5.2. SR 06-14-2004City
MEMORANDUM
TO:
FROM:
DATE:
Mayor and City Council A
Pat Klaers, City Adm
June 14, 2004
SUBJECT: Discussion on Structure of City Organization
Item 5.2.
INTRODUCTION/BACKGROUND
On April 12, 2004, I presented to the City Council some options for changes in our
organizational structure. At that meeting, I was directed to continue working on the options
for our organizational structure and to report back at the June 14, 2004 worksession.
Attached for your reference is the April 12, 2004 City Council meeting minutes and my
memo from that meeting.
Work on the city organizational structure is one piece of the overall work program for the
city administrator and City of Elk River. This work program has not been adopted by the
City Council but I was directed to move forward with the organizational structure issue.
Goals for improving the city organizational structure include providing better customer
service and reducing the number of employees that report directly to me. Reducing the
number of direct reports to me should lead to improved communication between myself and
the employees I supervise. This is another goal of the reorganization. Having fewer
employees report directly to me should free up time during my workday that wilt then be
available for the employees I continue to supervise. This is a logical conclusion if the
number of employees that I supervise goes down from 14 to 8.
In the last two months the City Council has had three worksessions with department heads.
The topic of these worksessions has been the development of an overall citywide strategic
plan (and goals and priorities), along with reviewing the governance model that is being used
in Elk River. Jim Brimeyer facilitated these meetings. During these discussions one of the
top priorities identified was "agreed to hnplement new/revised city., organizational structure."
This was the highest ranking City Council priority and the third highest (out of 16 possible)
ranking by staff. During the discussion on this issue two main approaches were reviewed.
One approach was very similar to the proposal I presented to the City Council on April 12,
2004. The other approach was one which had even fewer direct reports to me (3 to 5) and
which I characterized as being similar to the Blame model. This Blame organizational chart is
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attached for your reference. I have generally thought that Elk River would move toward
something similar to this Blaine model at some point in the future; but not immediately.
However, moving directly to something similar to the Blame approach is an option for the
Council to consider.
PARKS AND RECREATION DIRECTOR
The changes m Parks and Recreation are in progress. A director was hired on June 7, 2004
and will begin work for the city in july. This position will be officed at Lions Park Center
(LPC) and the building improvements are nearly complete.
The benefits for this organization change include two fewer direct reports to me and there
will be better coordination of services and programs, which will result in better customer
sen, ice. Additionally, there will be better supervision of the ice arena manager, recreation
manager, and senior center director. The new director has more experience and expertise
directly related to these work areas and will have more time than I have had to work directly
with these employees and their issues.
The cost to the city for this change includes some capital expenditures for LPC. In terms of
annual operating expenses, the cost for wages/benefits for this new management position is
an additional expense (approximately $90,000) to the budget. This cost is being incorporated
into the budget over a two year period; whereby 50% is in the 2004 budget and 100% of the
expense will show up in the 2005 budget.
PUBLIC I~/ORKS DIRECTOR
CITY IrNGINEERING DEPARTMENT
The public works director position is tied closely to the establishment of a city Engineering
Deparnnent. I came away from the April 12 meeting with the understanding that the City
Council wanted to pursue this director position and Engineering Department, but this likely
would not be an immediate change due to cost concerns and the need to further evaluate the
expenses and revenues associated with this type of operation. In this regard, I discussed with
the Council the need to expand Terry Maurer's role (and time) at City Hall witlmut a
substantial cost increase.
The need for a city Engineering Department, which includes approximately three technicians
and clerical support, has increased with the start of the pavement management program.
Additionally, the ciu, now has office space to house an Engineering Department. Work for a
cit-5, engineer and an Engineering Department will grow once the department is established
but initially will include such items as the following:
· Implement the city pavement management program
· Review of plats and site plans
· Preparation and review of Planning Commission and City Council material
· Attendance at staff meetings
· Preparation of drawings for construction projects
· Construction administration for public and private improvements
· Special reports such as working on the city assessment manual and city design
standards
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· On site inspections for such things as erosion control (and NPDES)
· Feasibility reports
· Working with other departments on administrafon of the wetlands Management of
the GIS and city mapping
· Review, direct, and administer consulting engineering work
· Manage the municipal state aid system
· Represent the city on transportation organizations (Region 7W, Interregional
Corridors, Highway 10 Coalition)
· Work with the County on transportation issues
· Manage the city overlay and sealcoatmg projects
· Miscellaneous survey work
· Implement the transportation plan
· Work with MnDot on the plans for Highway 169 improvements
The discussion of city Engineering Department is not new. Attached are two previous
memos on this topic. The first one is from 1994 and the second one is from 1999. Both of
these reports were put together by employees that worked with TerU, Maurer. (It should be
noted that both of these authors were once public employees, went to the private market,
and are now back in municipal positions.) In reviewing these memos, the City Council will
get a much better feel as to what an Engineering Department can do for the City of Elk
River and the expenses associated with operating this t3~pe of department. The expenses and
revenues are outlined at the end of the 1999 memo and I would caution the City Council
thatI fm'nly believe the expenses are a low estimate and the revenues are a high estimate.
Nonetheless, both memos offer good background informahon for the City Council on this
issue.
The operating cost to the city for the public works director and the city Engineering
Department will not be cheap. (The total cost will also include capital expenditures for the
office, equipment, and vehicles.) The establishment of an Engineering Department will
significantly reduce our expenses for Howard R. Green (HRG) sen, ices. The use of HRG
will not be eliminated and they still will be needed to help on special projects and large scale
projects. Additionally, revenue will be generated to offset some city operating expenses. This
revenue is captured as part of the administration costs (overhead) for imbrovement projects.
The benefit to the city for having an Engineering Department includes providing more
customer servSce for the homeowners, business owners, and property owners. The city needs
to make sure that an Engineering Department does not provide a cost reduction for
developers. A system will have to be established whereby developers pay the city for
engineering services; similar to the current practice of developers paying HRG for sen-ices.
Additionally, there is a great deal of benefit to other ciD' departments for having a city
Engineering Department. Having staff available that can be scheduled to assist with street
activities, park activities, planning, building, environmental, etc. will provide significant
returns.
It is anticipated that in the beginning, one person would have the dual role of serving as both
the public works director and the city engineer After the Engineering Department is
established and the work load understood, then an assistant engineer (or citT engineer)
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would be hired to lead and manage the engineering function. At that time, the public works
director would then become a "true" director, which would manage, lead, and supervise the
Street (including building maintenance and equipment maintenance), Wastewater Treatment
Plant, and Engineering operations. A key issue for the public works director will
coordination and communication with the community development department.
On April 12, the City Council discussed an "in between" step from our current operation
and the establishment of a full Engineering Department and the hiring of a public works
director. In this regard, it is clear that the city needs more engineering time at City Hall and it
is also clear that we do not want to pay more for this service.
Attached is a May 10, 2004 letter to me from Terry Maurer regarding full-time city
engineering representation. This is a win-win proposal. The city gets substantially more of
Terry Maurer's time and does not have to pay any additional fees for this time. Howard R.
Green wins by retaining us as a client. This step allows us time to better analyze the
workload, expenses, and revenues associated with an Engineering Department.
The only adjustment for the ciD· with this proposal is that we will go from an hourly rate for
Terry Maurer's services to a retainer contract. A key point to remember is that we can always
cancel this contract and go back to our old system (or move forward with the hiring of our
own Engineering Department).This contract will cost us no more than what we are currently
paying under the hourly rate system. The cost will be $8,000 per month. This is less than
what a full-time city engineer would cost when you add in benefits and other expenses. With
this change, we will get Terry at City Hall full-me and all but a few of his hours will be for
general city activities. Time that Terry spends on development projects will still be charged
directly to those projects and that revenue will go to HRG. The plan is to keep those hours
to a minimum and to have other HRG employees do more of this developer related work.
