . building/expandingl11Ore. Some parks farther out of the City are not being kept up/clean.
· Things seeIildisorganized to the public.
. Current structure might be too "top heavy". Need more workers.
I What do you see as Public Work considerations with the future growth of
I Shakopee?
. Need more computer capabilities: hardware, software, knowledge, and administrative help.
. Need more computerized record keeping and reporting. (3)
I . More on-going training and skill enhancement. (2)
. Separation of street and park maintenance.
. Don't think there should be any real separation between streets and parks; only need one lead.
I . Don't think one person will be able to oversee both parks and streets as the City grows.
. Would like to see expansion to include all of City functions.
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I .
. need tohite inore (2).. .
I . Have public works as a stand-alone from ~ngineering~
. Council would like to see more "pay for performaI1ce~'.
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I Appendix B
I Examples of Organizational Charts
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I Appendix C
I Sample of Job Descriptions
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pooiJCWOR:KS :MA:rN1'ENANCE bATE:
SUPERINTENDENT
DEPARTMENT: Public Works REVISED: January, 1994
ACCOUNTABLE TO: Director of Public Works DMSION: Maintenance
\............. (2, ~(",L . 7 I
/
I PRIMARY OBJECTNE OF POSITION
To directly supervise the- equipment maintenance division and to supervise a nd a dminister the street, public
I utility and equipment maintenance division of the Public Works Department to ensure maximum efficiency,
economy and effectiveness in the delivery of services provided by these divisions, and to plan, develop and
implement methods to maintain optimum service levels in a growing community.
I MAJOR AREAS OF ACCOUNTABTI.JTY
I Directly supervises Equipment Maintenance Division. I
I _ _ _ Develops a schedule for equipment maintenance including priorities for repair,
procedures for maintenance operations and guidelines for contracting major jobs to
private vendors.
I _ _ - Establishes and implements recordkeeping and inventory control plans.
_ _ _ Determines, in consultation with other City personnel, appropriate sizes and types of
equipment for purchase, lease, rent or sale.
I Provide administrative management support, direction and planning for Street, Public Utility and 2
Equipment Maintenance Divisions.
I _ _ - Establishes municipal maintenance priorities and coordinates personnel, equipment
and capital resources to ensure priorities are met in a timely fashion.
I - - - Interprets or recommends change in City policy relating to maintenance operations
and establishes work procedures based there on.
I Reviews budgets and related documentation as submitted by division supervisors to ensure that fiscal 3
priorities are properly established and coordinated between divisions.
I - - - Presents budget documents for maintenance division including supporting
materials to Director of Public Works.
I - - - Operates in accordance with budgetary guidelines.
_ - _ Coordinates all purchasing for maintenance divisions including drafting and review of
specifications for major equipment.
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1"~hlicWorkS 1\1~intenancesuperiJlteJldent.
I..... .. ............ ..' . ... ... ... ....... ..' ....... .. . 4
. Evaluates procedUres; practices and policies of the public utility,. street, and equipment maintenance
I divisions and iritroduces changes beneficial to these operations.
_ ~ - Keeps abreast of new development or innovations in streets, public utility and
I equipment maintenance technology, procedures andpractices.
Coordinates public works maintenance activities with Park and Environmental Divisions to maximize 5
I coordination between divisions.
I Represents street, public utility and equipment divisions in official matters. 6
I - - - Responds to public inquiries and concerns regarding maintenance operations.
_ _ _ Communicates orally and in writing with City personnel in matters within areas of
accountability.
I - - - Keeps Director ofPnblic Works informed ofsigrtificant matters. 7
Participates in selection of candidates for appointments to Maintenance Division.
I Performs related work as apparent or delegated. 8
I PERFORMANCE CRITERIA
I Ability to coordinate division operations may be gauged by the degree to which functions are performed in a
cooperative, timely, effective and economical manner.
I Quality of equip~ent maintenance operation determined b.y considering equipment do:vn time~ t.imeline~s and
economy of repmrs, usefuliiess of records and procedures Implemented and the operatIon conditIon of CIty
equipment.
I Supervisory capacity is evaluated by the level of employee motivation, cooperation, productivity and job
knowledge.
I Ability to recognize and implement new innovations, procedures or policies established by the type and quality
I of changes implemented.
Adequacy in budgetary matters is determined by ability to define fiscal priorities, defend such priorities and
I meet priorities within established budgetary guidelines.
I QUALIFICATIONS
I Education and experience equivalent to 8 years of progressively more responsible management and supervision
of a street, sewer, water or equipment maintenance operation.
I
.."" ." ..' .
. " . . .. -'. . "'"
li>tib~~~~ksitJ~W~~~i$~~~flil~~~tni 1/94
I Kriilwl.,dge and ability .to employ. _agemi:n!, .econnting; pla6.ning and progra;,. .techniques in dailY
I operations. .. . . . .. . .
Ability to communicate effectively orally and in writing.
I Ability to develop and maintain positive and effective working relationships with City personnel and the general
public.
I Must have a Minnesota Class C driverts license.
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Position Des c rip t i o"n
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I Position Summary
Responsible for the management, supervision and coordination of activities for the
I maintenance of City vehicles and equipment, utilities, park .maintenance and street
maintenance divisions of the Public Works Department, and performs other duties as
assigned by the Public Works Director.
I A. Essential Duties
1. Staffs, evaluates and develops a training program for subordinates, including required
I safety training and documentation.
2. Prepares and administers the annual operating budget for the various Public Works
I divisions.
3. Keeps Public Works Director informed of all divisional activities.
I 4. Reviews field operations of each division.
I 5. Assists in plaI1ning and developing projects for park and recreational facilities and
infrastructure improvement projects.
I 6. Supervises the Shop Supervisor, Utility Supervisor, Street Supervisor and Park
Maintenance Supervisor.
I 7. Approves leave requests of supervisors, evaluates personnel performance, and
initiates disciplinary action.
I B. Knowledge, Skills and Abilities
1. Ability to prioritize workloads and delegate responsibility.
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I ." -. . . .." .
2~ Knowledge of all diVisions SUperVised.
I 3. . Knowledge of, and ability to effectiyelyappiy, sllpervisorypractices.
I 4. Knowledge of budgeting process and ability to compile and defend a budget:
S. Ability to communicate effectively both orally and in written format, with staff,
I governing bodies, vendors and the general public.
. .
6: Ability to .interpret and comprehend plans, specifications and documents.
I c. Education and Experience
1. Seven to ten years experience in an upper level supervisory capacity in a public works
I atmosphere. . ....
Work Environment
I The work environment varies according to need. Work is done in an office atmosphere,
as well as in a pickup truck driving between work sites, and outdoors at work sties and
parks and recreation areas, often under adverse weather situations.
I ."
Distracting noise levels can be present due to vehicle and equipment motors and .
functions.
I Exposure to dangerous chemicals, solvents and equipment is possible while present at
work sites and in the various maintenance shops.
I Physical Demands (* = essential to job)
* Sight Reading reports, journals, specifications
I * Hearing .Answering inquiries from staff, vendors,
governing bodies, general public
I * Speech Communicating with staff, 'vendors,
governing bodies, and general public
I * Sitting At work station, driving a motor vehicle, in
meetings
I * Walking fuside and between various City buildings,
around work sties, and at parks and
I recreation areas
* Grasping Operating writing instruments, driving
I motor vehicle
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I * Twistmg/Turiring Getting into and out ofvelllcles
* Climbing Cliinbing stairs and ladders ill various
I . bUildings.and to check work sites, walking.
on uneven terrain at work and recreation
. sites
I * Standing At various work sites, making
presentations
I * Lifting Tools, maintenance materials, parts, as
I necessary; files, maps, manuals, etc.
