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Home My WebLink About2008-01-16 PACKET 08.D.REQUEST OF CITY COUNCIL ACTION COUNCIL AGENDA MEETING ITEM # DATE 1-16-08 e PREPARED BY: Finance & Admin Services Ron Hedberg ORIGINRTING DEPARTtvIENT STAFF AUTHOR ��,��,��,�,��,��,�� COUNCIL ACTION REQUEST: Direct staff on the filling of vacancies created by implementing the Early Retirement Incentive Plan STAFF RECOMMENDATION: By motion adopt the direction recommended in the report postponing the filling of vacancies created by implementing the Early Retirement Incentive Plan. BUDGET IMPLICATION: BUDGETED AMOUNT ACTUALAMOUNT ADVISORY COMMISSION ACTION: ❑ PLANNING ❑ PUBLIC SAFETY ❑ PUBLIC WORKS ❑ PARKS AND RECREATION ❑ HUMAN SERVICES/RIGHTS ❑ ECONOMIC DEV. AUTHORITY ❑ DATE REVIEWED ❑ ❑ ❑ ❑ ❑ ❑ ❑ SUPPORTING DOCUMENTS: � MEMO/LETTER: ❑ RESOLUTION: ❑ ORDINANCE: ❑ ENGINEERING RECOMMENDATION: ❑ LEGAL RECOMMENDATION: ❑ OTHER: ADMINISTRATORS COMMENTS: APPROVED ❑ ❑ ❑ ❑ ❑ ❑ ❑ DENIED ❑ ❑ ❑ ❑ ❑ ❑ ❑ �„ �cc..�,s°� �—� P /I �a°, City Administrator Date ��,��,��«��,��,�� COUNCIL ACTION TAKEN: ❑ APPROVED ❑ DENIED �OTHER �/�.� ��,�;��' ;, �� • • .•- • � � �� ' � � � � � � � � • TO: FROM: DATE: RE: Introduction Honorable Mayor and City Council Ryan Schroeder, City Administrator Ron Hedberg, Director of Finance & Administrative Services January 11, 2008 2008 / 2009 Staffing In May 2007, Council received a staffing and operational expenditures study. The conclusions of that study were that generally our staffing and operating expenditure levels were lower than most peer communities. Our ability, however, to fund spending levels is also lower than most peer communities and therefore our tax rate was higher than most peer communities. Spending and staffing were in the lowest quartile in the general government area and in the next quartile for public safety and public works spending and staffing with spending approaching the mean among peers in the larger operating areas. While those are positive results, our tax capacity per capita, as a measure of revenue raising ability, is in the lowest quartile resulting in a tax rate in the top one third among peers. During 2006 we began forecasting a slow down in new home construction and market value growth for 2007 and beyond. These forecasts have proven to be generally correct with taxable market value growth for 2008 at 4 percent with new home construction permit values during 2007 (impacting 2009 market values) down 60 percent from the prior six years. Discussion As we began planning for the 2008 budget it became clear that adjustments were necessary during 2008 (or before) in order to respond positiveiy to fiscal challenges we will experience in at least 2009 and 2010. One approach that was approved by Council on September 19, 2007 was implementation of an Employee Retirement Incentive Plan. This incentive has been implemented and has resulted in five retirements taking effect between the plan adoption and January 15, 2008. Additionally, two additional full time staff have left employment creating additional vacancies. Enclosed is an accounting of the vacant positions with separation costs and expected savings in 2008 and 2009. If these positions remain vacant in both years the General Fund can save approximately $153,000 in 2008 and $282,000 in 2009. Savings for ali funds would total $188,000 and $404,000 for 2008 and 2009 respectively. Vacancies have resulted across the organization. Included are three office support positions (two within Public Safety and one in Community Development). Also included are three public service worker positions in Public Works and one supervisory position at the Ice Arena. It is our belief that it has been Council intent to recoup all costs of severance from these positions prior to backfilling of any positions. We further believe that in adopting the retirement program Council anticipated savings during the 2008 budget year with substantial savings during the 2009 budget year. Upon that belief we are recommending backfilling of one of these vacant positions during 2008 with a full time regular position. We are further recommending that departments be authorized to acquire short term itinerant staffing during peak periods but that no additional regular positions be authorized for replacement at this time. Ice Arena On or about October 1, 2008 we are scheduled to open an expansion to the Ice Arena. One of the vacancies created with the Early Retirement Incentive Plan was the Assistant Ice Arena Manager. Even though we will be adding an additional sheet of ice we believe we can operate effectively without replacing at the same position level however we do need a position to handle this expanded facility. We are recommending filling the vacant position with a Recreation Program Assistant. It