It is important to note that we are planning for some city work that has been done by HRG
employees other than Terry Maurer, to be done by Terry Maurer in the furore. In effect,
Terry would do some work that is below his level of expertise and this will save us money by
way of reducing the expenses that we pay to HRG for the "non-Terry Maurer" services.
Examples of this type of work include: sealcoating, overlays, pavement management
program, drainage work, smaller projects (such as Naples), and work on the central business
district parking lot/utility building demolition project. In this regard, we not only will receive
more of Terry's time for the same cost, but we will be paying lower monthly total bills to
HRG for general city services.
The benefits of this proposal are significant. We get almost twice the hours for the same
price and we get lower bills from HRG for work that - in the past - was done by employees
at HRG other than Terry Maurer. The retainer cost is less than what a public works director
or a city engineer would cost us. A key component of this proposal is that it can be stopped
at any time with a 90 day notice and we can go back our previous relationship or we can
move forward with setting up our own Engineering Department. I anticipate that this
proposal would be in effect for about two years; however, it could be longer if we want.
During this period, we can have Terry Maurer help us set up and establish an Engineering
Department. We also could consider hiring engineering technicians and clerical support and
have Terry run this department under the retainer contract.
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We do not want to wait too long to move forward with a public works director and an
Engineering Department as we need to keep in mind our current state of development and
growth and the need to reduce the number of direct reports to me. If we wait for "enough"
employees to be added to the Street Department, Park Department, Police Department, etc.
before adding this position and department, it may never happen.
COMMUNITY DEVELOPMENT DIRECTOR
This position is the one that is needed the most and in order to provide better customer
service by wa), of coordinating the Economic Development, Planning/Code Enforcement,
and Building/Environmental services and in order to free up some of my time. I hope that
everyone agrees with the need for establishing this position in the very near future.
The concerns with this position have mainly been cost and whether or not an internal
promotion takes place. The cost should not be an issue if this is a high enough priority for
the City Council. It is very acceptable to open up this position to all applicants. In this
manner, we may very well have excellent applicants from private industry or other cities that
would compete with our best internal applicants. On the other hand, an internal applicant
may rise to the top and be the best pick. In filling this position, the Council could use a
professional consulting f~rm that specializes in the recruitment, evaluation, and selection of
top candidates for key municipal positions.
As you could tell by the recent Brirneyer worksessions, a significant amount of the
discussion centered around growth activities. In general, a lot of our city growth and
development issues need to be better coordinated and communicated internally. There are
also some customer service issues that need to be dealt with daily and weekly. A director in
this area would result in significant hnprovements over our past practice.
PUBLIC SAFETY DIRECTOR
As before, I am not recommending that the city establish and hire a public safe~' director. At
this time the cost in wages exceed the benefits that would be received by establishing this
position. Establishing this position would reduce the direct reports to me by only one
person. It is also questionable if this position would improve services being offered to the
public. The current coordination of activities and communication between the two
department heads (f~re chief and chief of police) is excellent-especially now that they are in
the same building. As noted in April, a number of communities have established this
position and over time gone away from it as not being cost effective or necessary.
GENERAL GOVERNMENT
At the April 12 meeting, this general government area was the "bubble" section of the
organizational chart. This general government area included the city clerk (and cable),
finance (and human resources and information technolo~'), prosecuting attorney, and the
liquor store.
The proposed organizational change in this "bubble" section moves information technology
and human resources out from under the Finance Department and put these positions on a
parallel level as to the finance director, liquor store manager, and city clerk. We currently do
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not have a one employee as our full time human resources "coordinator" but this position is
needed in the ve~- near future. It is suggested that the director of admimstrafive sen4ces
supen4se the finance director, the information technology coordinator, the human sen'ices
director, and the liquor store manager. The prosecuting attorney should be linked to the
consulting city attorney and report directly to the city administrator. Finally, I recommend
that the city clerk continues to report to me.
It is assumed that Lori Johnson will function in a dual capacity as the finance director and
also as the director of administrative sen-ices. With Loft assuming this director of
administrative sen, ices position, this is one section of the organizational chart that can be
implemented almost immediately with limited additional expenses. This will result in very
little change in how we currently operate, but will provide for a better, more balanced
organizational structure. This is very important for when future vacancies occur.
When adding an additional position - the assistant city administrator - to this mix, it allows
us a great deal of flexibility. The assistant city administrator position has to be a separate
position from the director of administrative sen-ices. My recommendation (options A or B)
will work for us today and in the future as it provides flexibility in supen, isoU, responsibility
between the assistant city adimnistrator and the director of administrative senqces. In the
future when a vacancy occurs in director of administrative services position, we can evaluate
if the assistant city administrator should supen, ise human resources and/or information
technology.
I prefer that the city clerk report directly to me as we are closely linked in setting City
Council agendas, preparing packets, doing minutes, and keeping the official records of the
city. Also, if this position does not report to me, I lose my clerical support and would have
to go through a department head in order to have my memos and reports put together. In
the future the city clerk can report to me through the assistant cit-y administrator. Finally, if
the city clerk were to be under the director of administrative sen,ices (LoriJohnson) then
Lori would obviously have to pass on some finance work to the assistant finance director so
that some of her time would be available to work with the city clerk. (The liquor store
manager position moving to be supen4sed by Lori Johnson is not a significant additional
time commitment. Lori currently works closely with Dave Potvin on personnel and finance
issues, which is a major part of liquor store operations. Dave Potvin as liquor store manager
has never required a significant amount of my time in the past; although something like a
second liquor store project could change that scenario.)
Regarding the prosecuting attorney, this position should continue reporting to me. The
prosecuting attorney is independent of all other departments and is sometimes a consultant
to other departments. In this regard, this position should not be supervised by a department
head but should remain under my supen;ision. This position should also be closely fled to
the consulting attorney as we attempt to move some routine general government work away
from our consulting attorney to our prosecuting attorney.
Overall I'm not suggesting any significant changes in this "bubble" area at this time. We can
always make changes later. One of the new issues is the assistant ciD· administrator position.
This position should be a department head level addition to the staff as this position will end
up superxqsing some key areas of responsibilities for the cit7. In this regard I can give the
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assistant city administrator numerous special and ongoing assignments. This will allow me to
get some work off my desk, which again, will free up time for better communication and
interaction with all the department heads.
OPTIONS
Attached for your review are eight organizational chart options that are an offshoot of the
April 12, 2004 proposal. In order, option A, B, C, and D are identical to options A2, B2, C2,
and D2 with the exception of the public safety director being in the "number 2" options. I
am not recommending the establishment of that position but wanted to show what the
organizational structure could look like if that position were established at some time in the
future. Accordingly, I would like for the Council to concentrate on option A, B, C, and D.
The key issues to evaluate with options A, B, C, and D are: 1) the establishment of a seperate
assistant city administrator position and who the ciD' clerk reports to, and 2) the combining
of public works and community, development into a public sen, ices department.
As noted in the narrative for the general government section, I think it is very important that
the city clerk continues to report to me even if in the future the position reports to me
through an assistant city administrator position. Additionally, I believe the assistant city
administrator position should be another staff person added to our mix and not a tide given
to a current employee. In the very near future, I'm going to need another key employee that
I can hand off important assignments to with the knowledge that they will have the time and
the expertise to complete the assignments. Giving a tide to a current employee that has a full
work schedule doesn't help address work load issues
One of the interesting options for the City Council to consider is the consolidation of
con-nnunity development and public works into the public sen, ices category. We could take
this approach initially, and in the future, break out the departments into community
development and public works. In this manner, we can take advantage of making a change in
our organizational structure when vacancies occur within various staff positions.
My recommendation is that the Ciu, Council consider options A or B.