* Reaching Retrieving items from within the vehicle
and inside office
I * Pulling/pushing/grappling Manipulating tools, parts and equipment
I needed
* Kneeling/crawling/squatting Inspecting work sites
I
I Created on 02/19/9910:31 AM
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I CITY OF EAGAN
. .. - - c"" -. .. _ .... .. ....
I POSITION DESCRIPTION
I POSITION TITLE: Superintendent of Streets & Equipment
DEPARTMENT: Public Works - Streets & Equipment Maintenance Division
I ACCOUNTABLE TO: Director of Public Works
I POSITION SUMMARY: Manage, supervise, direct, and coordinate the operational and
structural maintenance requirements of all city streets, trails,
I rights-of-way, equipment and Central Services support operations
of the. Public Works Department and to plan, develop, and
implement methods to obtain optimum service levels.
I ESSENTIAL POSITION FUNCTIONS:
I 1. Manage 11~1'1 administrative support, ..Eft.'X~\l.lIft~ for: the Street
Maintenance operations through effective ~~-gtt.. to the Street Supervisor; for the Equipment
I Maintenance operations to the Chief Mechanic/Shop Supervisor, and for the administrative support
through the Central Services Office Supervisor.
I 2. lJlll1lJ. programs and procedures and coordinate personnel, equipment and capital resources to
insure City Policies and Department priorities are met.
I 3. 1Il._~1I!'@1I annual budget recommendations and 5- year Capital Improvement Program
needs for the Street, Equipment and Central Services operations. to the Director of Public Works.
Monitor and control budget expenditures for all Division activities.
I 4. ___ Division activities and cooperate with other Departments and Maintenance Divisions to
maximize efficient use of resources and delivery of City services.
I 5. _~Jl:t"'__!_l all aspects of the snow and ice control program and the
preventive and corrective maintenance needs of all equipment maintained by Central Services.
I 6. If~. formal evaluations of all supervisory employees in the Street and Central Services
Sections.
I 7. ~!~IJj}p short and long-range programs, policies, and procedures for Street and Equipment
maintenance operations.
I 8. ~~~~rw the methods and practices for Street and Equipment maintenance; review new innovative
developments, and implement new maintenance programs.
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I 9. _ hiring of part-time/seasonal alldfulI-time/permanent emPloyees.
I 10. _ bituminous aIld gravel road maintenance, signirig, concrete curb
and sidewalk repair, bitmninous trail repair, street lighting and signals, cracksealing, and .
I sealcoating, boulevard. maintenance, . street sweeping, and maintenance of street related storm
infrastructure.
I II. ....: .:~; appropriate personnel for emergency calIouts.
12. . II1II specifications for all new equipment aqnd related capital acquisitions.
I 13. ... records and inventory necessary for all equipment and street maintenance activities.
I 14. 1IiIII[~ safety training sessions and techrrical training of Division Personnel and
enforcement of City work rules, environmental rules, and personnel policies.
I 15. _I all equipment records to insure efficient and economic operation of
Equipment Services.
I 16. "VII to public inquiries and. concerns regarding maintenance operations and initiate
appropriate action when required.
I 17. _ records for inventory control and responsible for purchasing of necessary tools,
equipment, vehicles, signs, fuel, etc. for Street Maintenance and Central Services.
I 18. .. workloads and ~...~ outside resources within budget as necessary to provide
efficient delivery of required services.
I OTHER POSITION FUNCTIONS:
I 1. Perform other related duties as apparent or assigned.
I MINIMUM QUALIFICATIONS:
A. GENERAL:
I I. Graduation from a standard high school or G.E.D. equivalent.
I 2. Five (5) years experience or comparable knowledge in equipment maintenance and street
maintenance or construction field.
I 3. Minimum ofthree (3) years supervisory/administrative experience in the equipment maintenance,
street maintenance, or construction field.
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I -S. Training or schooling in the supervision of pctsomiel or Public. Works management such as the
I Public works AdmiIiistfation Certificate or Management Academy.
6. Perform all essential position functions under the working conditions as described.
I 7. Valid. driver's license.
B. KNOWLEDGE, SKILLS AND ABILITIES:
I 1. -Knowledge of:
I A. Operation functions and capabilities oflight and heavy construction and vehicle
maintenance operations.
I B. Safety and environmental laws, procedures, and reporting requirements
The principles and practices of street construCtion, rehabilitation and maintenance
c.
1- strategies.
D. Traffic control devices and management and sign management programs.
I E. Computerized infrastructure or pavement management systems.
I F. Computerized equipment management programs and fuel monitoring systems
I 2. Skilled in:
A. Supervising, training and motivating personnel
I B. Delegating work responsibilities and monitoring quality control
I C. Organization and problem solving
D. Oral and written communication including research and preparation of reports and
I responses to individuals and large groups.
I 3. Ability to:
A. Communicate effectively - orally and in writing.
I
B. Supervise a large work force to get maximum productivity and maintain morale
I C. Effectively manage workloads and time commitments.
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I D. Interact with the City management team and be a team player With all City employees
and departments.
I E. Perform the essential position duties and responsibilities under the working conditions
described.
I. F. Independently identify problems~ evaluate reasonable alternatives and implement
effective solutions.
I DESIRABLE QUALIFICATIONS:
I 1. Fonnal training in various phases of public works maintenance activities.
I 2. At least five (5) years of progressively responsible experience in administration and supervision in
maintenance oriented operations.
I 3. Combination of training and experience substantially equivalent to a Bachelor's degree in Business
Administration, Public Works, or related field.
I 4. Proficient in Pavement Management Program or Equipment Management Program
I SUPERVISION OF OTHERS:
1. Direct supervision of:
I 1 - Street Supervisor
1 - Chief Mechanic/Shop Supervisor
I 1 - Central Services Office Supervisor
. Position also coordinates and oversees the work of other department/divisional personnel or
contractual services assigned.
I 2. Indirect Supervision of:
I 10 - Street Maintenance personnel
2- Equipment Maintenance personnel
4 - Clerical Technicians
I 1- Seasonal Engineering technician
6 - Seasonal Street & Equipment maintenance personnel
I WORK ENVIRONMENTIREQUIREMENTS:
I 1. Working Conditions:
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I The work environment in the field from 10% to 25% of the time and can involve contact with
cliInatic weather and rough terrain.
I 2. Physical DemandslRequirements:
The following physical demands are representative of those that must be met by an employee to
I successfully perform the essential function of this job. Reasonable accommodations may be
made to enable individuals with disabilities to perform the essential job functjons.
I While performing the duties of this job, the employee is regularly required to sit; use hands to
finger, handle, feel or operate objects, tools or keyboards; Speak intelligibly, hear and read. The
I employee is frequently required to drive a car, stand, walk, and reach with hands and anus. The
employee must frequently move, turn, lift and carry objects weighing up to forty (40) pounds.
specific vision abilities required by this job include close vision, color vision, "distance vision,
I and depth perception.
I 3. Work Hours and Schedules:
I Nonnal40+ hour work week Monday through Friday with frequent additional hours for evening
meetings. Employee shall be available and "required to carry a pager for 24 hours a day, 7 days
a week emergency call out. FLSA exempt position.
I ORGANIZATIONAL CHARTIRELATIONSHIPS:
I See attached chart for the Department of Public Works organizational chart.