would be expected that this position have responsibilities in both the Recreation and Ice Arena areas. The pay range differential for 2008 is $40,898 to $51,122 for the former position and $33,737 to $42,171 for the replacement position. We would request the opportunity to fill this position about mid year. Doing so will result in falling short of covering severance expense during 2008 but will resuit in savings of approximateiy $$24,000 during 2009. Public Works We are not recommending replacement of the three public service worker positions at this time. Peak activities in public works result from snow plowing operations over the winter months (which as we know are sporadic events) and summer turf and roadway maintenance in the summer. Two of these positions are in parks with the other in utilities. All have snow plowing responsibilities although one of the parks positions has been effectively vacant for well over a year and the department has adjusted to that. The two retirements are occurring mid January resulting in two months of snow event potential post retirement. We believe the department has the ability to handle that crew shortage through scheduling and equipment adjustments. Included in equipment adjustments may be moving forward the acquisition of larger snow removal equipment to allow for consolidation of two cul-de-sac plow routes. See the attached memo from Joe Fischbach and attached snow piow route maps and equipment. For the park related summer peak events we have made significant itinerant staffing enhancements over the past several years and therefore we believe staffing capacity exists from a budget perspective short of backfilling this second park vacancy at this time. Another area to look for time savings will be how we provide (if at ali) forestry services to the public with the vacancy occurring the Forestry area. We further believe that the deficit in staffing created in the utility function has already effectively been closed by completing the remote meter installation program which reduces staffing requirements. Below is a recap of the staffing FTE's included in the Public Works divisions over the past several years. This count does not include the Ice Arena or Recreation positions, but includes all the other Public Works divisions from Streets to Snow and Ice, Parks Maintenance, Public Works Administration, Fleet Maintenance and the Utilities. The numbers for 2008 have been adjusted for vacancies created by Gary Anderson, Bob Campbell and John Klinkhammer. In addition, during the budget process for 2008, the part-time receptionist position at Public Works was eliminated and is not included in the staffing counts below for 2008. Reg FT & PT FTE's Seasonal FTE's 1999 2000 32.1 34.5 4.1 3.6 36.2 38.1 2001 2002 2003 34.7 35.8 37.0 4.8 4.9 5.1 39.5 40.7 42.1 2004 2005 2006 37.6 38.6 38.6 5.4 6.3 7.0 43.0 44.8 45.5 200� 2oos 39.6 36.2 7.7 7.7 47.3 43.9 In addition to these staffing additions over the years we have also contracted out work or acquired equipment that has made the department more efficient. Some examples include: • Outsourcing meter reading in January 2003, with no reduction in staffing. . The remote meter reading installation program is nearing completion during 2008 and has included significant time commitments over the past few years by up to two employees while they installed over 8,000 remote meter reading devices. . The purchase of a smaller refuse truck to service park trash barrels in a much more efficient manner. It has been estimated that this saved '/z FTE of mainly summer help but has made the operation more efficient. . The conditions of the streets nave been improved significantly since the start of the Pavement Management program and the expending of over $33 million once the 2008 project is compieted. It is felt that some saving of maintenance time has occurred over the years because the roads are in better condition. • Over the years the equipment fleet has purchased better and more specialized equipment resulting in efficiencies gained. . Additional part-time summer hours have been added in the parks maintenance area as reflected above. Public Safetv We are also not recommending repiacement of the three office support positions at this time. It should be recalled from the staffing study that public safety office support stafFing in Cottage Grove is significantly greater than all but a few peer communities. The Department had already started movement to adjust to this as we move to a regional records management system. Although in the immediate term the department has been experiencing backiogs in processing which will need to be addressed with additional hours in part-time temporary staff until the records system is fully implemented. This along with further adjustments in staff assignments