Loading...
HomeMy WebLinkAbout03 Personnel Requests 2019-2020 ��puVV IIV� ����� � � } �Y°(�VE� �'��'�� F'r�d��r��P�����rity hl��� To: Honorable Mayor and City Council From: Joe Fischbach, Human Resources Manager Date: August 6, 2018 Subject: 2019 and 2020 Proposed Personnel Additions Memo Background Attached is a chart showing the personnel costs for staff recommended personnel additions for 2019 and 2020. We have also included the memos and budget addition forms put together by staff. You would only be acting on additions for 2019 at this point. 2020 positions were put in the packet for your reference and planning. 2019 Position Wages Benefits Total Fund Engineering Intern $ 8,400 $ 8,400 General fund Seasonal Code Enforcement $ 15,300 $ 15,300 General fund Police Captain $ 8,750 $ 8,750 EMS IT Specialist $ 60,365 $ 19,620 $ 79,985 IT Tota I $ 112,435 2020 Position Wages Benefits Total Fund Public Service Worker- Parks $ 59,095 $ 19,240 $ 78,335 General fund Public Service Worker- Facilities $ 59,095 $ 19,240 $ 78,335 General fund Mechanic $ 61,880 $ 19,660 $ 81,540 Fleet Total $ 156,670 � ��� � �" �T� ��er� �rid� �radPr��P�rity P1e�t To: Jennifer Levitt, Community Development Director/City Engineer From: Ryan Burfeind, Assistant City Engineer Date: June 29, 2018 Re: Budget Addition — Engineering Intern Backgrou nd/Discussion In 2017, the City added an Assistant City Engineer position to the Engineering Division. The City's Project Engineer was promoted to this position, and a new Project Engineer was hired. At this time, the Engineering Intern position was also eliminated. Since 2017, development and construction has continued to increase, resulting in an increasing workload in the department. Below is a chart showing the total value of street & utility construction administered by the Engineering Division since 2005. This includes both street reconstruction projects and residential development. The large increase in 2018 is primarily due to residential development, which totals $10,250,000 in street & utility construction value. ' T���I' S�r��t� ��ilit�r ��ns#r�a�����- ���ati� ��-�j�ct� � F��si��rrti�l' ' C�e��Cc��a �r�� ���r��,c�c� ' °- � V��"� � °� j 3 j ��sa� 3 � �....f �zc�,�a�,�c� f �....f �z�,c���c�c� _ f �....f ��c�,a��,c��c� „ x } ` f ����c�o,o� x x t � : t x x x �.:.:. �.:.t t � x x ' z��s �c��� zc��� zc�� z�� �c��� �c��� a�iz z��� z��� z�zs z��.� z��.� zo�� Due to the continued increase in construction, the addition of an Engineering Intern is requested for the summer of 2019 to provide additional staffing. Many tasks completed by the City engineering staff during the construction season could be completed by an Engineering Intern, with a potential list of duties shown below. Jennifer Levitt, Community Development Director/City Engineer Budget Addition —Engineering Intern June 29, 2018 Page 2 of 3 • Assist right-of-way permit program o Follow-up on resident complaints o Inspect traffic control o Inspect restoration and final cleanup • Review drainage issues on residential properties • Assist with resident communications on road construction projects o Work with the communications department on website updates o Assist with neighborhood flyers � Coordinate with contractors on small maintenance projects o Stormwater maintenance projects o Street maintenance projects • Complete structure inspections for upcoming road construction projects • Assist the Project Engineer with commercial site inspections o Grading inspections o Utility inspections o Landscaping inspections o Final punch list inspections and follow-up � Complete exterior site inspections for new homes o Sod, boulevard tree, and landscaping inspections One of the duties of the Engineering Division is to manage the right-of-way permit program. These permits are for private utility companies, such as Xcel, Comcast, and CenturyLink, to install and maintain underground and aerial utilities throughout the City. This process includes reviewing permits, inspecting projects, receiving resident calls, and completing final inspections. In order to maintain the appearance of the City boulevards, it is important to monitor the restoration work that occurs as part of each permit. As is seen in the table below, there has been a general increase in these permits over the past five years. If an Engineering Intern was hired, they would be able to conduct additional inspections of the right-of-way permits to verify full restoration is completed in a timely manner. This would be beneficial to help ensure the appearance of City boulevards in maintained. Year Number of Permits 2018 Estimated 110 2017 115 2016 98 2015 55 2014 82 Currently the Project Engineer is responsible for commercial development site inspections, with certain inspections being handled by private engineering consultants. By hiring an Engineering Intern, they would be able to handle the majority of the right-of-way permit coordination, allowing the Project Engineer to complete