I
I I:\position\street superintendent 144
5/24/99
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ID' '" 't" "1 PtiuI' "'W k
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Position Summary
I Responsible for the supervision, planning, m31lagement of facilities, personnel and
operations assigned 31ld assist other Public Works Departments to insure maximum
I efficiency, economy, and effectiveness in providing and maintaining high quality services
to the public. Reports to the Public Works Mainten31lce Manager.
I A. Essential Duties
1. Knowledge 31ld ability to perform all the duties included in the Maintenance Worker
I position description or the mechanic as applicable.
2. Plans 31ld directs the day-to-day operations, including staff, equipment, and supplies of
I the assigned Department to insure projects are completed.
3. Recommends revisions in work procedures, personnel training, and equipment to
I facilitate improvements in achieving Department objectives.
I 4. Assist in planning and schednling long-tenn objectives and lime schednles.
5. Investigate citizens' complaints, recommends appropriate solutions, 31ld implements
I solutions as appropriate.
6. Conducts research, including data gathering and recommendations for improving day-
I to-day work operations.
7. Assist with budget, handle day-to-day purchasing and code bills as necessary within
I Department.
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I 8. . ",or1<: withcoiliputers 011 programs such as, but not.liIllited to~V~hicleMailitei1artce,
Water Management, Pavement Management and word proceS~g systems.
I 9: Assist in preparing specifications fot equipment purchases.
. ,.' '
I 10. Maintain accurate records of activities undertaken~ work acconiplished~ manpower~
equipment and materials utilized and problems encountered.
I 11. Evaluates and assists in the coordination of the appropriate response to emergency
situations. Insures availability dUring off-duty hours.
I 12. Willing and qualified to perform physical work tasks and operation of Department
equipment as necessary.
I 13. Planning and training of full and part-time employees with respect to equipment
operation, safety requirements, work procedures, etc.
I B. Other duties and Responsibilities
1. May be called up to temporarily perform the duties of the Public Works Maintenance
Manager if assigned by the Public Works Director.
I 2. Other duties as may be assigned by the Public Works Maintenance Manager form
time-to-time.
I C. Knowledge, Skills and Abilities
I 1. All knowledge, skills and abilities included in the Maintenance Worker position
description.
I 2. Ability to train, direct and supervise personnel.
3. Capability to make judgments concerning unusual circumstances surrounding any
I maintenance activity, take charge and direct personnel, and to discern when to check
with their supervisor.
I 4. Knowledge of and ability to develop budgets under the direction of their supervisor.
5. Ability to plan work loads involving personnel, equipment and materials over seasonal
I periods with minor direction from their supervisor.
6. Knowledge of state laws and City policies dealing with personnel matters, safety,
I vehicle operation~ and proper application of materials used in their area of
responsibility.
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I D.Education alldExperience
I 1. High School diploma; GEl); or equivalent is required. Graduation from technical .
college or community college with training in Public Works operations is highly
desirable.
I 2. Valid Minnesota Class B DriversLicense wiilia good driving record is required.
I 3. Successful completion of the City's physical examination including drug testing,
if required.
I 4. Must have at least five years experience in Public Works Maintenance activities and
the equivalent knowledge and skill of the City's level B Maintenance Worker with at
least two years in supervision.
I 5. Must have necessary operator's licenses for the area of responsibility.
I 6. Qualified to perform task and operate equipment related to the position and Public
Works maintenance activities.
I Tools and Equipment Used
Tools and equipment essential to this position will be consistent to those found in the
I construction, utilities and landscape trades.
Work Environment
I The Public Works Supervisor, functions in a varying work environment depending on the
circumstances. Work is achieved in the office, within a motor vehicle, operating heavy
and/or light equipment, and consistently outdoors often under adverse weather conditions.
I Position requires the use of paving and patching materials during hot or humid weather
conditions, application of, and exposure to, a variety of hazardous chemicals, and contact
with sanitary sewage. This position may, from time to time, perform heavy work
I consisting of exerting 50 to 100 pounds of force occasionally, and/or 10 to 25 pounds of
force frequently, and/or 10 to 20 pounds of force constantly to move objects. The
utilization of a variety of equipment will provide noise levels exceeding 90 decibels.
I In addition to the conditions listed above, the Public Works Supervisor works in confined
places, and is exposed to raw sewage and hot asphalt which may contain: a variety of
I hazardous and toxic materials, and will occasionally work at high elevations such as
water towers.
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I . -- . -... .._, .' ,.'. - - .-, .:..' '. .-....---- '...- - -,,'. '.'. .
.PhysiCaIDemands{*==essentlaltojob) . ... ..... .. ... . .......... ... ....... ..... d....
*Sight reading maintenance manuals and usage measuriIlg
I equipment, driving/plowing under adverse weather
conditions
I *Hearing nlonitoringradio communications, inquiriesfronl the
public
I * Speech communicating with coworkers and the public
*Smelling detecting hazardous materials, gases, chemicals or fumes
I *Feeling sensing hot and cold, texture etc. for problem solving and
troubleshooting
I *Repetitive Movements operation of hand tools, power tools, heavy and/or light
construction and maintenance equipment.
I *Sitting driving motor vehicle and equipment
I * Standing traffic control
I *Lifting tools, maintenance materials, parts, etc.
*Walking both inside and outside at work sites
I *Reaching retrieving items from within the vehicle, shoveling and
loading
I *PullinglptIshing/ grappling manipulating tools, parts and equipment
I *Grasping. operating tools, equipment and writing instruments
*Twisting/tunring getting in and out of vehicles and equipment, manual labor
I such as shoveling, raking etc.
*Kneeling/crawling/squatting cement work, gro1lllds care, and inspection/repair
I *Climbing climbing stairs, ladders, ditches and manholes
I
I Created on 10/28/97 10:25 AM
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.. ..POSInONWRITE.-up
I... ..
I POSITION TITLE: Park Maintenance Supervisor DATE: ..' -, - '.
December ~ 1988
DEPARTMENT: Park and Recreation REVISED: April, 2001
I ACCOUNTABLE TO:
Park Maintenance Superintendent DIVISION: Maintenance
I PRIMARY OBJECTIVE OF POSITION
I Supervises all phases of municipal parklands, facilities, trails, and forestry operations. Keeps abreast of new
developments and innovations in procedures and technology to ensure application of the most effective and
I economical techniques and procedures. Plans, directs and monitors the perform~ce of staff to ensure that all
objectives of the division are met.
I MAJOR AREAS OF ACCOUNTABILITY
Plans, assigns, directs, and resolves daily problems to make the best possible use of personnel, 1
I equipment, and material to carry out the priorities in park maintenance and repair.
. Directs park and safety inspection programs.
I . Directs horticultural programs.
. Supervises athletic field maintenance program.
. Supervises building operations and maintenance programs.
I . Directs plowing, ice control, and rink flooding activities.
. Coordinates activities and special programming with recreation division.
I Directs and cultivates various volunteer or contractual group activities. 2
I .Prepares and contributes to the development of long and short range programs for Park 3
maintenance and operations, including submission of the annual proposed budget.
I . Submits suggestions for program enhancement to upper level management.
. Keeps abreast of best practices and evaluates the application of those practices to division
operations.
I . Ensures that division expenditures are consistent with approved budget.
Provides supervision and technical assistance for division personnel. 4
I
. Develops work schedules for personnel which will most practically and efficiently complete the
I work identified in the short and long range plan.
. Determines which activities have priority and allocates personnel and equipment appropriately
to meet those priorities.