TITLES, COMP WORTH (DUTIES, RESPONSIBILITIES, ETC.), AND WAGES
With the implementation of a new organizational structure for the ci~,, we will have fewer
city "departments". Some of our current work areas have been labeled or called
departments, when in fact, they are functions or divisions within a department. An example
is that the Recreation department is really a division under the parks and recreation umbrella
of city services.
With the recommended changes (options A or B), some employee tides will change. An
overall, ci .tywide plan for what we call departments and divisions and what the rides are for
positions will need to be evaluated. We may call the department heads "directors" and we
may call the division heads by various rides such as administrators, superintendents,
managers, or coordinators. Finally, some of these positions may be labeled by function, such
as cit-5' engineer, f~re chief, chief of police, etc. For this part of the project we will need some
human resources expertise and will want the involvement of our Personnel Committee. (The
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human resource employee and the Personnel Committee will also need to play a key role in
developing "}ob descriptions" for new positions.)
With the recommended changes, some current positions may see some duties and
responsibilities change. After about 9-12 months we will have a new job analysis
questionnaire (JAQ) completed by these employees and a comp worth analysis will be,
completed. The results of the jAQ and comp worth analysis may result in new pay ranges
for some existing employees. These new pay ranges are not likely to be higher and, if lower,
then we would want to ease into these financial adjustments for the employees. I do not
expect that any current employees will lose their job with the city through this
reorganization. These are issues that were raised by Mr. Brirneyer at the May 24 worksession
and need to be discussed by the CitT Council before we move forward too far with the
reorganization.
Currently, a wage study is being conducted. My main concern initially in requesting the wage
study was management staff but this study has been expanded to include other employees,
specifically the building inspector position. The wage study is likely to be an almost on-going
report with updates ever3- ),ear or two as positions get established, filled, and current
employees have their duties and responsibilities changed.
Sometime this year, it is appropriate for there to be a pay equity or comp worth worksession
at the City Council level. This will allow the City Council a chance to better understand the
law and what limits the city has in its flexibility to comply with this law.
FINAL THOUGHTS
The reorganization of the city structure requires a total commitment by city staff and the
City Council. The reorganization will impact a number of existing employees in various
ways. Some positions may have additional responsibility in the supervisor)- area and some
employees will have to report to new people. The reorganization will impact work
responsibilities for some existing employees, reporting relationships, rifles, and in some
cases, wages. The reorganization should not impact the employment status of current
employees.
The work .that was completed on May 24, 2004 in the worksession with Mr. Brimeyer
offered some good ideas on how to proceed. There is no one perfect model that the city can
follow; but also, the desire for some changes is important to both staff and the City Council.
Changes need to be made sooner rather than later in order to improve the management
operation of the city. The Cit-), Council needs to establish its priorities for changes. It may be
easier to make some changes as current employees leave their position. These vacancies
create opportunities for a smooth transition into the reorganization.
There a few recommendations that I would like to offer the City Council. The first
recommendation is that we accept the Terry Maurer retainer contract for sen4ces from
Howard R. Green. I also recommend that we establish the director of administrative services
position and place Lori Johnson in that position. Lori will have the dual responsibility of
finance director and director of administrative senqces. This director of administrative
services would not supervise the city clerk. Finally, I recommend that the City Council move
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forward immediately with the establishment and filling of the communit7 development
director position or the public sen, ices director position and that funds be incorporated into
the 2005 budget for one of these positions.
After a new organizational structure is adopted by the Council, additional changes can be
made at any time. This comment relates to the hiring of an assistant cit7 administrator and to
the making of further adjustments in our organizational structure as vacancies occur in
current positions.
The City Council and city staff need to embrace the organizational changes that ultimately
get adopted. The city has grown and changed over the past 20 years while the organizational
structure has not. The city needs to reposition itself for the future. This Uqoe of
organizational evolution is typical for successful dries.
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MEMORANDUM
Item 5.1 3.
TO: Mayor and City Council
FROM: Pat KI.aers, City.__~.._~. Adr~ni~t~r~tor
DATE: ~~April 121-'20~'' ~
SUBJECT: Organizational Management
Background
On January 20, 2004, the City Council reviewed the City Administrator and City of Elk Privet work
program as prepared by Mr. Brirneyer. At th/s meeting, the City Council directed me to move
folwcard with one of the items listed under the organizational management section. This assignment
was:
"With staff assistance and Council input, propose options for preferred organizational
structure, staffing levels, reporting relationskips, and a timetable for ultimate implementation
over a two - three year period."
I believe the City Council wanted to accomplish two goals with this assignment. The fzrst goal was
to improve the services the city offers to the public. By reorganizing some departments and
programs, it should result in better communication between some key staff members and bette}
coordination of services. The second goal was to reduce the number of employees that report
directly to me; which in turn provides for more direct management and supervision of employees
and their work responsibilities.
With this assignment, I sent out a February 4, 2004 memo to the Mayor and City Council and to the
sixteen employees that participated in the Brimeyer project. This memo requested feedback on ideas
and ways to improve our city organizational structure. Included with this memo were organizational
charts from six metropolitan communities. A follow-up memo dated February 26, 2004 was sent out
requesting feedback from everyone by March 15, 2004. I received feedback from three of the five
elected officials and nme of the sixteen staff.
Some feedback came by way of new organizational charts being offered. Some feedback came by
way of one of the six charts being selected as the best with comments attached. And finally, some
feedback from a few department heads offered comments for only the organizational segment that
related directly to their work. The feedback that I received was generally consistent and a common
vision for our future organizational layout was identified. Most of the comments were positive in
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that they believed that the changes being considered will help in the overall management of the city
as it grows and strives to provide more and better services for the public.
It is intended that this April 12, 2004 City Council discussion will serve as the starting point in
establishing a revised and long term staff orgamZational structure. The following are some of my
thoughts on the city- organizational sttnacmre.
Parks and Recreation Director
This change has already been approved by the City Council. This change calls for the ice arena
manager, senior citizen coordinator, and recreation manager to report to the parks and recreation
director. Additionally, the park segment of the Street/Park department will be separated out and
Parks Foreman Terry Bye, who supervises park maintenance employees and activities, will be
reporting directly to the parks and recreation director.
The hiring of a parks and recreation director will be a positive step for the city. Ice Arena Manager
Rich Czech, Senior Citizen Coordinator Sue Kostanshek, and Recreation Manager Michele Bergh
will all be able to receive direct supervision from someone who has more expertise in park and
recreation activities. The director will also have more time to dedicate to these employees than I
have had over the last few years. The director will also free up time for the Director of Planning
Michele McPherson as she was fulfilling a key administrative role by working with the Parks and
Recreation Commission.
The annual cost to the city for this needed change in our organizational structure is equivalent to the
wages/benefits for the new parks and recreation director plus overhead expenses. Benefits of this
change include the reduction in the direct reports to me in the parks and recreation area from three
down to one and better coordination of programs and services.
Public Works Director
My recommendation calls for the establishment of a public works director position and this
recommendation is dependent on and connected to the recommendation for the establishment of a
City Engineering deparunent. This department would consist of an engineer, tkree or four
engineering technicians, and one clerical support staff. Initially, the public works director would have
the dual responsibilities of functioning as the city engineer and managing the engineering
department as well as funcfiomng as the public works director that would supe~eise the street
superintendent and the wastewater treatment chief operator. It is conceivable that the public works
director could also supervise the water department if this function was ever to be given to the city by
the Utilities Commission. Regardless, the public works director would have to work closely with the
utilities genera] manager.
Establishment of a City Engineering department has been discussed for many years and the city is
getting to the point where the establishment of this deparmaent is necessary and a high priority. The
cost for establishing and the annual operation of this department would be expensive. Only part of
the annual operating expenses could be offset by revenues generated through public improvement
projects and working with development projects. In addition to the operating expenses for the
salaries/benefits for the employees there would also be expenses for equipment and vehicles. Office
space has been set aside in the remodeled City Hall facility for the City Engineering department.