more inspections related to commercial development. The Engineering Intern would also be able to assist with certain commercial development inspections as well. This would reduce the overall cost of commercial development within the City. Jennifer Levitt, Community Development Director/City Engineer Budget Addition —Engineering Intern June 29, 2018 Page 3 of 3 Budqet Impact The Engineering Intern position would be planned as a 40 hour/week position for 14 weeks, with a proposed salary of$15/hour. Based on this, the budget impact would be $8,400. The City engineering department is funded primarily through fees collected from public improvement projects, residential development, and commercial development. Additional funding comes from certain building permit fees, and from working with neighboring communities on the Joint City Street Maintenance projects. Summarized in the table below is the revenue collected from 2013-2017. This table also includes the budgeted revenue from 2018, along with the estimated 2018 revenue based on current projects. loint City Commercial Building Residential Public Maintenance Project Fees Permit Fees Project Fees Project Fees Fee Total 2018 Estimated $23,847.86 $24,600.00 $206,343.82 $214,925.28 $1,500.00 $471,216.96 2018 Budget $3,200.00 $2,500.00 $105,000.00 $245,000.00 $10,000.00 $365,700.00 2017 Actual $35,035.00 $3,770.00 $107,914.94 $195,262.00 $9,476.01 $351,457.95 2016 Actual $6,400.00 $3,060.00 $68,941.75 $244,578.52 $11,379.62 $334,359.89 2015 Actual $3,200.00 $2,220.00 $29,970.00 $188,013.28 $11,651.64 $235,054.92 2014 Actual $4,000.00 $2,460.00 $73,713.42 $113,159.82 $20,129.24 $213,462.48 2013 Actual $800.00 $1,920.00 $72,745.54 $148,000.00 $14,426.67 $237,892.21 As seen in the table, there has been a steady increase in revenue from development and construction projects over the past years. Based on continued interest in both commercial and residential developable land, this is anticipated to continue into 2019. Given this trend, there would be sufficient funding to support the Engineering Intern position. Traininq Opportunitv It is important to continue to train civil engineering students through internships, and provide real world job experience. In addition to assisting the engineering department during the busy construction season, another benefit of hiring an Engineering Intern is to allow students to work in the municipal engineering field while they are in school. Given the strong interest for students to obtain jobs in the private sector, it is critical to allow these opportunities to experience work in the public sector. Recommendation It is recommended that the City Council approve a 2019 Budget Addition for an Engineering Intern. �o�ta�� C.��°��� ���r�F'�id�aa��pKosP�rlt��1e�t TO: Honorable Mayor and City Council Charlene Stevens, City Administrator FROM: Samantha Drewry, Code Enforcement Officer DATE: August 3, 2018 RE: Council Budget Follow-up: Seasonal Employee for Proactive Code Enforcement Background The goal of code enforcement is to protect residential and commercial properties and tc� h�lp �nsur� cl�an, saf�, and h�althy n�ighbc�nc��c�ds and th� cc�mmunity in g�n�ral. Through standards set in city ordinances, City staff can address properties with code violations. These violations vary greatly in type and severity, from nuisances such as trash containers in public view to life safety violations such as excessive exterior storage or hoarding and structural maintenance issues. Each case and violation differ in intensity, severity, and type, taking a varied amount of time to achieve compliance. The Cottage Grove City Code, including the Zoning Ordinance and other regulatory codes adopted by the City, are primarily enforced on a complaint or reactive basis as the City has a limited amount of resources in staffing to proactively manage code violations. In the past, Community Service Officers (CSO's) working for the Cottage Grove Police Department have assisted in completing code enforcement both proactively and reactively. It was ultimately decided that proactive code enforcement would no longer be completed by the CSO's and any com- plaints received would be forwarded to the Code Enforcement Officer for follow-up. This decision was based on the fact that there is a high turnover rate in CSO's as they are only able to be employed while they are in school to become a licensed peace officer. Often, they become Police Officers relatively quickly. In addition, the City Hall and Police Department utilize different record systems. Because of confidentiality issues, as well as licensing concerns, neither department has access to the other's documentation systems. Without a shared documentation system, there was confusion on who had taken which complaints, and if anything had been followed up on. Homeowners were receiving multiple violation notices with different compliance deadlines. The CSO's still assist with code enforcement when necessary. It is