I . Monitors and provides technical direction in the execution of daily assignments to insure that
adopted best practices and policies are met, including safety.
. Performs on-site reviews of maintenance operations.
I . Evaluates the performance of each assigned worker both formally and informally.
I
I PARKS SUPERVISOR
I Selects, trains; and directs maintenance workers assigned to the Park division. S
. Interviews and selects regular and temporary workers.
I · Takes action on personnel issues, including discipline, and/or communicates hislber
recommendations to the Maintenance Superintendent.
. Trains or arranges training for all employees in accepted maintenance practices and policies,
I . including safety. Assures that employees are cross-trained to ensure effective service delivery.
Provides on-site direction to maintenance workers.
. Corrects, when necessary, unacceptable practices, activities or procedures.
I Assists in the procurement of contractual services and equipment specifications. 6
I . Assists in determining whether a service is most efficiently performed by in-house personnel or
by contractual forces.
I . Prepares or assists in the preparation of bid documents, job specifications or direct procurement
of goods, services and equipment.
. Administers contracts for service to insure compliance with specifications.
I Responds to requests from residents, contrators and developers regarding maintenance operations 7
and policies.
I . Reviews plans and offers suggestions for new park developments, or improvements.
. Directs the review of development plans for tree preservation compliance.
I . Directs tree, weed, and encroachment inspection programs.
Keeps superintendent informed of significant matters in parks division operation. 8
I
Serves as acting Superintendent in the absence of Superintendent.
.
I Performs related duties as apparent or assigned. 9
I PERFORMANCE CRITERIA
I Written maintenance schedules and policies promote timely and uninterrupted delivery of services to meet
division objectives.
I Scheduled field work is completed promptly and properly in accordance with priorities.
I Effective coordination resnlts in the most efficient use of personnel, equipment and materials on projects and
jobs.
I Selection and training of employees produces personnel capable of completing all aspects of division activities
in a safe and efficient manner.
I Employees perform to capacity as a result of effective training, scheduling and supervisory practices.
I
I PARKS SuPERVISOR
I Allenq>loyees are trained and developed to tbeithighest level ofability. .. .
Sound recommendations for improvements are made to supervisor which result in effective provision of
I services.
Ability to deal with general public, fellow employees and private developers, gauged by the number and type
I of comments received.
SUPERVISION OF OTHERS
I Direct supervision of full-time maintenance persons and additional part-time help.
I QUALIFICATIONS
I Five years of progressively responsible experience in the maintenance and/or design of parks, borticuJtnre
and forestery activities.
I A combination of two years of supervisory or lead worker experience or education, (ie., borticultnre or park
and natural resources program.) with demonstrated ability to direct, supervise and train others.
I De:nonstrated kno~ledge of practices, methods, techniques, tools and equipment used in park and
mamtenance operatIOns.
I Demonstrated analytical capacity to evaluate efficiency and economy of ongoing operations and select most
appropriate techniques for delivering divisional services based upon data.
I Demonstrated ability to develop and maintain positive and effective working relationships with city
employees, the general public, and business persons.
I Ability to communicate effectively both orally and ill writing.
I Must have a valid Class liD" drivers license. <A valid Class B CDL license is highly desirable.)
Some experience with the use of Word and Excel software.
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I POSITIONwRrtE-uP
I POSITION TITLE: PARK & FORESTRY SUPERINTENDENT DATE: December 1988
DEPARTMENT: Park & Recreation Department REVISED:
I
ACCOUNTABLE TO: Director of Park & Recreation DIVISION: Park Maintenance
I and Forestry
PRlMARY OBJECTNE OF POSITION
I To direct, supervise and administer the Park Maintenance and Forestry Divisions of the Park and Recreation
I Department to ensure maximum efficiency, economy; and effectiveness in the delivery of services provided by
these departments and to plan, develop and implement methods to maintain optimum service levels in a growing
community.
I MAJOR AREAS OF ACCOUNTABITJTY
I Plans, directs and coordinates the activities involved in a complex and varied operations and 1
maintenance of outdoors recreation facilities, park buildings, trails and sidewalk system, and cemetery
maintenance to enable desired recreational services to be delivered within division polices.
I - - - Supervises the work of Park Maintenance Supervisor through daily contact and reports.
- - - Evaluates division procedures, policies and practices and makes necessary
I modifications based upon new innovations in the maintenance field.
- - - Ensures that parks and playgrounds are regularly inspected and deficiencies corrected.
I Assists in the planning, development and inspections of new park developments within the City. 2
I - - - Monitors work sites and makes recommendations regarding contractual obligations
as they relate to city maintenance responsibilities.
I Plans, directs and supervises City Forestry programs including shade tree disease control, weed 3
control, public tree trimming, removal, stump grinding, reforestation, tree disposal and environmental
public information.
I - - - Directly supervises City Forester, coordinates -and approves forestry plans, schedules
and policies.
I - - - Monitors progress of assigned forestry programs to ensure their effective execution.
Receives Park Maintenance and Forestry budget proposals from subordinates, together with 4
I appropriate documentation for submission to Park and Recreation Director.
- - - Approves purchases of major items for Park Maintenance and Forestry Division
I including reviewing specifications for major equipment.
Is responsible for the effective use of personnel under his direction, both full-time and seasonal 5
I through supervision of Park Maintenance Supervisor and Forester.
I
I.park & Forestry S1lperint~lldent 12/88
I Maior Areas of Accountability (Cont)
I Represents Park Maintenance and Forestry Division in official matters. 6
- "" - Interprets departmental philosophy to the public, answers questions, reviews complaints
I and requests of City residents and coordinates the resolution of problems within the
scope of position authority.
- - - Communicates orally and in writing with City personnel in matters within areas of
I accountability.
~ - - Keeps Director of Park and Recreation informed of significant matters.
I Remains aware of legislation of public agency programs impacting on areas of responsibility and acts 7
as liaison between City, County, and State in such matters.
I Performs other duties as apparent or assigned. 8
I PERFORMANCE CRITERIA
Efficient and effective coordination of the various programs can be gauged by a comparison of yearly program
I objectives and goals with actual achievements in relation to program costs.
Effectiveness of Park Maintenance and Forestry programs may be evidenced by visual park appearances, high
I cost effectiveness of maintenance activities, and number of complaints by residents.
Alertness to new techniques in the area of park maintenance procedures, methods and theory and environmental
I management programs may be gauged by the number and content of recommendations for consideration and
implementation of new tools or techniques.
I Relationship with fellow employees, general public, city personnel, and officials may be gauged by the number
and type of feedback received from those individuals with regard to the area of accountability and day-to-day
work relationships.
I Adequacy in budgetary matters is determined by ability to define fiscal priorities, defend such priorities and
meet priorities within established budgetary guidelines.
I SUPERVISION OF OTHERS
I Direct supervision of Forester and Park Maintenance Supervisor. Indirect supervision ofP ark Maintenance
Lead Person and crew, Maintenance Clerk Typist, Temporary Forestry Aid, Tree Inspector, and Weed Inspector.
I QUALIFICATIONS
I Bachelors Degree in Forestry, Park and Recreation related field, or equivalent.
At least five years of increasingly responsible management experience in Parks, Forestry or related field.
I
I
I Park & Fotestry Superintendent 12/88
I Qualifications (Con!)
Ability to communicate effectively orally and in writing.
I Ability to develop and maintain effective working relationships with employees, public officials, and the general
public.
I A demonstrated ability to direct, train evaluate and supervise others.
I Substantial ability to set objectives and direct resources to accomplish those objectives.