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The establishment of a public works director and City Engineering department would be a benefit to
other city departments that coordinate activities with the city engineer, to the orderly development
of the city, and to many or our citizens. The benefits would include improved customer sm~ice. An
additional benefit for me is that I ~vould have one employee reporting to me instead of three; the
consulting engineer (not technically a city employee), the street superintendent, and the wastewater
treaunent chief operator. Also, the street supervisor and the wastewater treatment chief operator
would benefit from the hiring of a public works ctkector. They would be receiving direct supervision
from someone who has more expertise than me in their work areas.
The timing for the establishment of a City Engineering department and public works director
position is dependent upon available funds and the actual cost to the city. It is likely that monies for
this position and department xvill not be available for a few years.
Community Development Director
The most common feedback which I received was that the city needed to consolidate a number of
current departments within a Community Development department and underneath a community
development director. This director position would supervise planning/code enforcement,
building/environmental and economic development activities. The establishment of a community
development director position would reduce the number of direct reports to me from three to one.
The establishment of this position would provide for better communication and coordination of our
development activities and this would result in better customer service. The community
development department would have to coordinate activities with other departments, especially the
city engineer, the fmance director, and the parks and recreation director.
With the community development position, the City Council will have a choice of hiring a new
employee for this position or promoting internally with the community development director having
a dual responsibility until additional staff can be afforded. If hired from the outside, this position
would cost the city about $100,000-110,000 in wages and benefits. If promoted from within, this
position would cost the city the equivalent of a mid-level position. The hiring of a community
development director could happen at any time if promoted internally. If the position is filled from
the outside, then the position competes for funding with other requested city positions.
Public Safety Director
It is not recorm~ended that the city establish and hire a public safety director. The cost for this
position does not justin, it being established. The cost in wages and benefits would exceed $110,000.
The direct reports to me would only be reduced by one. It is also questionable if this position would
improve services being offered to the public. The current coordination of activities and
communication between these two department heads is excellent (especially now since they are
officed in the same building). A number of communities have established this position, and over
rune, gone away from it as it was not necessary and/or cost effective.
Administration and Finance
This "General Government" area includes four department heads: the finance director, prosecuting
attorney, liquor store manager, and the city clerk.
There is a wide range of activities and responsibilities remaining within the Administration and
Finance areas. Many cities have an assistant city administrator position that also functions as the
S: ~ Council\Pat\2004\ organizational mgmt. doc
Staff R~port-Organi~ationa/ Structure
_April 12, 2004
])age 4
human resources director; and/or this assistant city administrator supervises the city clerk position
and "miscellaneous" administrative responsibilities.
In this Administration and Finance area, we need to be flexible. This is the area that is likely to
change last m our reorganization, but the timing depends on available funding and staff turnover
and how changes m this area rank as compared to our other needs. With that being said, one
recommendation being considered is that the hquor store manager could report directly to the
finance director. Within this Finance and Administration area, we also need to remember that the
reformation technology and the human resources activities are supervised by the £mance director. It
should be noted that I believe we will need a full time human resources coordinator/director m the
vmT near future.
I am not prepared to make any recommendations m the Administration and Finance areas at this
time; but ultimately the activities m this General Government segment should be managed by no
more that two employees that report directly to me.
Options and Recommendations
My recommendations may be viewed to be somewhat conservative as I beheve it will take 6me to
make all of the necessa~T changes m an orderly fashion. All of the available monies for additional
personnel cannot be dedicated strictly to the reorganization and adding management staff as, over
the next five years, we will certainly need additional employees m Streets, Police, Building, Cable TV,
Finance, etc. Also, we are trying to make these changes at a time when our state aids (LGA) has
been reduced.
It should be noted that some of the recormnended changes may be stressful for some employees.
Some of the changes may impact existing employees m terms of their current responsibilities, and
this m turn may impact their comparable worth point rankings which may ultimately impact their
pay. Eve~Tcone needs to look at the proposed changes from an objective point of view but it is vmT¢
hard not to consider the individuals m the positions that will be impacted. The city should really be
working with a "clean sheet of paper" when laying out its future organizational structure but this is
hard to do. It is likely that some tides will change m this reorganization process whereas some
current department heads may have their tides changed to reflect the fact that they are managing a
division within a department. Also, the timing for some of the recommendations may be best when
we have a turnover m employees that are m key positions.
There are numerous possible variations to the recommendations included within this memo. One of
the variations has the Engineering department being included within Community Development.
Two years ago I suggested establishing a public services director position that supervised Building,
Planning, Economic Development, Streets, and Wastewater. This is still an option to consider. (This
position is similar to what is m the City of BlaMe model. As we grow to a fully developed
community of about 35,000 we may want to pursue an organizational structure that is similar to the
City of BlaMe, whereby only about 3 to 4 department heads report directly to the city administrator
and then each of these department heads manage about 4 to 5 divisions.) Another option is the
hiring of a public safety director, but again, I don't believe that this would be cost effective for the
city or beneficial m tez~'ns of improved customer services. The most significant number of variations
is within the Administration and Finance areas with the possible establishment of an assistant cit3,
administrator position that is equivalent to a department head position. Finally, I do not support
S: \ Council\Pat~ 2004~ organizational mgmt.doc
~C taff Report-O~ani~ational Structure
April 72, 2004
Page 5
having the Sewer department shift to the Utilities nor the establishment of a City Assessing
department.
The parks and recreation director position is happening in 2004. This new position will impact the
2004 and 2005 budgets as the entire annual salary gets incorporated into the department operating
budget. This will bring the direct reports to me down from 15 (this number includes the consulting
city engineer) to 13 in 2004.
The community director position needs to happen soon. This change would bring the direct reports
to me down from the new total of 13 to 11. For all of the same reasons that a parks and recreation
director makes sense so does the community development director. The reasons include better
direction by a supervisor to h/s/her employees, better communication between departments, and
through this better coordination of activities, better services will be offered to the public. An internal
promotion could be absorbed into the budget almost immediately. Funding for the hiring of a
director that is outside of our organization could not happen until 2005 and it is likely to be even
later. Other budget request for additional personnel in 2005 that are known include; a cable TV
employee, (parts of) two police officers, a Street department employee, a f~re inspector (partially for
apartment inspections), and an employee for the Finance department. Accordingly, depending on
Council priorities, if the community development director is not hired from within our organization,
it is likely that this position will have to wait and 2006 seems too long to wait if we are intent on
making some organizational changes. My recommendation is that we hire from within.
The next step in the process would be to establish the public works director and the City
Engineering department. Unfortunately, based on the above scenario, it does not look like funding
will be available for this position and department until at least 2006 and it is very likely that it will
not be available until later. While our need for additional engineering ser-~ices is a high priority, I
think that the expenses associated with the department and the director will be somewhat imposing.
In this regard, I think that we need to work with Terry Maurer and the Howard R. Green Company
in order to tt3~ to get more of Terry's hours available to us here at City Hall without it significantly
hnpactmg our budget. If we can work out an arrangement with Howard R. Green for more of
Terry's time, without it breaking our budget, then this could serve as a good transition step while we
plan out the necessary manpower, vehicle and equipment expenses; how we can recover some of
these expenses through our improvement projects; and then finalize the timing for actually moving
fo~wcard with the public works d/rector and the engineering department.
In the meanthne, assuming we do the parks and recreation director and the community development
director, we have reduced the direct reports to me from 15 to 11. When the Public Works
department is estabhshed (in 2006-07?) this will further reduce the direct reports to me from 11 to 9
and then we are getting to a more reasonable number. At this time, I want to "wait until the dust
settles" a little bit with the parks and recreation director and co~xanunity development director
before we proceed with the public works director/City Engineering department and with any
changes in the Admimstration/Finance area.
