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4.c) Staff Report-Update to Maintenance Superintendent Job Title . � I '`� ��,` ..�-. .-.. SCANDIA Staff Report Date of Meeting: July 9, 20]3 To: City Council From: Kristina Handt, Administrator Re: Update to Maint Supt Job Title Agenda Item #: 4.c) Background: In February 2012, the Council approved the current job description for the new Maintenance Superintendent position. The new position differs significantly from the former Maintenance Supervisor position in that it requires more policy development, budgeting, and long range planning. Issue: Should the Job Title of Maintenance Superintendent be changed to Public Works Director? Proposal Details: Given the duties noted above regarding policy development, budgeting and long range planning, I'm suggesting the title of the position be changed to Public Works Director to more accurately reflect the type and level of work expected to be performed. The position was also classified as FLSA exempt (previous Maint Supervisor was non-exempt) indicating a greater level of management responsibility. The position requires much more than maintenance. No other aspects of the job description would be changed. All of the duties of the position,performance expectations, and required skills would remain the same. Fiscal Impact: NA-there would be no change in pay for this position as the duties and responsibilities have not changed. Options: 1) Direct staff to place the amended job title on the consent agenda for approval at next Council meeting. 2) Amended the proposal and then direct staff to place it on the consent agenda for the next Council meeting. 3) Make no changes to the current Maintenance Superintendent job description. Recommendation: Option l. Approved by City Council, February 14, 2012 City of Scandia, Minnesota POSITION DESCRIPTION I TITLE: 1►AAIAITCAIAAI�`G CI IDG�R�IrA������T PUBLIC WORKS DIRECTOR STATUS: Full-time (40-hours/week) regular position Normal working hours per personnel policy FLSA Exempt REPORTS TO: City Administrator City Council PRIMARY OBJECTIVES: Provide oversight and work direction for maintenance personnel and contractors to ensure that all city infrastructure (including roads, street lights, drainage systems, sewer and water) and facilities (including parks and public buildings) are operated and maintained in good condition. Draft and recommend policies and participate in long-range planning for all areas of responsibility. ESSENTIAL FUNCTIONS: 1. Coordinate, schedule and participate in activities of maintenance personnel. 2. Assign personnel for emergency repairs and activities. 3. Perform and/or oversee preventative and corrective maintenance services on all equipment, vehicles and facilities. 4. Oversee contractors performing maintenance activities and projects. 5. Keep records of all maintenance activities. 6. Coordinate maintenance and construction projects with the City Engineer and ensure that that all engineering standards and best practices are met. 7. Draft and recommend policies for all maintenance functions including but not limited to snow and ice control, pavement management, street signs and utility system operations. 8. Recommend and administer the budget for the Public Works Department. 9. Develop specifications and make recommendations for purchase of equipment and vehicles. Purchase all supplies and materials needed for effective operations. 10.Provide recommendations for the capital improvement plan concerning needs for infrastructure, city facilities and equipment purchases and replacements. 11.Maintain a high level of safety practices through coordination of safety programs and policies and regular inspections of facilities and equipment. 12.Ensure and document that employees receive appropriate training. Page 1 of 3 Printed 7/3/2013 13.Coordinate activities with other city departments and other agencies and jurisdictions, such as the state and county highway departments and watershed districts. 14.Answer questions and complaints. Prioritize and respond in an appropriate manner to service requests. 15.Supervise public works staff in accordance with the city's personnel policies. Maintain discipline and make recommendations concerning hiring and other personnel actions. 16.Prepare reports to the City Administrator and the City Council. 17.Perform other duties as assigned. KNOWLEDGE, SKILLS AND ABILITIES: 1. General knowledge of road construction and maintenance practices. 2. General knowledge of building and grounds maintenance practices. 3. General knowledge of tools and equipment used to perform maintenance responsibilities. 4. Mechanical aptitude. 5. Knowledge of subsurface sewage treatment systems and small water systems. 6. Ability to perform, plan, prioritize and coordinate work responsibilities and effectively utilize time, equipment, materials and personnel. 7. Skill in handling customer complaints and general information requests through phone and/or personal contacts. 8. Basic skill level with personal computers and Microsoft Word and Excel spreadsheet software. 9. Ability to develop and maintain effective working relationships with a wide variety of City personnel and the general public. 10.Ability to occasionally attend meetings or respond to emergencies on weekday evenings and/or weekends. 11.Ability to deal discreetly with confidential information. 12.Ability to communicate effectively both orally and in writing. 13.Ability to do some lifting, bending, climbing, reaching, overhead pushing and pulling. EXAMPLES OF PERFORMANCE CRITERIA: 1. Infrastructure and facilities are maintained according to adopted policies. 2. Makes sound policy and budget recommendations. 