I
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I
POSITION TITLE: Street Maintenance Supervisor DATE: February 1983
DEPARTMENT: Public Works REVISED: February, 1994
I July, 1999
I ACCOUNTABLE TO: Public Works Maintenance Superintendent DIVISION: Maintenance
PRIMARY OBJECTIVE OF POSITION
I Supervises all phases of municipal street, drainage system, traffic control, and storm sewer operations in a
I manner that will ensure well maintained, economical and functional operations of these facilities. Keeps
abreast of new developments and innovations in procedures and technology to ensure application of the most
effective and economical techniques and procedures. Plans, directs and monitors the performance of staff to
I ensure that all objectives of the division are met.
MAJOR AREAS OF ACCOUNTABILITY
I Plans, assigns, directs, and resolves daily problems to make the best possible use of personnel, 1
equipment, and material to carry out the priorities in street and drainage maintenance and repair.
I . Implements street surfacing, patching and sealcoating programs.
. Directs salting, sanding, snow and ice control activities.
I . Supervises street sign, traffic markings and traffic signal maintenance programs.
. Directs drainage system and storm sewer maintenance program.
I Responsible to prepare and contribute to the development of long and short range programs for 2
street maintenance and operations, including submission of the annual proposed budget.
I . Submits suggestions for program enhancement to upper level management.
. Keeps abreast of best practices and evaluates the application of those practices to division
I operations.
. Ensures that division expenditures are consistent with approved budget.
I Provides supervision and technical assistance for division personnel. 3
. Develops work schedules for personnel whicb will most practically and efficiently complete the
I work identified in the short and long range plan.
. Determines which activities have priority and allocates personnei and equipment appropriately
I to meet those priorities.
. Monitors and provides technical direction in the execution of daily assignments to insure that
adopted best practices and policies are met, including safety.
I . Performs on-site reviews of maintenance operations.
. Evaluates the performance of each assigned worker both formally and informally.
I
I
I STREET SUPERVISOR February 1999
Selects, trains, and directs maintenance workers assigned. to the street division. 4
. Interviews and seleCts regular and temporary workers.
. Takes action on personnel issues, including discipline, and/or commUnicates his/her
recommendations to the Maintenance SUperintendent.
. Trains or arranges training for all employees in accepted maintenance practices and policies,
I. including safety. Assures that employees are cross-trained to ensure effective service delivery .
Provides on-site direction to maintenance workers.
I. Corrects, when necessary, unacceptable practices, activities or procedures. 5
Assists in the procurement of contractual services and equipment specifications.
I. Assists in determining whether a service is most efficiently performed by in-house personnel or
by contractual forces.
Ie Prepares or assists in the preparation of bid documents, job specifications or direct procurement
of goods, services and equipment.
. Administers contracts for service to insure compliance with specifications.
I Responds to requests from residents and employees, in person, by phone or e-mail, regarding 6
maintenance operations and policies.
I · Reviews plans for new or repair of drainage systems and street improvements and offers
suggestions for improvement.
I Keeps superintendent informed of significant matters in street division operation. 7
I Performs related duties as apparent or assigned. 8
. Acts as Cemetery Superintendent for city-owned and maintained cemetery.
I. Ensures that voting booths, machines and election materials are set up, taken down and stored,
as needed.
I PERFORMANCE CRITERIA
I Written maintenance schedules and policies promote timely and uninterrupted delivery of services to meet
division objectives.
I Scheduled field work is completed promptly and properly in accordance with priorities.
I Effective coordination results in the most efficient use of personnel, equipment and materials on projects and
jobs.
I Selection and training of employees produces personnel capable of completing all aspects of division activities
in a safe and efficient manner.
I Employees perform to capacity as a result of effective training, scheduling and supervisory practices.
I
ISTREEf SUPERVISOR' FebfuaI'y 1999
I-All employees are trained and developed to their highest level of ability, particularly the leadworlcer.
Sound recommendations for improvements are made to supervisor which result in effective provision of
I services.
Ability to deal with general public, fellow employees and private developers, gauged by the number and type
I of comments received. .
I SUPERVISION OF OTHERS
Direct supervision of full-time maintenance persons and additional part-time help.
I
I QUALIFICATIONS
Five years of progressively responsible experience in the maintenance and/or design of streets, drainage,
I water andf or storm sewer systems and related activities.
A combination of two years of supervisory or lead worker experience or education, (ie.,public works
I certificate or supervision certificate from a community college) with demonstrated ability to direct, supervise
and train others.
I Demonstr~ted knowledge. of practices, methods, techniques, tools and equipment used in street and storm
sewer mamtenance operatIons.
I Demonstrated analytical capacity to evaluate efficiency and economy of ongoing operations and select most
appropriate techniques for delivering divisional services based upon data.
I Demonstrated ability to develop and maintain positive and effective working relationships with city
employees, the general public, and business persons.
I Ability to communicate effectively both orally and in writing.
I Ability to perform some strenuous labor, frequent driving and light maintenance labor and to work extended
hours in emergency situations.
I Must have a valid Class "D" drivers license. (A valid Class B CDL license is higWy desirable.)
I Some experience with the nse of Word and Excel software.
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. City of Minnetonka
I Job Description
I JOB TITLE: Street Maintenance DEPARTMENT: Operations &
Field Supervisor Maintenance
I PAY RANGE: Unclassified
JOB. SUMMARY:
I This position is supervised by the Public Works Superintendent and is
responsible for developing street maintenance work plans; coordinates
I departmental equipment with the Field Superintendent; assigns maintenance
tasks to the work force; provides on-the-job direction to work crews;
I evaluates employee performance; assures employee safety and responds to
resident questions and concerns.
I JOB DUTIES: Street Maintenance Field Supervisor
(1) Assists the Public Works Superintendent in developing work schedules and
r assigning priorities to street maintenance activities:
a). Discusses various street maintenance activities to be completed and
I assists in prioritizing these activities.
b}. Observes field conditions and schedules street maintenance activities
I on an ongoing basis. Assures optimum use of personnel and
equipment.
I (2) Coordinates departmental equipment and personnel with the Field
Superintendent. .
I a). Discusses daily equipment and personnel needs to assure availability
and efficiency.
I b}. Reports equipment repair needs to maintain maximum machine
availability.
I c}. Assists in determining which employees are best suited for a specific
task.
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I Street . Maintenance Field Supervisor Page 2
. ,JOB DUTIES" (Continued)
(3l Gives on-the-job direction and supervision to personnel performing
I maintenance" tasks.
I al. Periodically proceeds to work areas and provides assistance to crew
members.
I b). Assists in performing tasks when appropriate and needed.
c). Observes crew activities to assure compliance with safety. policies and
I regulations.
d). Critiques and evaluates maintenance operations to assure efficiency
I and timely completion of tasks.
e). Answers employee questions and modifies operations when
I appropriate.
(4) Reviews the job results of the work force and evaluates employee
I performance.
, a). Conducts an annual informal evaluation of individual employees and
discusses areas of concern and interest.
I b}. Provides input to the Public Works Superintendent for annual formal
employee evaluations.
I c). Recommends areas of training needs.
(5) Is familiar with and assists with the enforcement of the City's policies,
I programs and ordinances.
(6) Assists Superintendents with the preparation of the City's annual budget and
I capital improvement program (GIP).
I (7) Assures that materials and equipment are available to the work force in a
"timely manner.
I (8) Performs other duties" as assigned or apparent.