and training will allow the department to function adequately absent these positions. Communitv Development In Community Development we are recommending taking a wait and see approach. While the department took on responsibilities for the reception desk during 2007 (following the elimination of the central reception position - one FTE) an additionai 0.5FTE's were added to the Community Development Department by making a part- time person fulltime. With the vacancy created through the Early Retirement Program, the department is currently down 0.5FTE's and has assumed the duties of the front desk. Some of the front desk responsibilities that have moved to the Community Development position inciude processing utility bill payments which have tripled in volume with the transition to monthiy billing shortly after closing of the reception desk. Another responsibility is the processing of dog licenses at year end. Last year we offered citizens a multi-year license option which helped reduce the strain this year. One remaining responsibility that we wili need to address will be assistance with elections, mainly assisting with absentee balloting at election time. The general election requires a significant time commitment, particulariy with increasing numbers of absentee voters. This election coverage may result in the need for additional hourly temporary help. Furtner, we are projecting construction activity for 2008 at levels not as great as in 2007 which from a single family home construction perspective was down 60% from the prior six years. Remodeling and commercial construction continued at an active pace during 2007 but we do not have reason to believe that this will continue during 2008 due to a predicted economic slowdown. It should be anticipated that discretionary spending such as many remodeling projects, will fall off in this environment. We also believe we have the capacity from within other general government departments to reallocate staffing to community development for some back office support during peak activity periods. If permit activity does in fact pick up beyond projections we would adjust course at that time. This approach is the same one taken in 1999 when we went from four building inspectors down to two through attrition during another period of deciining permit activity. During that period we hired itinerant staffing until activity appeared to be headed north once again. Staff Recommendation With the above approach we believe we will experience some savings during 2008 but more importantly we will be positioned to experience savings during 2009 which may cover payroll inflation during that year. Given that payroll is our largest single expense this approach should allow for the 2009 budget to be presented absent a significant tax increase upon the citizenry. We believe this is of utmost importance as it would be difficult for taxpayers to understand the need for growth in government during what may be a very trying time for many within this community. We also believe that by keeping these vacancies open with a wait and see approach and not filling vacant positions with regular positions in the near future will position the City to be able to react to possible declines without the need to resort to the laying off of employees. Council Action: By motion adopt the direction recommended above. 2008 staffing recommendation 100 0500 100 1000 �oo zzoo 100 1500 250 3700 250 3700 610 3000 610 300� 620 6iY9 3100 9660 2008 Wage Costs and Savings with ERIP and WC Settlement � 100.00%,Tiz �oca1517 100 00% McBride Local 517 100.00% Klinkhammer local49 100.00%,Anderson Local49 100 00 % Bot, Jr. 100 00 % 75.00% Campbell 100.00 % Podtburg 25.00% Campbell 25.00 % I Kinsey Secretary Fl Secretary FT Farester FT Public Service Worker FT � � a � � � � � , 4 R, �, . � K � 2„^ 2` E o �b � ' � � ..... �. �. 21.3107 0.0000� 12 18.8799 19.6112� 12 21.3107 0 0000, � 1 50 24.0402 0.0000'1�.50 23.7235 0 0000, 12 Non-Rep Ice Arena Assistant Manaqer FT 27.0177 0.0000 12, Non-Rep Rec Program Asst FT 16 2197 0.0000 5 Local49 PubiicServiceWorker FT 23.1235 0.0000�11,50 Local517 Reception�st PT 18.0044 0.0000 11 � Local 49 Pub6c Service Worker FT 23.1235 O.00OOI11.50 I Local517 Secretary FT 21.3107 0.0000 12 I � � Y 0 N � a6 � � ¢. iC � e�_ W. 42,300 11, 40,300� 51,800 42,500� 54,500 47,9001 58,600 48,100 61,340 562001 70,400 14,1001 21,800 46,100) 12,900 46,100 44,300 Totais 47,300 �4,800 15,800 14,700 � � E a t °� � � � ' � � ; � � � � ! � 3,589 0 2,131 1.249 0 0 48,700 35,066 '16,926 28,814 7,337 0 0 9,605I 2,446 3,717 1,196 13Q994 34,573 48,700 � � � � � � m �� ' � � ��,,,,(('' � J d G U . W . �� - � 1- W.YL. . 