Over the past few years most of these recommendations for changes have been discussed to some
degree, so nothing in this memo should be too much of a surprise. I need feedback from the City
Council on how to proceed with some of these issues outlined in this memo.
S: \Council~Pat~ 2004\ organizational mgmt.doc
CITY OF ELK RIVER
ORGANIZATIONAL CHART
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Adrr strator
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City of Elk River
December, 2003
ORGAzNZZATIONAL NLA. NA. GEMENT
Develop a plan which provides 1bt more feedback and evzduation of stalSperfor'mance. Initiate 1/01/2004,
Evaluate every 3000 days
· Assist senior staff in developing mdivi, dual goais and department goals to ensure .personal and professional grow'th
and department effectiveness. 1st Quarter 2004
Wqth staff assistance and Council input, propose options for preferred organizational structure, sta.ffi2g Ieveis,
reporting relationships and a timetable 1bt ultimate implementation over 2-3 year period. Init/al report - 1"
Quarter 2004; Final plan 2"d Quarter 2004
CObqNCLL/STAFF RELATIONS
· With Council input, develop a system for more "informal" Council discussions to evaluate proposals and'policies
prior to formal Council approval. 4~ Quarter 2003
· Work with the City Council on %cceptable rules of behavior" for Con.nell, staff and Administrator interaction a_nd
cornmuaications - forraaI and informaI.4~h Quarter 2003; 1*t Quarter 2004
GO k~EP,.N,adWCE
· An'-ange for goal se~n~strategic plm:ming session for Council and sta2: .1" and 2=~ Quarters 2004
· A.ssess and provide options to the Council for the preferred governance model to guide policy development,
options, and guidelines for decision making..2"4 Quarter 2004
City.Council M. inute s
Apr//12, 2004 Page 7
The Counc/1 wishes to establish on the first, second and [laird Mondays of each
Monday. t~ Clerk Joan regular meetings ,
, Schmidt explained that in order to do st a change to the city code has
to be ,~d.
MOVED BY
COUNCILME.
SECTION 2-52
MBER TVEITE AND SE
MOTIN TO ADOPT
THE CITY CODE OF ORDI
D BY
04-06 AMENDING
MOTION CARRIED 5-0.
Finance Director Lon J
department and assign duties in
Accountability Act of 1996
fa.//ure to comply with either the
HIPPA.
formed the of the need to appoint a contact
of the Health Insurance Portability and
department would receive complaints about any
and procedures or the privacy rules in general regarding
Ms. Johns,on also explained that Offal needs to be a ointed t
employees policies and ~'ro-e~ ........ \, · · pP o coordinate the
. t' '- u9 uno, er muq-2Xs privacy rules and to monitor and decide any
issues that occur under the i ~j~, ~
y£..vE o__B? o'N .coNo o
t'uuPqtALMEMBER/MOTiN TO APPROVE nR.qba
THE FINANCE D~t~Xk~r ......... t_u__v¢ RtSSO~UTION 04-20 APPOINTING
n_,x~zv~ p,~ 1. AS A CONTACT D~PARTMENT WITH
ASSIGNMENT OF DUTIES AND TO APPROVE RESOLUTION 04-21
APPOINTING THE FINANCE DIRECTOR AS THE PRIVACY OFFICIAL WITH
ASSIGNMENT OF DUTIES. MOTION CARRIED 5-0.
Discussion on Ci.w Or~nizafion Structure
City Administrator Pat K1aers explained that Counc/1 had directed izirn, with staff assistance and
count1 input, to propose options for preferred orgamzational structure, staffing levels, reporting
51a. tions, hi.'ps, ~nda timetable for ult2'nate implementation over a two-three year period. The
rzrsr goa~ ~s to u-nprove the services the dty offers to the publ~c. The second goal is to reduce
the number of department heads that report d/reedy to the City Administrator. Mr. Klaers
reviewed with Council his plan: tl~e hiring o£a Parks and Recreation Director; establishment of
a Public Works Director with establ/shment of a City Engineering Department; consolidate a
number of current departments within a Community Development Department; not to establish
and hire a Public Safety Director; and future changes to be discussed for the Admimstration and
Finance areas (General Government).
Councilmember Tveite asked if we establish a City Engineering Department, would we get away
from a consulting engineer. Mr. Klaers stated that he felt it would significandy reduce the need
for a consulting engineer but that he didn't feel the city could get away from this service one
hundred percent. Staff would be able to do the routine projects, mapping, and GIS but we will
sti/1 need some consulting services for bigger projects and specialized projects.
Mayor IQkinzing stated she was interested in seeing us adopt a specific structure that will be a
goal we will be working towards. She feels that we will be iooking at serious areas to work on.
She's disappointed that the Administration/Finance area is not completed. She stated that
setting up a structure now with still nme department heads reporting to the City A&rumstrator is
too many; the goal would be to have slx.
City Council Minutes
April 12, 2004
Page 8
Mr. K2aers stated daat he could finalize that piece of the puzzle but that he didn't see any
immediate urgency. He stated that from this General Government area, there would be no more
than two additional staff reporting to him, and maybe it's one.
Councilrnember Tveite agrees that the next important consohdation area is the Community
Development area, and then the Administration/Finance area.
Councilmember Dietz stated that council has talked about city vision and reorganization, but the
mare point of dais exercise and the way that it started was the relationship between the city
administrator and the department heads, how they communicate and what needs to be done, and
he doesn't want the council to lose focus that that was the point of this whole rrUssion. He
stated that he had heard from several staff members regarding the memo in the packet. His
response to people is that th/s is just the admimstrator's opinion and, in his view, the council
wouldn't do anything until council has done the three sessions with the consultant Bfimeyer.
He also stated that council would be receiving input from all the department heads.
Mr. Kdaers stated that he compiled the information as he was asked to do and gave the council
Ids professional opinion, not the opinion from all 16-department heads. Mr. Klaers stated that
dais was his assignment. Yes, it wil/cost money to go through organizational changes and to add
upper level positions. He feels in the hiring of a Community Development Director that if the
city promotes internally, you would have to replace that person. The Pubhc Works Director and
the Engineering Department will be expensive and we w/il have to decide when it is the right
time and whether we can afford it. Mr. Klaers stated that with the assignment to eliminate the
number of direct reports by half, it was going to impact people.
Councilmember Diet. z stated daat his idea with the exception of the Park & Recreation Director
position was that all candidates could be internal for these department head positions. Mr.
Kdaers stated that that is what he is suggesting with Community Development, and that some of
the other positions could also come from with.in.
Councilmember Motion stated daat we need the Assistant Administrator position in the
organizational chart as well (for the General Government area). He feels that dais position
should be considered even before the Public Works position.
Councilmember Diet. z asked if the City Administrator, in regards to the Community '
Development position, is saying d~at anyone in that area would be ehgible to apply. Mr. I~daers
stated that tl~s is a council decision but that he could ~Ve his recommendation regarding whom
to promote if dais is what the council desires.
Councilmember Kuester feels that it should be open to internal and external candidates and to
follow the same process that we would follow for external candidates.
Mayor I~,2inzing stated that the council may be aware of issues from those applying and the
council didn't want to put the Adrnm/strator in an awkward position.
Councilmember Tveite asked about the city prosecuting attorney and when he was hired it was
to have lawn with d~e police department, why is dais not the situation.
Counc/lmember Mot-m stated that could be a problem with protocol; there should be separation
of duty. He stated that he likes this overa]1 proposal; that it is pretty close and that we just need
to complete the Administration/Finance area.
City Council Minutes
April 12, 2004
Page 9
Councilmember Kaester stated a concern with Human Resources, which deals directly with
council, since council should be Nrmg and fmng, and she wonders how many ievels we should
have between the council and this position. Council.member Kuester stated the person who is
assigned that responsibility needs to be a designated pohcy person at a management or
department head level
Lot Johnson agreed and stated that by default that has fallen under the Finance Department.