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I Street Maintenance" Field Supervisor Page 3
I RELATIONSHIPS AND CONTACTS:
(1 ) Is under" tne immediate general and technical supervision of the Public Works
I Superintendent.
I (2) Has immediate and general supervision of assigned personnel.
(3) Operations and Maintenance activities cross all departmental lines of the
I City; thus, has the responsibility of communicating and work effectively with
personnel and employees from other departments.
I (4) Communicates and responds to all citizens' and employees' inquiries.
MINIMUM JOB REQUIREMENTS: This position requires:
I (1 ) Knowledge of street maintenance materials and techniques along with
I working knowledge of the operational functions and capabilities of required
light and heavy equipment.
I (2) High school diploma or equivalent.
(3) A valid class B commercial driver's license with air brake and tanker
r endorsements.
(4) The ability to communicate effectively both orally and in writing.
I (5) The ability to follow oral and written instructions and to perform assigned
tasks.
'I (6) The ability to establish and maintain effective relationships with other city
employees and citizens.
I (7) Thorough knowledge of occupational safety requirements and local policies
and ordinances.
I (8) Prefer two years experience in municipal street maintenance or construction
I activities.
(9) Prefer two years of relevant supervisory experience.
I (10) Prefer the ability to operate a personal computer for word processing, e-mail
and scheduling needs.
I
I
I
I Street Maintenance Field superVisor Page 4
. .1 have review.ed and. agree that this job description accurately describes the duties
and responsibilities of this position.
I Employee Date
Supervisor Date
I Department Head Date
I City Manager Date
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I
I POSITION DESCRIPTION
CITY OF LAKEVll..LE
I POSITION TITLE: Street Superintendent
I DEPARTMENT: Operations and Maintenance - Street Department
I ACCOUNTABLE TO: Director of Operations and Maintenance
POSITION PURPOSE: Plans, develops and administerS programs for street and
I city fleet maintenance and the repair and construction of the street infrastructure.
Provides short- and long-term planning for street and city fleet maintenance
activities, personnel, budgeting, and equipment purchasing. Responds to requests
I and concerns from city residents and business owners. Maintains all records and
reports; orders and maintains equipment; participates in department budget
process; and establishes and maintains department safety standards.
I
DUTIES:
I . Provides administrative and management support, direction, and planning for the street
and city fleet maintenance departments.
I . Plans, sets priorities, and provides technical direction to the street and city fleet
maintenance employees.
I . Establishes schedules and assigns the activities of the street and city fleet maintenance
departments, ensuring tbe best possible use of available equipment, materials, and personnel.
I . Supervises, monitors, and evaluates bituminous and gravel road maintenance, all traffic control
and information sign placement/maintenance and inventory, concrete curb and gutter/sidewalk
I repair, street lighting and signals, crack sealing and seal coating, boulevard maintenance,
city-owned parking lots, street sweeping, and maintenance of the storm sewer system.
I . Attends meetings and conferences as needed and approved.
I . Confers daily with the Director of Operations and Maintenance on works in progress,
review current tasks and assignments, and submit material requisitions for approval.
I . Plans, schedules, coordinates, and evaluates all aspects ofthe snow and ice control process
and the preventive and corrective maintenance needs of all equipment maintained.
I . Maintains an accurate record of activities undertaken, work accomplished, personnel,
equipment and material utilized and problems encountered.
I
I
I
I .+ Responsible to establish arid maintain computerized databases such as, pavementlllanagement,
sign inventory, and fleet maintenance.
I + Plans and prepares the annual budget for street and city fleet maintenance; subnrits budget and
capital equipment purchases for approval of the Director of Operations and Maintenance; and
monitors compliance with the approved budget.
I + Conducts interviews and assists in selection of part-time/seasonal and full-time/permanent
employees. Trains employees in accepted maintenance practices, safety standards, and policies;
I reviews completed job assignments; and evaluates employee performance.
+ Responsible for supervision and evaluation of all Streets Department personnel,
I including the Streets Department Secretary/Receptionist. Establishes and maintains a
working climate in which assigned employees are effectively motivated to work up to
their full potential.
I + Responds to emergencies in a manner that results in promp~ efficient and effective actions.
I + Responsible for general repair and upkeep of Public Works building and site including
custodial and overall facility maintenance.
I + In conjunction with the Lakeville Employee Safety Committee, responsible for planning
and implementing safety programs to avoid and minimize accident potential, including
I the enforcement of environmental rules and regulations and the City's Safety Manual.
. Maintains records for inventory control and is responsible for purchases of necessary tools,
I vehicles, signs, fuel, etc. Drafts specifications for new and replacement equipment for the
department. Authorizes payment for work completed, services rendered and materials
purchased.
I + Assists in the purchase and procUrement of contractual services and maintenance
equipment, utilizing outsourcing of services when deemed to be in the best interest of
I the City. Prepares bid documents and job specifications for procurement of goods,
services and equipment
I + Performs such other duties as are consistent with the tasks of the position and as
may be assigned.
I
I RELATIONSIPS AND CONTACTS:
. Is under the immediate general and technical supervision of the Director of Operations
I and Maintenance.
I
I
I
I . Responds to requests, inquiries or concerns from citizens, business owners,
contractors, and others in a manner that is satisfactory to all concerned and
commands respect and maintains good will for the City.
I + Immediate general and technical supervision over all personnel assigned to the Streets
Department.
I + Coordinates street maintenance activities, use of equipment and personnel with Utility
and Parks Department Superintendents for maximum cooperation.
I + Coordinates city fleet maintenance with the appropriate department director or the
appointed responsible delegate of the department.
I + Communicates and works effectively with personnel from all City departments.
I MINIMUM QUALIFICATIONS:
I + Completion of A.A. Degree or higher in public works or related field, or equivalent
combination of education and experience.
I + Possession of Class "A" Minnesota driver's license, or ability to obtain within 6
months of employment.
I + Ten years practical experience and knowledge in equipment maintenance and street
maintenance field.
I . Knowledgeable in computer assisted record keeping, fleet management databases,
spreadsheets, and word-processing software.
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I CITY OF EAGAN
I POSITION DESCRIPTION
I POSITION TITLE: Street Maintenance Supervisor
DEPARTMENT: Public Works - StreetslEquipment Maintenance Division
I - Street Maintenance Section.
ACCOUNTABLE TO: Superintendent of StreetslEquipment
I POSITION SUMMARY: Supervise, coordinate and participate in the maintenance, inspection
and repair ofthe City's streets, boulevards, trails & sidewalks, street
I lights, signals, and street related drainage.
I ESSENTIAL POSITION FUNCTIONS:
I 1. Plan, schedule, assign, and resolve problems on a daily basis for the overall work schedule to
make best possible use of manpower, materials and equipment to carry out established priorities
I in street maintenance and repair as directed by the Superintendent of StreetslEquipment.
2. Contribute to the development of long and short range programs for street maintenance and
I overall operations, i.e., snow and ice control, bituminous and gravel road and trail repair,
concrete repair, tree trimming, boulevard maintenance and repair, street sweeping, crackseal and
sea1coating, signs and maintenance and repair of street related storm infrastructure.
I 3. Provide supervision, technical assistance and training to street maintenance persoimel.
Participate in the interview/selection of part-time/seasonal and full-time/permanent employees
I and conduct formal employee evaluations.
4. Responsible for safety training of Street Maintenance Section employees and enforcement of
I safety standards and applicable city work rules, environmental rules and personnel policies.
I 5. Inspect city rights-of-way on a continuing basis and assist in the final inspection of new streets,
boulevards, lights, and signage and make recommendations regarding acceptance.