generally only completed upon the Code Enforcement Officer's request for an afterhours follow-up or on street parking issues such as abandoned vehicles, uncoupled trailers etc. A proactive enforcement approach can allow the City to address and target specific code issues (such as trash containers in public view) and neighborhoods where we are seeing heavy violations. In addition, many citizens are hesitant to report violations at neighboring properties, often because they are not aware they can remain anonymous when filing a complaint. Staff's priority when addressing violations is to work with the resident, business owner, or tenant to help them understand city ordinance requirements, why these requirements exist, and how the prop- erty can be brought into compliance. These varied situations require enforcement action plans to Honorable Mayor, City Council, and Charlene Stevens Full-Time Seasonal Employee for Proactive Code Enforcement August 3, 2018 Page 2 of 3 have flexibility from the standard enforcement processes and adjust to the individual resident situa- tion. It is the priority of City staff to make available resources for non-compliant residents and to assist in creating a deadline that is reachable for compliance. Because of the potential complexity of each case and the amount of time it can take to work with the property owner to gain compliance, a temporary seasonal employee would be much more beneficial than an intern. In addition, our high call volume months run from March to October(generally weather dependent). Because of this, a full-time employee would not be necessary at this time. By hiring a seasonal employee, the City would be able to nearly double, if not triple, the number of property maintenance inspections completed in a calendar year. The seasonal employee would be solely responsible for residential code violations enforcement throughout the City, while the Code Enforcement Officer would continue to maintain code complaints, commercial code enforcement (both proactive and re-active), as well as hoarding houses and other hazardous living situations (in rental properties as well as homeowner occupied). A seasonal employee would also allow the Code Enforcement Officer to spend more personalized time when working with the City's commercial busi- ness owners, which was requested through the Business Retention and Expansion program. In 2018 between January and June, there have been 202 property maintenance inspections. Total inspections for was 482. These numbers do not include complaints that were inspected but were unfounded. Although these number do include a few proactive cases, primarily for commercial prop- erties, most of these inspections are conducted on a complaint/reactive basis. ����� �������� �� �oc� �oc� Joc� zoz zoc� a oc� � � ,, � ,, � , , ,.; ,, zoa��J��,. zoa r zoa.c> zoa� thrc.�u�;h June} Properties in violation within the community creating a hazard and/or nuisance for neighboring prop- erties may not always be brought to city staff's attention. To ensure when these properties are iden- tified that they are addressed, staff from multiple departments will meet on a monthly basis to prepare an enforcement plan. Honorable Mayor, City Council, and Charlene Stevens Full-Time Seasonal Employee for Proactive Code Enforcement August 3, 2018 Page 3 of 3 Proposed Budget Impact After looking at compensation and job postings of other comparable cities, as well as analyzing Cottage Grove's needs, an intern would not allow enough time for proper training and would not be available for the entire peak code season (March through October).Additionally, a full-time employee is not necessary as most complaints and code violations are received and completed during this peak season. Therefore, staff recommends the City hire a six-month seasonal employee as opposed to an intern or full-time employee. This position would not be benefitted. Pay would be $15.00 per hour, totaling $15,300 per year. Recommendation Review and comment on the potential of hiring a seasonal code enforcement employee to conduct proactive code enforcement in residential areas for 2019. CITY OF COTTAGE GROVE 2019 BUDGET ADDITION FUND General 100 TOTAL 2019 - $8,751 + Benefits/COLA COST 2020 - $10,077 + Benefits/COLA P ROG RAM 0500 OBJECT 4100 NEW LEVEL OF SERVICE? YES NO EXPLAIN CHANGE Promote current Police Sergeant to Deputy Director of Public Safety - Captain, while remaining at current Police Department sworn staffing numbers. DESCRIPTION: The cost of this promotion would be the difference between a senior Sergeant (Include estimated cost) and starting Captain salary, $8,751 increase in wage for 2019 and $10,077 increase in wage for 2020, plus benefits and COLA. JUSTIFICATION: Positioning for Growth (which part of the strategic plan) X Reforming Organizational Culture (describe - how does it fit?) Making CG a Recreation Destination Engaging the Community & Forming the Vision Maintenance of Operations