She stated that this can be accomplished by moving the responsibility out of the Finance
Department and can be under this one person.
Councilrnember Dietz asked if council was going to try to agree on a proposed organizational
structure that would be shown to staff as council has the upcoming meetings with Bnmeyer.
Mr. IClaers stated that the meetings with Brimeyer are to work on goal setting and the possibilit7
of a.governance model, and that he wasn't hired to work with organizational planning.
Mayor K2inzing stated daat it was her understanding that council is going to do dzis
organizational work. Once the council puts together a specific structure, dais could create
opportunities.
Councilmember Kuester agrees with Councilmember Dietz daat even though this may not be
part of sessions wida Brimeyer, she would like to go through those sessions and see this
organizational structure come together after that.
Jeff Beahen stated his concerns about what the council dzinks in regards to the city prosecutor
position and where it fits in this structure, currendy under the city administrator. But the
administrator is not the one that gets the calls from the county, shedfPs office, etc. He feels by
moving the city prosecutor further away from the Police Department it may break down
conLrnunicaL(on.
Counciknember Mot_in stated that we might need to discuss the rote of the city prosecutor, that
this position should not be 95% working with police issues. Council felt daat they need to know
the reality of the work of this position and how is the flow of communication with the police.
Mr. Klaers asked what Council's fi_merable is and he will Work on the "bubble"
(Finance/Administration or General Government) area.
Councilmember Motto stated that we a.re moving forward on due Park & Recreation portion and
doesn't like several months' delay between each new position.
It was the consensus of the Coundl to have this as a June Council Work Session topic.
Other Business
No additional business.
S tag Updates
Cadaerme Mehelich informed the council that a nodce was received from the Minnesota
Department of Employment and Econormc Development that a portion of our grant
application for commerc/al rehab was awarded.
City of Blaine
Organizational Chart
City Council
City Manager
Public Services
Public Works
Support
Services
C Engineering
Parl~ & ~
Inspection J,1 /~''w ~'~erK Services II
Recreation I~l [ I BuiLding
Safety Services
Department Department
Code ~
!, Enf°rcement tl
commuva .ty in general to help set a solid ~bunckqdon
fbr Blame's marmged growth efforts. Continuing
efforts at accomplishing the following projects/'
programs will aide in rtmt effort:
· Creation of Action Plans in support of the NE
Area/Comdor Development ?'lan, wNch is the
crees hi~ growth area.
o Redevetopment/Disposinon of the City's old
Cky Hail site
· Focus on economic development
with special attention to the retention,
expansion and am'action of Iight inciustnal
and retail/commercial that will provide
a basis for taxpayer relief on the cost of
growth
o Redevelopment of the North Town Mail
shopping center and surroundir~g area,
which serves the well establisiled pomons
of the commumty
· Continued emphasis on open space/
wetlands preselwauon and the careful
analysis of development affecting the
natural lreas of the commumt7
Growth/econotmc development along
the 1-35 Corridor is an issue of regional
tmportance.
In addition, numerous community and
neighborhood based issues exist that will cai[
for the City Manager's attention and energy
While the housing stock has grown,
there is limited affordable housing for
lower and middle-earning families,
some of which have been residents of
the commun,ty for muLtipie generations.
A large senior citizens compiex was
recently built, but the concerns facing
the elderly and younger famxiies must be
considered in future housing strategms.
Accessibility to retail/commercml outlets.
traffic congestion/mitigation and siznilar
issues are taking on added significance
with ~he continued growth of Blaine.
The business community
favorably upon BLaine, and the next
City Manager must take the initiative
to continue to cultivate a positive
relationship. Both the retention and
expansion of businesses are important for
the continued growth of the community,
and the revitalization of the Economic
Development Department and the focus
on their efforts can aid in ~he growth of
the right businesses for d'~e community.
Streamlining of permitting processes will
also be a continuing issue for Blaine
while cltv government strives to maintain
quality of effort.
Budget Development and Management
Blame has consistently managed within
their budget and with a conservative,
fiscal outlook. However, the budget
development and maaagement process
is ohallenging, as with most commumt~es
undergoing change of this magnitude.
The successful City Manager wii1 be
ctlarged with uadertaking a review
MEMO TO:
FROM:
SUBJECT:
DATE:
Pat Klaers, City Administrator, City of Elk River
Steve Gatlin, P.E., Vice President, MSA ~~/~,
City Versus Consultant Engineering Servicer
March 29, 19~4'~'')
INTRODUCTION
Terry Maurer has asked that I provide you some information regarding my perspective on
whether or not it is appropriate for Elk River to consider hiring a city engineer or
establishing an engineering department of some sort. For background information, let me
introduce myself briefly. Until January 1994, I was a city engineer employed by two
suburban Twin Cities communities since 1978. Prior to that, I was an assistant city
engineer/citY planner. I have had approximately 20 years municipal engineering experience.
I am very familiar with the process and economics of establishing a city engineering
department and analyzing whether or not the engineering services of a city staff are more
economical than a consultant. For your information, I have enclosed a brief biographical
sketch. Following review of my information, I would be happy to meet with you in person
or discuss the issue further by telephone. Please let me know if you need more assistance.
SUMMARY
Based on my experience and background, I would summarize the issue of city engineer
versus consulting engineering services for communities as follows:
When a citY reaches a population of 15,000 to 20,000, for proper municipal services
it is necessary for a city to have a full-time staff city engineer.
Beyond the staff city engineer, the level of engineering services will depend on the
level of service required to be provided by the city in support of the city engineer.
230/000-3001 .mar
The engineering department function will never be financially self-sufficient and will
have to be significantly f'manced by the city general fund, at least at a 40-50% level.
For cities above 20,000 population, a city engineering department consisting of at
least three to four employees is necessary to provide proper municipal services.
DISCUSSION
The decision whether or not to hire a full-time engineer and/or engineering staff would
depend largely on an evaluation done by the City to evaluate goals and objectives based on
desired functions for the engineering department to perform. I would suggest that you could
consider possibly three levels of service for the engineering department. I would categorize
these as follows:
Level 1
Technical support staff for City, including performing functions of advising
city council, commissions, department heads, administration, etc. This work
would generally be done by a licensed, degreed, city engineer type position.
Little of this person's time could be charged back to developers' projects
(estimated 10-20 %).
Level 2
Public services - this would include work performed by an experienced
engineering technician, including preparation and distribution of information,
maintenance of records, field services, drafting, and minor design. Some
portion of this person's time could be charged back to developers and projects
(estimated 30-40 %).
Level 3
Engineering production services, including design, construction
administration, and staking. These services are provided by a team of design
and surveying technicians and office support staff. The size of the team
would depend on the level of construction activity required. Most of the time
for the engineering design/construction team could be charged back to
projects and developers (80-90 %).
To have a better understanding of the time that each particular position might spend on a
variety of possible activities, I have attempted to summarize the role of the person or team
230/000-3001 .mar
occupying each of the three levels as follows:
Level 1' City Engineer
·
·
·
·
Functions:
· Attend meetings - staff, developer, planning commission, city council (person would
act as a liaison and present staff reports or routine items but not major project
reports) - 10 %.
Attend concept review meetings - 10 %.
Review plans for development projects - 20 %.
Conduct field inspections - 5 %.
Prepare mapping and graphic information - 5 %.
Financial and project administration - 15 %.
Long-range planning - 10 %.
Review of project plans - 10 %.
General departmental city administration/support - 15 %.
Level 2: Experienced engineering technician.
Functions:
· Attend concept review meetings - 20 %.
· Review plans (public and private development projects) - 30%.
· Conduct field inspections - 20 %.
· Prepare mapping/graphics - I 0 %.
· Record administration/management _ 15%.