I 6. Provide written documentation of street maintenance operations and events. Maintain accurate
records for input into the Pavement Management System.
I 7. IdentifY and assess vendor products and/or services and make recommendations forreplacement
of equipment, infrastructure and other street related items to Superintendent of
Streets/Equipment.
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I 8.. Implement and monitor street and right-of-way clean up operations.
I 9. Implement and monitor snow and ice control operations.
I 10. Provide positive public relations by receiving, docUlilenting and resolving citizen complaints
regarding maintenance of public rights-of-war, street related drainage and departmental services.
I 11. Identify, estimate and requisition supplies as needed and maintain inventory of streets, signs, and
general maintenance supplies, bulk materials, and implements procedures and controls for
storage.
I 12. Coordinate vehicle and equipment maintenance and repair with Chief Mechanic/Shop Supervisor
so as to assure timely repair of equipment and safe working conditions.
I 13. Respond to emergency call outs and participate in functions performed by Street Maintenance
I employees.
14. Assist in the research and preparation of Annual Reports, operational budgets, long range Capital
I hnprovement Programs, emergency preparedness plans, etc.
15. Attend schools, seminars, and participate in Public Works organizations to keep abreast of
I current research and information relating to street maintenance operations and equipment
selection.
I 16. Assist in the preparation of public relations material, surveys, newsletter articles, etc.
17. Coordinate contractual services with city operations, standards and schedules.
I 18. Serve as Superintendent of Streets/Equipment Services in his/her absence.
I OTHER POSITION FUNCTIONS:
I 1. Perfonll other related duties as apparent or assigned.
I MINIMUM QUALIFICATIONS:
I A. General
1. Graduation from a standard high school or GED.
I 2. Possession of a Class "B" Commercial driver's license with air brake and tanker endorsement.
I
I
I
I 3. Five years experience in the operation of street maintenance, construction, and snow plowing
equipment.
I 4. Perfonn all essential position functions under the working conditions as described.
I B. Knowledge, Skills and Abilities:
I 1. Knowledge of:
A. The materials, methods, techniques and equipment used in construction and maintenance
I activities.
B. Safety and environmental laws, procedures, and reportingrequirements.
I c. The principles and practices of street construction, rehabilitation and maintenance strategies.
I 2. Skilled In:
I A. Oral and written communications including research and preparation of reports and studies.
I B. Creating and maintaining effective working relationships.
C. The use oftools and equipment associated with the work.
I 3. Ability To:
I A. Effectively manage workloads and time commitments of self and Division employees.
I B. Perform strenuous physical labor including heavy manual tasks and prolonged periods of
lifting or bending and to lift up to 100 lbs.
I C. Develop and maintain positive and effective working relationships with other City
department personnel, residents, volunteer groups and other Public Works professionals.
I D. Perform all ofthe essential position functions under the working conditions described.
I E. Supervise, train, and motivate personnel.
F. Delegate work responsibilities and monitoring quality control.
I G. Independently identifY problems, evaluate reasonable responses and implement effective
action.
I
I
I.
I
I DESIRABLE QUALIFICATIONS:
I 1. Graduate of a vocational school in heavy equipment operation, construction and maintenance
methods, equipment maintenance and/or related field.
I 2. Training or schooling in the supervision of personnel and/or Public Works management such as
the Public Works Administration Certificate or MNDot Bituminous Street I and n Certificate.
I 3. Two years supervisory experience in the construction or municipal field with a demonstrated
ability to supervise, direct and train employees.
I
SUPERVISION OF OTHERS:
I Direct supervision of:
I 10 - full-time street maintenance personnel
4 - seasonal street maintenance personnel
1 - Seasonal Engineering technician
I Position also coordinates and oversees the work of other department or division personnel
temporarily assigned to street maintenance operations.
I WORK ENVIRONMENTIREQUIREMENTS:
I
1. Working Conditions:
I The work environment is in the field from 60% to 75% of the time and can involve contact with
climatic weather and rough terrain.
I Employee will be required to do sustained physical work in any weather, including air temperatures
I to -300 F, wind chills as low as -500 F, and temperatures to 100+0 F. Employee may also work with
materials that are heated to 4000 F.
I 2. Physical DemandslRequirements:
I The following physical demands are representative of those that must be met by an employee to
successfully perform the essential function of this job. Reasonable accommodations may be made to
enable individuals with disabilities to perform the essential job functions.
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I While performing the duties of this job, the employee is regularlyrequired to sit; use hands to finger,
.. handle, feel or operate objects, tools or keyboards; speak intelligibly, hearandread. The emploYee is
I frequently required to drive a truck or heavy equipment, stand, walk, and reach with hands and anns.
The employee must frequently move, ruin, lift and carry objects weighing up to one hundred
I pounds. Specific vision abilities required by this job include close vision, color vision, distance
vision, and depth perception.
I 3. Work Hours and Schedules:
I NOI?TIal 40+ work week Monday through friday with frequent additional hours before and/or after
the normal work day and/or week and occasional evening meetings. FLSA exempt position.
Employee shall be available and required to carry a pager for 24 hours a day, 7 days a week
I emergency call out.
I ORGANIZATIONAL CHARTIRELATIONSHIPS:
See attached chart for the Department of Public Works organizational chart.
I I:\position\stree supervisor
Rev. 5/25/99
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I Appendix D
I Proposal
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I ~SeJ Butler Square Bldg,Ste noc, 100 N 6th Street, Minneapolis, MN 55403-1505 612.758.6700 612.758.6701 FAX
architecture . engineering . environmental . transportation
I
January 13,2003 RE: City of Shakopee
I Public Works Reorganization Study
SEH No. P-SHAK00301.00
I
Bruce Loney, P.E.
I Public Works Director
City of Shakopee
129 Holmes Street South
I Shakopee,MN 55379-1351
Dear Bruce:
I Short Elliott Hendrickson Inc.@ (SEH) is pleased to submit this proposal for the Public Works
I Reorganization Study for your consideration. It is our understanding that the City of Shakopee
continues to look for new and better ways to provide high quality, cost effective public works
services to the community. In addition, as the community infrastructure has expanded, so has
I the public works' staff grown to meet the increasing needs. You have long recognized that
there would come a day when simply adding staff to a department organized to function
effectively at half the size would need to be evaluated. As a result of that awareness, you
I would like our assistance to explore possible reorganization initiatives in the public works
maintenance function to address Shakopee's current and long-term (five to ten years) service
needs with the expectation of providing the community with superior public works services.
I SEH is excited about having the unique opportunity to combine the experience of three former
Public Works Directors now on staff with our management, training, facilitation and space
I needs specialists to assist the Public Works staff in reviewing the reorganization needs of the
department. The following paragraphs present our methodology, proposed fees, schedule, and
the project team for your consideration.
I Methodology
We understand that any change, especially an organizational one, will be resisted unless those
I affected can see the value it brings to the community and the benefit it brings to them
individually. In somewhat of an over used slogan, organizational change must provide a "win-
win" for the public works' employees and supervisors, the city's administration staff, elected
I officials, and the public at large.
Our approach to this study will include the following steps.
I Step 1 - Review Current Infonnation
I SEH will conduct a review of the department's existing organization, labor contract, employee
job descriptions, compensation and pay plan, and work schedules. In addition, we will review
the City's comprehensive plan to understand Shakopee's future growth projections.
I
Short Elliott Hendrickson Inc. . Your Trusted Resource . Equal Opportunity Employer
I
I Bruce Loney, P.E.