By adding an additional Captain, they can take on many of the roles currently being handled by patrol sergeants, so those sergeants will be more available for street supervision. This Captain would also help the Public Safety team with assistance in Emergency Management, as the Fire Chief already oversees fire and EMS. The Captain would also coordinate training as there are new mandated requirements. CITY OF COTTAGE GROVE 2019 BUDGET ADDITION F U N D 720 TOTAL COST $79,985 P ROG RAM 0380 OBJECT 4100 NEW LEVEL OF SERVICE? YES NO EXPLAIN CHANGE Full-Time IT Technician DESCRIPTION: Additional FT IT employee is needed to ensure high level of service and faster (Include estimated cost) response time to end-users. This position will require qualifications including but not limited to, break/fix, project management, network infrastructure including mobile and WiFi. This an IT Support Technician position. Salary 60,362.00 PERA 4,678.00 FICA 4,618.00 W/C 2,342.00 Insurance 6,735.00 H.S.A. 1,250.00 JUSTIFICATION: X Positioning for Growth (which part of the strategic plan) X Reforming Organizational Culture (describe - how does it fit?) Making CG a Recreation Destination Engaging the Community & Forming the Vision X Maintenance of Operations �nb�lilltlktl&�11������ � —^� �w��:���� ���°"^������� �� ���.:��� �����'� ��rcd� ��+����'������� �'V��t To: Charlene Stevens, City Administrator From: Zac Dockter, Parks and Recreation Director CC: Greg Niles, Parks Foreman Jim Fohrman, Parks Lead Person Date: July 24, 2018 Subject: 2020 Budget Addition — Public Service Worker Introduction Parks Maintenance is a division of the Parks and Recreation Department. The staff consists of 1 Park Foreman (Head Supervisor), 1 Park Lead Person (Assistant Supervisor), 6 full-time public service workers and 13 (3.8 full-time equivalent) season/part-time staff. Staff is respectfully requesting an additional full-time public service worker to meet the growing demand of the parks and recreational system in 2020. Background Today's full-time park maintenance staffing levels has not changed in 20 years; something the team of staff is proud to report. Through the use of new technologies, new equipment, maintenance best practices, work scheduling efficiencies, part-time/seasonal labor usage and hard work, the department has been able to run a very lean program for many years. Although the division runs lean, emphasis on customer service and experience always remains the highest priority and the division has adapted well to the residents desire for new and improved recreational facilities. The Park staff is very interchangeable and work tasks vary from day to day. However, primary roles have been adopted to assure service needs are met. Current positions with a brief description of focus areas in the Parks Department is: Parks Foreman Division Supervisor, field work Park Lead Person Assistant Supervisor, field work Senior PSW Operator, special projects, rough cutting SPSW Athletic Fields, Playgrounds SPSW Field Lining, Mowing PSW III Irrigation, turf management (spraying, fertilizing, aerating, top dressing) PSW II Mowing Crew Leader PSW I Horticulturist; all landscaping and park trees Growth The park maintenance staff has done a tremendous job of absorbing growth over the past twenty years. As the expectation of park services grows, so does the work load for staff. In just the past five years, five new parks have opened at Camel's Hump, Sunnyhill, Bike Park, Cedarhurst Meadows West and Cedarhurst Meadows East. In the next five years, there is significant growth of the parks system anticipated at Oltman Middle School (athletic fields), Hamlet Park (large athletic field expansion), Michael's Point (neighborhood park), Ravine Parkway Park (trailhead park), Glacial Valley (large community park) and Summer's Landing. With each of these park developments will be open space and trailways in addition to the routinely maintained park areas. Perhaps one of the more significant areas of growth comes in terms of customer/resident expectations. Pre-2000, a common Cottage Grove park included a playground, a picnic bench, non-irrigated turf and perhaps a ballfield or two. Today's parks include those features as well as flower gardens, shelters, well-manicured turf areas, irrigation systems, clean restrooms and unique/sophisticated play experiences. The increased desires of the park system have a direct correlation with increased maintenance needs. Irrigation and turf maintenance alone has consumed one full-time position throughout the growing season. All future parks will most likely be irrigated as neighborhood and homeowners associations now expect their public spaces to reflect the requirements/expectations of their own property. Beyond parks, maintenance expectations of other public facilities have and will continue to grow. These areas include the Ravine Parkway which has irrigated/treated turf, trees and many gardens. Ravine Parkway is currently