· Complete small field design/construction projects - 5 %.
Level 3: Experienced design technicians, field construction inspectors, and office support
staff.
Conduct preliminary surveys, field investigations - 20 %.
Prepare project design plans and specifications - 40 %.
Conduct field surveys, project inspections - 30 %
Records administration and management - 10%.
230/000-3001.mar
To analyze the cost issue, it must be understood that the cost saving issue is driven primarily
by the desired level of service for engineering. Typically, for level 1 services, a city would
spend $4.00 to $6.00 per capita. For level 2 services, the city would spend a similar
mount, $4.00 to $6.00 per capita. For level 3 services, the cost of one field crew consisting
of two full-time field personnel and one temporary aid would be approximately $100,000 per
year. One crew could handle approximately $1.5 million worth of construction work on an
annual basis. On an average, for a community the size of Elk River to provide level 1 and
level 2 services, including a full-time city engineer and a competent engineering technician,
the cost would be approximately $90,000 to $134,000 per year using the per capita figures.
For comparison purposes, using information generated by the City of Roseville for typical
operating costs, the Finance Department has suggested that to arrive at an actual cost for
department services, a salary factor should be used equal to the hourly rate paid to each
classification, plus a 22 % additive included for benefits. For overhead, a 59.5 % factor is
used, including the engineering department's share of equipment, building expenses and
depreciation, and other operating expenditures. This would result in a total multiplier for
services of 1.95 times salary costs. For hiring purposes, I would suggest you consider the
cost of a city engineer for Elk River in today's market would be approximately $50,000 per
year. For a reasonably experienced engineering technician, the cost would be $30,000 per
year.
In summary, the total costs to provide these two positions would be as follows:
City Engineer T. ec, hnic, ian
Salary $50,000 $30,000
Benefits 11,000 6,600
Overhead 2c); 750 17; 850
Total $90,750 $54,450
Comparing this cost to the per capita cost would indicate that for a full-time city engineer
and engineering technician, the total cost would be approximately $140,000 to $150,000.
This would compare closely with the estimated cost to the City for a city engineer and
engineering technician using the per capita analysis.
230/000-3001 .mar
The issue then must be analyzed from the perspective of who actually pays for these costs
and what benefit do the city and developer receive from having the full-time city staff. To
compare with a consultant, the issue must be analyzed as to what level of service is necessary
from the consultant and how the elements of timing, technical expertise, and fluctuating
workloads all are taken into consideration.
To further analyze the issue of cost, the time spent for each level of service on "chargeable"
functions must be analyzed. A summary table of the three levels of service and who would
benefit is estimated as follows, based on my experience:
Level 1 Service
City staff/city council 60%
Developers 30 %
Public 10 %
Level 2 Service
City staff/city council 20 %
Developers 50 %
Public 309
Level 3 Service
City staff/city council 10 %
Developers 50 %
Public 40%
Looking at the level 1 service which could be provided by a city engineer, of the 40 % time
that would benefit developers and the public, approximately only half of that could be
charged back. For the city engineer, the net cost to the City would be $90,000 less amounts
charged back of $18,000, or $72,000.
For level 2 services of the full-time technician, of the 809 which would benefit developers
and the public, only half or 40% could be charged back. Of the $55,000 cost, only $22,000
could be charged back. The net cost to the City would be $33,000.
In summary, the actual cost to Elk River of providing these two functions would be
approximately $105,000 annually. This must be compared with the current charge by MSA
to Elk River for general engineering services in the range of $40,000 to $50,000 annually.
This leads us to conclude that for similar engineering services, it would be twice as expensive
230/000-3001 .mar
to have a full-time engineering department on staff than it currently is to utilize MSA.
Obviously, for the extra costs the City would receive the benefit of having full-time staff
available. However, for this service there would certainly be an increased cost to the City's
general fund to provide these engineering services.
With using consulting engineers, the City has control over the use of outside technical
professionals without having to hire a full-time staff. The issue relates to the City being able
to buy what it needs, when it needs it. This relates to items addressed earlier, including
fluctuations in seasonal workloads, timing for required services, and level of technical
experience necessary.
In summary, I believe it is appropriate for the City of Elk River to consider a full-time city
engineer and possibly an engineering technician in the next 5-10 years when the population
of the community reaches the 15,000 to 20,000 range. Again, the city engineer and
technician could perform the functions as outlined. It should be clearly understood that the
cost for these positions would not be offset by charges against developers and public projects.
Significant costs would have to be absorbed by the City's general fund. I am convinced that
with full-time staff, costs now charged directly to developers for meetings with the engineer
would, in many cases, be "lost in the shuffle" and would become part of the normal
administrative services provided by City staff.
If you have questions regarding this information, please contact me. I would be happy to
meet with you to discuss any of these issues further.
SDG:tp
230/000-3001 .mar
BIOGP~PHICAL INFORMATION
NAME:
EXPERIENCE:
EDUCATION:
REGISTRATION:
ASSOCIATIONS:
Steve Gatlin, P.E.
Currently:
Vice President/General Manager
MSA, Consulting Engineers
1326 Energy Park Drive, St. Paul, Minnesota
MSA is an 85-person firm providing a wide range of municipal
engineering services to Minnesota cities, counties, and other
agencies.
1988-1993
Public Works Director
City of Roseville, Minnesota
Public works director and city engineer for suburban city of 34,000.
1978-1988
Public Works Director/City Engineer
City of White Bear Lake, Minnesota
Public works director and city engineer for suburban city of 25,000.
1974-1978
Planning Director/Assistant City Engineer
City of White Bear Lake, Minnesota
City planner and assistant city engineer for the City.
1973-1974
Construction/Design Engineer for two government agencies
Bachelor of Civil Engineering Degree
University of Minnesota, 1972
Graduate Courses - U of M in transportation, business, and management.
Registered Professional Engineer, Minnesota.
American Public Works Association (APWA)
Past President, Minnesota Chapter - APWA
National Society of Professional Engineers
City Engineers' Association of Minnesota
001-2101.FEB
Howard R, Green Company
CONSULTING ENGINEERS
To:
From:
Date:
Subject:
Pat Klaers, City Administrator, City of Elk River
Craig L E beling, P E ~_j'~%
July 22, 199~
City versus Consultant Engineering Services
INTRODUCTION
Terry Maurer asked that I jot down a few thoughts on whether or not it would be wise for the City
to consider the establishment of a City Engineering staff. It is my understanding that you
considered this a few years back and are revisiting the issue to verify if your previous conclusion
is still valid. This is a consideration that is not at all foreign to me. I have worked both as a City
staff engineer and as a consultant, so I have looked at the issue from both sides. I have about
27 years of experience of which more than 15 have been as a City Engineer or Public Works
Director. I was in Burnsville for eight years as City Engineer then Director of Parks and Public
Works and finally as Deputy City Manager. I also served as City Engineer in Savage and
Worthington.
SUMMARY
The following is a summary of my thoughts:
· When a City reaches a certain population (perhaps 15,000- 20,000), it can be
desirable and advantageous to have an in-house City Engineer. This is especially
true when the City is a "full service" city with water treatment, wastewater treatment,
airports, solid waste functions etc. and when it is "mature".
· There are several different in-house engineering approaches that can be used
depending on how heavily the City wants to get involved in staffing. Ail of these
approaches are being used by different communities with varying results. The
appropriateness of them can only be gauged by the community itself. That
assessment will hinge on what the expectations for the engineering group are.
· An engineering group can be nearly financially independent without funding by the
general fund under certain conditions.
- The group must have a certain "mass".
- It must be funded from non-general fund improvement funds at rates that are
at or above those charged by consultants.
- The group must be of a size and experience level such that it can undertake
projects of meaningful size.
- Projects of this magnitude must be in the City's CIP for the foreseeable
future.