14,740 27,560 0 51,800 16,678 37,822 35,344 23,256 48,700 12,640 Fund Savings 153,078 51,992 78,408 21,800 Fund Savings 3,392 36,150 11,150 14,800 Fund Savings 25,950 12,050 3,750 Fund Savings 3,750 4,913 9,187 Fund Savings 9,187 220,567 788,573 AIIFunds 2009 Savings Not Replacing Any Positions but Asst Arena Manager with a Rec Program Asst � � � � � ¢ C � q , � � � ' � � W � � � � 100 0500 75.00% Kinsey Local517 Secretary FT 100 0500 100.00°/a Tix Local 517 Secretary FT 100 1000 100.00%,McBride Locai517 Secretary IFT 100 1500 100.00% Anderson Locai 49 Public Service Worker FT 100 2200 100.00% Klinkhammer �ocal49 Forester FT �, 250 3700 250 3700 610 3000 610 3000 620 3100 660 9660 100 00% Bot, Jr. 100.00% 75A0% Campbell 100.00% Podtburg 25.00% Campbell 25.00% Kinsey FT PT Non-Rep Ice Arena Asst Manager FT 27.8300 0.0000 0.0000 Non-Rep Rec Program Asst FT 16.7100 17.5000 18.1100 Local 49 Public Service Worker Local517 Receptionist Locai 49 Public Service Worker LocaI517 Secretary FT O V 3 � Yn r � � O � � � c ,k � � ', � � — U 3 � Q} , m � � L ,� � � � N � C 202000 20.9800 0.0000 21.9500 0.0000 0.0000 23.8200 0.0000 0 0000 24.7600 0.0000 0.0000 23.8200 0.0000' 0.0000 18.5400 0.0000 0.0000 12 12 12.00' 12 12.00 12 12 12.00 12 23.8200 0 0000 0 0000 12.00 FT I 21.9500 0 0000 0.0000 12 � � �i � � � W 45,700 43,100 45,700 49, 500 51,500 Fund Savings, 57,900 36,800 Fund Savings 49,500 14,500 Fund Savings 49,500 Fund Savings 45,700 Fund Savings 2009 Savings � m c6 � b � 43,500 55,100 58,100 62,940 62,700 282,340 72.300 48,000 24,300 50,200 16,600 66,800 16,800 16,800 14,500 14,500 404,740 ,dx��; �'� � �� . -• �,°;.� •. To: Honorable Mayor and City Council From: Joe Fischbach, Management Analyst �� Date: January 11, 2008 Subject: Snow and Ice Control Operations Backqround As part of the future staffing discussions, the operations of snow and ice control must be discussed. Attached are 2 maps and staff assignments. One map shows the current staff assignments for road and cul-de-sac snow removal. The other map shows the current trails, wells and water towers that must be plowed. What are shown on the staff assignment list but not the maps are the parking lots and adjacent sidewalks that need to be cleared such as City Hall. The position vacated by Gary Anderson has already been accounted for in the three attachments. This leaves the positions vacated by Bob Campbell and John Klinkhammer. As you can see on the attachments Bob Campbell has a cul-de-sac route and John Klinkhammer has the Hoider Plow route. This means that these routes need to be fiiled or absorbed. StatF has identified severai options to do this, in no particular order. . Backfill these positions with personnel that do not have a primary route such as Gary Orloff and Rick Ait . Combine routes to absorb these vacancies, this may result in total clearance taking an hour or two longer • Reduce priority of trails and parking lots and assign those personnel to fill the routes vacated by Campbeil and Klinknammer • Backfili these positions with other staff that are not currently assigned to snow and ice control duties such as the PW Management Analyst and PW Technician • Look in to the possibility of contracting aut a portion of the City for snow and ice removal The Public Works staff stili has not investigated or researched a long-term strategy for addressing these vacancies. Staff believes further discussion needs to occur before bringing a long-term strategy for Council consideration. Recommendation Per Council discussion, along with staffing discussion. Attachments Public ��orks Snow Removal Operations Equipment and Persomiel List Unitff Year/Model Operator General Priorities Tandems \ Streets 31-4101-02 02 Sterling 31-4103-00 00 Sterling 31-�102-93 93 Ford 31-410�-07 07 Mac 31-4104-94 07 Mac Single A�:les \ Streets 31-400�-97 97 Ford 31-4006-OS OS Frtln 31-4001-94 94 Ford 31-4007-OS 0� Frtlu 31-4005-97 97 Ford 31-4003-04 04 Frtln 31-4002-94 94 Ford Motor Grader \ Streeis 31-800?-91 91 JD Cul-d-sacs \ Parking Lots 41-8404-03 0? 1�H Tractor 70-1�05-04 04 Che�ry 31-8201-04 04 JD Loader 31-820�-04 04JD Loader 70-1508-00 00 Dodge �1-1409-97 97 Pord 41-1403-00 00 Dodge 41-1�10�-07 07 UMC 31-5408-06 06 NH Tractor 41-1408-07 07 GMC Johnson Farhman Podoll Ja�varski DaBaere Niles Bushey Rhode Reiman Wick Ohland Steeber Olson Zittel Burton Enger Rleblll$ Campbell Petersen Goebel Henrickson Gorgus Flandrich (arterial and collecior streets, school zones, comm. areas, hiliy areas with steeper grades) (arterial and collector streets, school zones, comm. areas, hilly areas with steeper grades) (as directed) (city hall, police dept. librar}�, fire hail ? ) Sidewalks \ Pathwa}�s (school zones�routs. arterials and 70-1 �0'-Ol O1 Ford V-Plow Moen collector streets, comm. areas) 70-1>03-97 97 Ford V-Plow Janssen 31-8=}09-04 04 Holder I�linkl�ainmer 34-8708-9� 9> Bomadier Villanue��a Roundabout And ;Vlisc. 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