January 13,2003
I Page 2
I Step 2 - Infonnation Gathering
Small group discussions will be organized to determine the perception of what is and what is
I not working well in providing public works maintenance service to the City and a quality work
environment. The groups will then be asked to brainstomi ideas of what needs they perceive
are needed to enhance current practices or what changes would lead to an increase in the
I quality and quantity of service to the public and an improved work environment.
The small groups would range in size from two. to ten persons. There would be one group
I consisting of elected officials and administrative heads, another group consisting of public
works supervisors and two more groups of public works maintenance employees.
I Their input would then be consolidated and presented to you for analysis and discussion. This
is perhaps the most critical step in the process, as this information becomes the foundation on
which to discuss potential changes to your processes and organizational structure.
I Step 3 - Analysis
I SEH will assemble examples of organizational structures and best management practices the
former Public Works Directors have used and have been exposed to in other agencies that
could be successfully applied to Shakopee. Examples of job descriptions and compensation
I alternatives will also be provided. Working side by side with you, the most applicable
elements from the examples will be molded into conceptual alternatives and then matched with
the information gathered in Step 2.
I The result will be a recommended organizational structure and key features of new job
descriptions, educational incentives, and compensation plans. The recommendations will then
I be compared to your new labor contract and revisions made to the recommendations as
needed. Assistance will be provided to you to present the findings, gather input, and revise as
needed.
I Recommendations for training and skill development along with an architectural review of the
recently completed space needs study will be provided to ensure that the staff and facilities
I relate appropriately with the new organizational structure.
If the study results in the identification of the need for an Equipment or Fleet Maintenance
I Division within the Public Works maintenance structure, then the same general methodology
described in Step 3 would be used to effectively develop this division. While this work would be
beyond the scope of this proposal, the development of this division includes:
I 1. Assist in review of Fleet Management Software,
2. Assist in evaluation of personnel capabilities,
I 3. Develop an in-houselout-sourcing strategy, and
I
I
I Bruce Loney, P.R
January 13, 2003
I Page 3
4. Provide an architectural review of fleet .maintenance needs as it relates to your
I existing space needs study.
Step 4 - Implementation
I SEH will assist you to phase in the organizational changes determined by this study. The work
could include preparation of draft work schedules to achieve workload balance, finalization of
I input to job descriptions, compensation plans~ educational incentives, and recommended
provisions for future labor contract negotiations.
I Deliverables
SEH will provide documentation ofthe process and conclusions arrived at from this study. The
I docmnentation will include:
1. Summary of small group discussions and interview critiques.
I 2. Implementation, recommendations, and descriptions of changes.
3. Revised organizational structure.
4. Appropriate job description revisions.
I 5. Pay plan goals.
6. Labor contract recommended changes.
7. Space needs recommendations.
I 8. Training and skill development recommendations.
9. Executive summary of the study's findings and conclusions.
I Proposed Fees
We have estimated approximately 80 to 90 hours will be needed t6 complete the assignment
I and propose a lump sum fee of $6,000 including reimbursable expenses for the study. If the
scope of work is expanded to include development of a Fleet Maintenance Division and/or
I provide for training and skill development, we propose to provide those services on an hourly
basis plus customary reimbursement expenses as follows:
Personnel Hourly Rate
I Public Works Specialist No Charge
Training Specialist $80.001H0ur
Senior Architect $1 lO.OO/Hour
I Staff Architect $75.001H0ur
Administrative Technician $55.001H0ur
I Schedule
SEH has staff available to assign to the work immediately and understand the work would not
I begin until a new labor contract is negotiated and signed. The work is expected to take
approximately three months to complete that allows for adequate review by all parties.
I
I
I Bruce Loney, P.K
January 13, 2003
I Page 4
I Project Team
The possible reorganization of Shakopees Public Works Department is more complex than
simply putting names in boxes and connecting them with horizontal and vertical lines. What
I looks good on paper may not work in application due to hidden consequential effects that are
not intuitively deduced. As a result, other problems surface that were not expected. The SEH
team is uniquely qualified to get to the bottom of the "real" issues and assist you in shaping an
I organizational structure that will serve the City of Shakopee well into the future.
Lloyd M. Pauly will lead the SEH effort. Lloyd brings thirty-five years of responsible
I experience with twenty-one of those years as Director of Operations and Maintenance (O&M)
for the City of Minnetonka. As Director ofO&M, he guided the department's growth through
similar challenges facing the City of Shakopee. His department was largely shaped over the
I years from ideas and real world operation experiences Lloyd collected from a variety of Public
Works peers in Minnesota and contacts made at the national level through his involvement in
the American Public Works Association. He will bring examples of the things other
I organizations are doing, share his perspective of their usefulness to Shakopee's situation and
let you decide what is best. After all, this is your public works department, not ours!
I Assisting Lloyd during the critical early steps of information gathering and then later,
developing recommendations for training and skill development will be Bonnie Morey. With
direction from you and Lloyd, Bonnie will facilitate the small group discussions. She will
I organize the meetings and keep the groups on focus to obtain the information desired.
Bonnie has worked in the human development field for twenty-one years. She has an extensive
I background in group facilitation and employee training and development. Bonnie utilizes the
principles of group dynamics in facilitating groups through goal identification, process
definition, problem solving, and decision making. She customizes and facilitates meetings and
I team sessions for a variety of team structures such as public involvement groups, community
and city task force groups, departmental teams, corporate focus groups, and project teams.
I As you develop the options for your possible reorganization, variables that impact your
decisions will be operational, maintenance, and capital costs related to the respective changes.
Capital costs are generally costs related to changing your facilities that are affected by the
I reorganization. To help you understand these financial impacts, Nancy Schultz has thirteen
years of experience working with cities, and she will use her knowledge to provide you with a
review ofthe existing space need study. She will recommend solutions and respective costs for
I your reorganization options. She has found that understanding public works organizations and
collaborative decision-making has been the cornerstone in each project's success.
I SEH has a true passion for infrastructure management as evidenced by our active involvement
in a number of professional and technical organizations. For example, MPW A has been an
I organization where Lloyd Pauly, John Flora, Dave Sonnenberg, and others have learned of
successful management practices for their Public Works peers such as you and have shared our
ideas and experiences in return. SEH is very interested and committed to the success of your
I
I
I Bruce Loney, P .E.
January 13,2003
I Page 5
effort. We look forward to working with you on this study and anxiously await your thoughtful
I consideration of this proposal.
Sincerely,
I SHORT ELLIOTT HENDRICKSON INe.
I Lloyd M. Pauly R. Scott HaITi, P.E.
I Public Works Specialist Client Service Manager
eb
I Enclosures
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I As the challenges of today's world increase to include a more demanding public,
stockholders, stakeholders,and bottom lines, organizations need to focus on their
I greatest resource: their people. SEH's Training and Management Consulting Services
(TMCS) Group has over thirteen years of experience in helping public and private sector
companies succeed in their business goals through performance management and
I organizational development
Created by a unique partnership between two respected leaders in their fields, SEH's
I TMCS Group combines the skills and talents of Integrated Process Management, Inc.
and SEH's award-winning service offerings. Dedicated to help today's companies become
tomorrow's successes, TMCS can assist with a wide range of workplace concerns including
I employee motivation and retention, leadership development, management supervisory
training, performance and quality improvement, facilitation, and time management.
~ Personal Effectiveness ~SeJ
I . Management Skills
. Teams
I . Human Resources Short Elliott Hendrickson Inc.
. Systems and Strategy 800.325.2055 · www.sehinc.com
I