just a small section near City Hall but has begun it's major expansion to the west in 2018. Six rounadabouts with extensive landscaping have been added to the community and three to four more are anticipated in the near future. Public facilities such as City Hall, Central Fire Station and the HERO Center also have more than tripled the required maintenance of the previous facilities. Increased Services Staff has worked to increase its service levels at the request of the community. Some of the more recent service additions include: Splash Pad —Opened in 2014 and requires staff to clean and inspect the area, restrooms and equipment 7 days a week. Kingston Park — Restrooms were opened to the public on a daily basis beginning in 2017. Inclusive Playground —Opened in 2017 and similar to the splash pad, requires a minimum of 7 days a week each morning to clean and inspect the playground, restrooms and supporting amenities. Playgrounds — playgrounds are perhaps the most litigious service areas in the park industry. As such, the Parks and Recreation Department has been working hard to improve education, training, maintenance, documentation and overall care and safety for these play areas. As recreational desires grow, playground equipment continues to become more unique both in terms of play experiences and upkeep of equipment. Irrigation —The addition of irrigation to the majority of parks has multiple maintenance related needs. The start up and shut down of the irrigation systems alone takes one full-time employee 3 weeks each spring and fall to install parts, test/drain the system and repair any broken equipment. Additionally, irrigated turf requires more mowing, trimming, spraying, aerating and fertilizing on a daily, weekly, monthly basis. Athletic Fields — perhaps as noteable as irrigation/turf, athletic field expectations of quality have increased to the point of requiring a full-time position dedicated to the upkeep of these facilities. Things such as goal mouth repair, mound maintenance, weeding, play surface leveling and equipment repair are just a few examples of areas that once were more seasonal maintenance but now require more attention. Without this attention to detail, safety is jeopardized but also the ability to host large recreational events that bring visitors to Cottage Grove is jeopardized as well. Rentals —As the park system has grown and improved, the facility use requests have nearly tripled since 2010. These rentals require cleaning and inspection of the facility before and after (sometimes during depending on duration of event). Rentals most often take place on evenings and weekends thus requiring overtime rates. Ice Arena Needs Although the primary function of the proposed position will be to service park maintenance, this position also will fulfill maintenance needs at the Ice Arena. The Ice Arena historically had three full-time positions from 1977-2014. When the Assistant Manager position was vacated in 2014 it was not refilled. Similar to the park maintenance division, management staff has been successful in leveraging part-time/season employees to cover the operational needs of the facility. However, with many of those dedicated part-time/seasonal night/weekend supervisors retiring, it has become increasingly difficult to fill these roles. As such, the addition of a public service worker to aid in maintenance and operations of the Ice Arena would provide much needed support. Snowplowing Needs In discussion with the Public Work Director, there is additional need for employees in snow removal services. This position would contribute fully to snow removal. Position Description The Parks and Recreation Department would recommend recruiting the position as a Public Service Worker as described in the 49er's Labor Contract. Funding for the position is recommended as follows: Park Maintenance 60% Ice Arena 25% Snow Removal 15% In order to best serve the community and customer needs, the position would work the following shifts: Summer Tuesday— Saturday 7am-3:30pm Winter Tuesday—Thursday 7am —3:30pm Friday 10am —6pm Saturday 6am —2pm By adjusting the schedule to meet the needs of community/users, there will be cost savings from overtime pay and part-time seasonal wages that is currently paid out. Those cost savings are anticipated to be approximately $8,000 - $10,000 annually. Benchmarking Benchmarking between communities can be difficult. Each City and department operates differently. For example, Cottage Grove Parks Department is responsible for things such as public facilities, public roadway landscaping, horticulture, tree care and street plowing. The level of care of these areas often times fall upon a Public Works department. Additionally, the type of facilities being maintained can be more telling of labor needs than purely acreage. Athletic fields, irrigated turf, gardens, buildings, playgrounds/splash pads and rentable facilities are examples of areas that have much higher