3. Requirements of state laws, local ordinances and city policies are met. 4. Records are accurate, current and efficiently maintained with information readily available, and reported in a timely manner. 5. Preparation of required and requested materials and reports is timely, thorough, and complete. 6. Public contacts are courteous and businesslike and the information provided is accurate and timely. 7. Develops a positive relationship with residents, contractors and others. Page 2 of 3 Printed 7/3/2013 h� 8. Performs assigned tasks with minimum direct supervision. 9. Maintenance workers perform as a team to accomplish objectives. 10.Equipment and labor are utilized appropriately, effectively and safely. 11.Expenditures are within budgetary limits. 12.Keeps supervisor informed of all significant matters he/she must know to perform his/her responsibilities effectively. MINIMUM QUALIFICATIONS: 1. Graduation from high school or GED equivalent required. 2. Minimum of five years of progressively responsible experience in construction and maintenance methods, materials and equipment as employed in road, drainage and other public works projects. 3. Minimum of three years experience supervising employees. 4. Experience with building and grounds maintenance. 5. Experience in work safety standards and implementation of OSHA regulations. 6. Valid Minnesota Class E Water Supply system Operator certificate or ability to obtain that certificate within six months. 7. Valid Minnesota Subsurface Sewage Treatment Provider certification or ability to obtain that certification within one year. 8. Valid Minnesota Class "A" driver's license and good driving record. 9. Ability to respond from home to Public Works facility within 30 minutes SUPERVISION OF OTHERS: 1. Maintenance Worker, Full-Time (2) 2. Maintenance Worker(s), Seasonal (Winter/Summer) 3. Some direction may be provided to office support personnel. Page 3 of 3 Printed 7/3/2013 Negative Aspects of usin�merit pay: • Often viewed as subjective; supervisor is "playing favorites" or worse yet illegally discriminating. • Can be bad for morale for"average" employees who don't earn the merit pay. • Supervisors often dislike making choices about who to reward and how much. Documentation can be another paperwork hassle for supervisors/managers. • Could be difficult to defend in court or arbitration if objective measures/criteria are not used and documented. `Best Practices" with merit pay: • Have Administration or HR review all departmental decisions on merit pay for consistency between departments BEFORE they are communicated to the employee. • Establish written guidelines and procedures about how merit pay will be earned and paid BEFORE the program is adopted and in advance of the time employees can begin earning it(before the beginning of their performance review period). • Train supervisors BEFORE the program is put into place about how the system works, what the criteria should be for making judgments about employee's performance. Get buy-in from supervisors. • Have employee groups evaluate the merit pay plan BEFORE it is adopted. If they buy-in to the program, they will have fewer complaints after it is adopted. • Depending on city philosophy, consider limiting the percentage of pay increase that is subject to merit pay or structure the pay increases carefully to avoid the problem of falling behind the"market." What sometimes happens is that good solid employees who are not really "star performers" can fall behind the market if the plan isn't structured carefully. • Consider structuring your pay plan so that there are opportunities for everyone to "shine" and receive rewards. For example, you might want to have a moderate "across-the-board" adjustment, a small percentage for performance pay, and a small amount available for one-time lump sum incentive pay for employees who complete major projects or established goals. You may even want to consider devoting a small percentage to "team pay" for goals that entire teams achieve together. • Keep in mind the culture of your organization and your city residents. Is the city financially conservative? Is it a strongly unionized environment? Is the City Council going to be willing to put enough money into a merit pay plan to make it worthwhile? MERIT PAY What is Merit Pay? Pay increases or lump sum payments that are based on the employee's general performance in the job or on reaching assigned goals or completing projects successfully. Sometimes used in addition to a"cost-of-living" or"across-the-board"pay adjustment. What are some ways that merit pay is commonly used? • In conjunction with a step pay plan (longevity, merit or a combination of both). • In conjunction with an open-ended pay range with a minimum, midpoint and maximum (LMC model). Percentage increase varies based on merit plus relationship to midpoint. • In conjunction with a lump sum incentive plan, with set goals/projects. • In conjunction with a lump sum incentive plan, using performance evaluation as basis. • Not typically used with union positions. Positive aspects of usin� merit pay: • Can be used to reward& retain employees who work harder, produce more, pitch in to help, have good attendance, etc. (Be careful with using attendance as a factor; must be set up appropriately or it can be a problem with Americans with Disabilities Act or Family & Medical Leave Act.) • Can be a strong motivation for employees to keep producing at high levels, rather than "retire on the job." • Can be good for morale if employees who do put forth the extra effort feel they are being rewarded for it (i.e., it's bad for morale if employees feel that their efforts go unappreciated, unnoticed). • Rewards performance rather than just "time on the job." • Uses budget dollars more efficiently by targeting the employees who deserve pay increases, rather than "across-the-board" increases.