O:~PROJ\900135csm\135-2203.july99.doc
1326 Energy Park Drive · St. Paul, MN 55108 · 6511644-4389 fax 651/644-9446 toll free 888/368-4389
Pat Klaers
July 22, 1999
Page Two
DISCUSSION
The decision on whether or not to run an in-house engineering group will hinge largely on what
the goals and objectives are. There are many, many different .levels of in-house service that
could be implemented. I will suggest four. (I am sure there are many more but this will at least
serve as a starting point for your thoughts.) The attached chart attempts to layout some
generalized functions, staffing levels, and potential revenue to be generated by the scenarios.
If the goals are only financial one must carefully consider all of the costs. The simple chart
indicates that significant' ad valorem contributions are necessary with smaller staffs. A decision
to get into a staff of some size will be required before the group approaches a break-even point.
That staff will of course need to be equipped and housed. The assumptions on equipment follow
the chart. The costs of housing the group and other non-labor overhead costs are not
recognized in this simple analysis but of course they are there. One must also bear in mind that
this group will need to have the opportunity to handle meaningful projects each year from which
to generate revenue. Those projects will have to be within the technical purview of the group. It
would be unwise for the City to try to staff itself to handle all of the differing kinds of technical
work that it will encounter.
There are non-financial advantages to having an in-house engineering group. There can be
greater day-to-day accessibility in some cases (One should not overestimate that availability.
This decreases as more project work is taken on.) This is somewhat mitigated with our present
arrangement in Elk River. Conversely, however, there is the loss of some flexibility. Using a
consulting City Engineer allows the City to contract for the engineering services that are
required and nothing more. If a certain specialty is required, the City does not have to maintain
that expertise in-house idling away until the time for its need arrives. If there are upturns or
downturns in the economy the City never needs to be concerned with having too little or too
much staff. Fast track projects can be implemented very quickly and do not have to wait until an
in-house staff can get to them.
Nevertheless, I believe that there is a level at which an in-house engineering group is a
reasonable decision for a City. In order for that to be the case, the City must be at an age and a
population base where there is a predictable workload that warrants staffing up to handle it.
That is, the community must be a mature community with the majority of its infrastructure ready
for or approaching reconstruction. This allows for the in-house group to establish its base load
each year and to select projects that are within its size ability and technical capacity to handle.
Those projects that fall outside of that range should be given to consultants.
With the rapid growth experienced by the City in the last 8-10 years, Elk River may not yet have
met this criterion. Many cities that are still on the growth curve such as Apple Valley and
Cottage Grove have put off the establishment of an in-house engineering staff. Other smaller
mature cities such as Prior Lake, West St. Paul, and Mendota Heights have in-house staffs.
I would enjoy discussing this issue with you in greater detail if you think that would be helpful.
R, Green Company
QQNSULTING ENGINEERS
Option Functions Required Staff Staff Required Equipment Equipment Revenue
Salary First Cost Generated
I Coordinate City Engineer * $90,000 1 Computer w/Software $3,000
Consultants
Clerical Support $20,000 ArcView / AmCad $1,500
Support PW
Total $110,000 Total $4,500
2 Coordinate City Engineer* $90,000 2 Computers w/Software $6,000 Development
Consultants Review
Asst City Engineer $70,000 ArcView / AmCad $1,500 $90,000
Support PW
Clerical Support $20,000 6 Plan Files $3,000
Development Review
Records/Mapping Total $180,000 Total $10,500
3 Coordinate City Engineer * $90,000 Computer w/Software $3,000 Development
Consultants Review
Asst City Engineer $70,000 2 CAD Computers $8,000 $90,000
Support PW
Engineering Tech IV $60,000 ArcView / ArcCad $1,500 Minor Project
Development Review Work
Clerical Support $30,000 2 AutoCAD $6,000 $100,000
Records / Mapping
2 $oftDesk $12,000 Total
Minor Project Work Total $250,000 $190,000
6 Plan Files $3,000
11x17 Laser Printer $2,000
Total $35,500
4 Coordinate City Engineer * $90,000 3 Computers w/Software $9,000 Development
Consultants Review
Asst City Engineer $70,000 3 CAD Computers $12,000 $90,000
Support PW
Engineering Tech IV $60,000 ArcView / ArcCad $1,500 Minor Project
Development Review Work
Engineer Tech II $50,000 3 AutoCAD $9,000 $100,000
Records / Mapping
Engineer Tech I $40,000 3 SoftDesk $18,000 Major Project
Minor Project Work Work
Clerical Support $40,000 6 Plan Files $3,000 $180,000
Major Project Work
1 lx17 Laser Printer $2,000 Total
Total $350,000 $370,000
E Size Plotter $7,000
Xerox $5,000
Survey Vehicle and $40,000
Equipment **
Total $106,500
If a Director of Public Works was selected who was a P.E., they could also serve as City Engineer. The Assistant City
Engineer's position could then be upgraded to a P.E. and another Staff Engineer added.
Preliminary topography and Construction Staking could be contracted out.
O:~oroj\900135csm\135-02o5.sept
·
·
·
·
·
·
·
·
·
·
Assumption
Office space and furniture is available.
30% fringe factor on salaries.
Survey Equipment Prices:
4x4 with crew cab $25,000
Total Station $12,000
Level $ 1,000
Misc levels, prisms, tripods, etc $ 2,000
TOTAL $40,000
HP IV, 1 lx17 Laser Printer- $2,000
HP E-size Plotter- $7,000
R 14 AutoCad - $3,000
SoftDesk - $6,000
Non Cad Computer - $3,000
Cad Computer- $4,000
ArcView / ArcCad - $1,500
Development Review, assume 1500 hours at 60.00/hour = $90,000
Minor Project Work, assume overlay project = $100,000
Major Project Work, assume $1,000,000 project at 18% = 180,000
O:~proj\900135csm\135-0205.sept
Howard R, Green Oompany
May 10, 2004
File: 230000M-0325
Mr. Pat Klaers
City Administrator
City of Elk River
13065 Orono Parkway
Elk River, MN 55330
RE: FULL-TIME CITY ENGINEERING REPRESENTATION
Dear Mr. Klaers:
Howard R. Green Company (HRG) is pleased to provide you with this letter of understanding
relative to having Terry Maurer work out of the Elk River City Hall as a full-time consulting City
Engineer. We have reviewed the past three years of history relative to Terry's annual billings to
City of Elk River projects. We have also reviewed Terry's total time annually relative to the amount
of time spent on Elk River issues. On average, Terry has been approximately 50 percent billable
to Elk River projects over the last three years. Based on this history, we would propose an
arrangement whereby the City of Elk River would pay an $8,000 monthly retainer. In addition,
Terry would bill his time on a normal basis for work on development reviews that are passed
through directly to the developer. From HRG's perspective, this will provide approximately the
same income from Elk River for Terry's time as has been in the past three years. From the City's
perspective, for this payment they will receive 40 to 50 percent more of Terry's time.
Terry would be able to track retainer time either on HRG's accounting system or some way
acceptable to the City so that the monthly retainer amount could be accurately charged back to the
major projects Terry spends his time on. There would be no other proposed changes in the current
method HRG bills the City of Elk River for consulting engineering services.
We would suggest that both parties, the City of Elk River and HRG, agree to a 90-day notice if
either side would like to end the retainer relationship. This should allow either side time to make
provisions for continuing without this retainer service. HRG would request an annual adjustment of
three percent in the monthly retainer amount as this arrangement continues from calendar year to
calendar year.
We are prepared to begin this arrangement as eady as June 1, 2004. Please review this letter of
understanding and let us know if you have any questions.
Sincerely,
Howard R. Green Company
Terry J. ', P.E.
mlaurer
TJM:sw
Cc: Ralph Russell, President - HRG
Ltr-031704-Klaers.doc
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fax 651/644-9446 toll free 888/368-4389
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