use/play and require more labor to maintain. Open space management too can have layers of maintenance different from park to park or community to community. Cottage Grove is proud to have restored hundreds of acres of native habitat with help from grant partners. These areas do have more detailed maintenance needs but the reward of that effort is long-term sustainability and improved natural habitat. Below are some comparable communities in the southeast suburban area that give a snapshot of how Cottage Grove compares. Although the numbers are from 2015, this data continues to be the most relevant for these purposes. It is believed that park staff will be able to fulfill its service needs and moderate growth for the next 8-10 years if the position is funded. Alternatives The Parks and Recreation Department has proudly worked to find ways to meet service needs while minimizing its reliance on taxpayers. As such, the following seasonal/part-time positions have been added in the past ten years: Six Month PT/FT Mowing Crew (2) Part Time Caretakers (2) Landscaping/Tree Interns (1) PT/Seasonal Maintenance (1) Similarly to the Ice Arena, Parks staff has worked "outside the box" to fill roles in order to best serve the community with the funds available. Ten years ago, the division only hired employees that could work Monday through Friday for 8 hours a day during summer months. We now have part-timers, extended/shortened seasons and other roles that are all conformed to fit the needs of the parks and its users. This proved to be an efficient method for achieving desired results in that we've opened the market for skilled job candidates significantly. Although that method has worked well and afforded the ability to remain lean on full-time staff, finding those employees has become much more difficult. In 2018, we hired all employees who interviewed and were unable to appropriately fill two positions (based on skills desired). As such, we had to move employees around and adjust roles to achieve best possible service levels with the employees available. Without the full-time position, our service capacity remains at the mercy of the job market. There may be opportunities to contract some work out. Some examples may include landscaping needs at public facilities and along major roadway (Ravine Parkway, roundabouts, etc.). Past studies have shown that hired City staff can and will perform better service at a cheaper rate for the taxpayer. Contracting work out would be more appropriately reserved for times when the job market does not allow for season/PT support. Recommendation Authorize addition of a Full-Time Public Service Worker for the Parks and Recreation Department in 2020. a ¢'s, u•�u ¢'s, --+ <--� �:�r cr ,ww, ww, � u-�u � ��.h ¢?i �.,� �wwy � +:.µq rft �--9 e^i i '� � {� � ' � Q 7 �:�;�� N N tf) �N tf) N G "�"�,. �„��� � � � � ��.r ,--s p�-, �.µr � �r, � e^, �r, <--� rca --� ,-s <--� �. � � "��� ���� e^i a..,� r„„� y �, � r^a� ...q i � � "d� i p � /�-��i„.� � Oi N h, d' � Cy � ��j � <--� � � � c,� �, ��-, �:.r ��.r y� r�^, d �.c'� r�^, --d u�u ,--+ r. ;; /.� � �i u•�u �,.h �....y � � �5 / � v7 h � ';'!;,-�!, � lL7 ct � tD o Q � � i�(� M M C71 N d' M CS q,� ii, �� r�^l � u"WV G�.7 4G'3 r�^I �'S I"*� �.7 C'^l � C'^l u"wV �'f't t.�';7 tt'l r � � ;,,° � % ; � °� ` c� � ; i�.� N N � � m m c—i � �� � �a-i �ri ec� � ec� �rs ec� u•�u ec� � rww, �.:r u•�u �:? c�r �r, � u'�u rww� / � i � � i. i � �a /�;�.��/� � � i i/ Oi d�' m o tD � CD �/�� �.o e—e N e—e h e—e CS a.�s �/�� e--I t.G'7 �a^l tt'l �a^l tt's � tt'l u-^� � u�V I"•, ��aF u'•wV �➢J ¢3"t I"•, , � � 1�ti� � +WW{ pWW� CD %" � j � � �� /:%k� � � W d' r-i N r-i � ��/� � er� .�-. ......P.. K:"' � / � P6 � (:) � ��! � hP6 P6 P6 P6 P6 P6 P6 P6 P6 ..� r„/� � yy� 5.::: C' �,"'� `C_'� �..'� C_'� hS"" C"� hS"":� t� �"" i ' � �� �� M �N d' �N N N e-i � � � %/ � � ��. lG'3 --i lG'3 P6 I"•, �a"1 r^I �`Y u"^�V G�.7 u"^�V "�.,,� I"•, G�.7 4➢;J � � LA"1 4"„� � / � � /,;,/ ? � a� � ,/��/ ; c� � � a� ; /�� i c� m c� r. o uo � rv m �n r—a m c�a ra � _ � � � � � � �a � Q� +-�' � p � � p � '� � �` �r ��. � in Q��1 � � i a tGb � �h t,t� �;'.'� ���. C Q1 Q r� � CS "9 ,,.'a: ' k..^ �,�„ �' `� �' t� nl �=, u'" � ' � r� r� � � � � �" v � .° ' cv -cs �' � � �� r�. �,� c� �r v +, � � v +' Q �r �r �., �r , �� �i� i', -cs � � Q � � v � � w� � ���`- � �' � � � '� � �� � � � �z � � � � � � � .t� � � � � � � ��. CITY OF COTTAGE GROVE 2020 BUDGET ADDITION FU N D General 100 TOTAL COST $64,347.47 PROGRA� Building 2500 OBJ ECT 4100 NEW LEVEL OF SERVICE? YES EXPLAIN CHANGE Add a Facilities �aintenance postion for the year 2020 DESCRIPTION: The total cost of an additional Full-Time Facilities position is $64,347.47 (Include estimated cost) Salary $46,862.40 Pera $3,631.84 FICA $3,584.97 W/C $1,818.26 Insurance $7,200.00 H.S.A. $1,250.00 JUSTIFICATION: X Positioning for Growth (which part of the strategic plan) Reforming Organizational Culture (describe - how does it fit?) �aking CG a Recreation Destination Engaging the Community & Forming the Vision �aintenance of Operations This position will provide support for the current Facilities �aintenance Position � �h�r� Prid�ar�a�C��p�rity ��t To: Honorable Mayor and City Council Charlene Stevens, City Administrator From: Adam Moshier, Management Assistant Date: 6/18/2018 RE: Add a Full Time Mechanic to the Fleet Maintenance Shop Introduction For the 2019 budget, staff is recommending a Full Time Mechanic be added to the Fleet Maintenance Department. The Fleet Maintenance Department currently has 4 full time employees, consisting of 1 Foreman, 1 Lead and 2 Mechanics. The addition of a Full Time Mechanic will provide the Fleet Maintenance Department the ability to keep up with the demand of preventative maintenance and additional breakdowns. The position will be funded by the Fleet Enterprise Fund with wages totaling an estimated $67,660 in 2019 and $78,700 in 2020. Background Since the year 2000, the Fleet Maintenance staff has been at 4 employees. The addition of a Mechanic to the Fleet Maintenance Department is needed due to the growing number of vehicles, equipment and employees which requires more preventative maintenance, an increase in the number of work orders per year, lack of time to attend training, the need to involve the Lead worker in more supervisory responsibilities and additional snow removal duties. The addition of a mechanic is needed due to the City's fleet growing significantly. There were 77 licensed vehicles in 2000 compared to 92 in 2018. In 2000, there were 23 Police Department vehicles, today there are now 36. With the addition of more vehicles comes more required preventative maintenance. For example, in the Police Department, each vehicle adds on average 4.5 services per year which equates to 11.25 labor hours per year. Multiplying 11.25 labor hours by the 13 additional vehicles added over the last 18 years adds 146.25 labor hours each year to the total workload. That only includes preventative maintenance procedures and doesn't account for breakdowns that happen. Overall there have been 32 vehicle additions since the year 2000 when the last Fleet Maintenance employee was added. That is a 26.6% increase in the City's fleet. Those vehicles have added an estimated 360 hours to the workload in just preventative maintenance. Increase in Vehicles from 2000 to 2018 Year 2000 2018 Licensed Vehicles 77 92 Police Vehicles 23 36 Fire Vehicles 20 24 Total 120 152 Percent Increase 26.6% There are also non-licensed equipment and vehicle attachments that have been added over the past 18 years that have contributed to increased work orders and are not accounted for in the table. Some examples include additional blower and mower attachments and added snow plows to pickup trucks. In 2017, Preventative Maintenance Procedures (PM's) took 2,385 hours. PM's are anything from an oil change to a DOT inspection done at either 3,000 miles, 5,000 miles, 250 hours or yearly depending on the equipment. The addition of an employee in the shop would help significantly with these PM's and would allow staff to perform more routine inspections of equipment rather than waiting until a service is due or only seeing a piece of equipment once throughout a given year. For example, the shop staff used to bring in all of the mowers on a week to week schedule in the summer for an inspection/grease. Staff now depends heavily on the division staff members to perform weekly maintenance checks on these machines. While other divisions can assist with this, they are not mechanics. This is a procedure shop staff would like to get back to doing. With the additional employee, staff could perform these weekly inspections again. Staff would also like to perform more frequent inspections on the dump trucks as they are more prone to break downs. With staff increasing City wide, there are more employees driving vehicles and pieces of equipment and PM's become more frequent as more hours and miles are put on equipment. The addition of a mechanic would assist in completing all of the required PM's in a timely fashion and should save the City money on major repairs in the long term. Over the past 4 years, work orders have been increasing. In the year 2014, the shop completed 962 work orders. The highest work order total was in 2016 when it reached 1,131. That is an increase of almost 18% from 2014. The shop is seeing more breakdowns due to the age of the equipment which is taking away time to do preventative maintenance on equipment. Out of the 1,054 work orders in 2017, 340 of them were for scheduled preventive maintenance. The table below represents the amount of work orders, the total number of hours charged out and the average time spent per work order. Year Number of Hours Charged Out Average Time Spent Work Orders Per Work Order Completed (hours) 2014 962 4,877 5.06 2015 1058 4,824 4.55 2016 1131 5,484 4.84 2017 1054 5,108 4.84 After subtracting annual leave and holidays, the shop has an estimated 7,200 (1,800 per employee) working hours per year. Not all of these hours are charged out to equipment, for example, the Foreman charges out on average 300 hours per year to equipment repairs with the rest of his time (1500 hours) spent managing the fleet, invoices and inputting into PubWorks. There is also snowplowing, safety meetings and other duties that are not charged out to vehicles. With the addition of another mechanic, the amount of working hours will increase to 9,000 hours. This will help the shop keep up with the increasing amount of work orders and PM's and give staff enough time to complete all the needed duties. Outside repairs are categorized as repairs sent out of the shop to be done by a business. From the years 2000-2005, the shop sent out on average $37,406 per year to outside businesses. From the years 2006-2011 the shop sent out on average $40,806. Most recently from 2012- 2017, the shop sent out on average $58,075 per year. Comparing 2000-2005 to 2012-2017 there was a 55% increase. Some of the difference can be attributed to the cost of doing business increasing but this shows the amount of work that the shop has had to send out due to the current workload and the need to have equipment running. Sending equipment to another business outside the City of Cottage Grove costs the City more money and the quality of work received is not always as good as if it were repaired in house. Adding an additional employee to the shop would help keep repairs in house and save the City outside repair costs. Staff believes an estimated $15,000 could be saved by performing more repairs in house with the added mechanic. Training has become scarce the past few years due to the work load the shop has been under. The shop needs to have time to attend training. It is very beneficial to stay up to date on the latest trends in the industry as the vehicles are becoming more technical and computerized. Adding a mechanic would give the shop additional labor hours to send them to training and not fall behind. The mechanics would be gaining knowledge which would lead to diagnosing problems faster and becoming more efficient. This may also lead to less vehicles sent outside the shop for repairs which would save the City money. Throughout the winter months, the shop staff are used for snowplowing duties. In 2017, the shop spent 118 hours snowplowing. In 2018, the shop has already spent 224 hours snowplowing with November and December still to come. As snowplowing is part of the duties for the shop, it does take away from maintaining or fixing vehicles and equipment. The additional employee added to the shop would help alleviate this task and better split up the snowplowing duties amongst the shop employees while still having staff in the shop performing maintenance. Over the past few years, staff has been able to absorb the additional duties of the shop because they have worked overtime or sent the work to an outside business to perform. The Foreman has already worked 220 hours of overtime this year, which most has been spent doing paperwork, checking and entering information into PubWorks and coordinating outside repairs. There are many duties that the Foreman performs that the lead worker needs to learn on the Pubworks maintenance system. There is not enough time with the current workload to teach the Lead worker these responsibilities and delegate them to the Lead worker to perform. With the addition of another mechanic in the fleet maintenance shop, there would be additional labor hours that would allow the Lead worker to assist the Foreman with day to day supervisory activities which will cut down on overtime for the Foreman and lighten his work load. Overtime would decrease and is estimated to save at least $12,000. Below is a table showing overtime hours for the past 4 years and the current overtime for 2018. Overtime Hours For The Shop 2015 418 2016 537 2017 626 2018 so far 485 The cost of adding a mechanic will be partially offset with an estimated $12,000 in savings coming from overtime costs. Staff also hopes there will be savings of up to $15,000 by performing more repairs in house rather than sending them to outside vendors. There will also be long term savings in regards to inspecting vehicles and equipment on a more frequent basis, hopefully fixing minor issues before they lead to bigger repairs and breakdowns. Overall, staff is recommending a mechanic be added to the shop due to the City's fleet growing almost 27%, the rising number of preventive maintenance procedures, the increase in work orders, the growing number of repairs sent to outside vendors, the lack of time to attend training, the increased overtime being used and the need to get the Lead worker involved in more supervisory tasks. With the addition of a full time mechanic to the Fleet Maintenance Shop, staff can continue to maintain the City's fleet in a more efficient and cost effective way.