3.6. SR 11-22-2004
*Item 3.6.*
MEMORANDUM
TO: Mayor and City Council
FROM: Pat Klaers, City Administrator
DATE: November 22, 2004
SUBJECT: City Administrator-City of Elk River Work Program
Introduction
In later 2003 the city hired Jim Brimeyer from the Brimeyer Group to help sort out some
management, organizational, and communication issues. After input from department heads
and a series of City Council executive sessions with Mr. Brimeyer, the City Council generally
accepted a City Administrator-City of Elk River Work Program. This Work Program
covered three areas:
.
Organizational Management
Council/Staff Relations
Governance
.
.
At this upcoming worksession on November 22, 2004, the Work Program from December
2003 needs to be reviewed, including some of the sections that have not been previously
discussed by the City Council in any great detail. The Work Program should also be
approved by the City Council and a realistic timetable needs to be established for each action
step.
Recent Activities
In January 2004 the City Council met to analyze the details within the Work Program and
how best to move forward with the action steps. At this January meeting the Council
decided that they needed to talk about the Governance section first. Additionally at this
January worksession, the City Council directed me to begin work on the organizational
structure action step to develop a plan that would reduce the number of direct reports to me.
This was viewed by the City Council as essential in order to improve communication,
customer service, and overall administration of city affairs.
Following the January worksession, the City Council again met in February and decided that
it wanted Mr. Brimeyer to come back and help them in working on the Governance section
City Administrator-City of Elk River Work Program
November 22, 2004
2
of the Work Program. Mr. Brimeyer then met with some staff members and Councilinember
Kuester to review our situation and submitted a proposal. This proposal was accepted and
three worksession for all department heads and the City Council were held in April and May.
Around the same rime as these Governance worksessions, I met with the City Council in
April and June to discuss proposed changes in our organizational structure.
In July, August, and September, the city clerk worked with the City Council on some of the
Board/ Commission issues that came out of the Brimeyer worksessions. This led to the City
Council approving the updated (August 2, 2004) Advisory Board and Commission Policy.
This then led to, among other things, the October 11, 2004, joint meeting with the City
Council and all of its' eight Boards and Commissions.
As you can tell by the above rimeline, staff and City Council work has continued to take
place on the Work Program almost every month since it had been considered by the City
Council in December 2003. Nonetheless, more work needs to take place on implementing
the Work Program.
Governance
This is the third section of the Work Program. The action steps under this section are as
follows:
.
Arrange for goal setting/strategic planning session for Council and staff.
Assess and provide options to the Council for the preferred governance model to
guide policy development, options, and guidelines for decision making.
.
In working on this Governance section, Mr. Brimeyer conducted three worksessions with all
of the department heads and the City Council in April and May 2004. The three
worksessions dealt mainly with identifying issues and concerns that both the staff and City
Council felt needed to be addressed in order for improvements to take place in the overall
management of the city. In this regard the three worksessions were more related to goals and
priorities than to strategic planning or a preferred governance model. Nonetheless, the
worksessions were very productive and dealt with strengths, weaknesses, top issues to
address, and ways to improve the overall city administration in the city.
Attached are some notes as provided by Mr. Brimeyer from the May 10 and 24 meetings
regarding the top issues that the City Council and staff identified. The two top issues dealt
with: 1) the city organizational structure; and, 2) having long-range plans adopted by the City
Council and having the boards and commissions make recomrnendations that are consistent
with these plans (the vision of City Council) when they review development applications.
Long-range Mans and the boards/commissions
Regarding the adoption of the city plans, it should be noted that the Comprehensive Plan,
the Transportation Plan, and Economic Development Strategic Plan are all adopted. The
Parks and Recreation Master Plan will be updated in the not too distant future. Additionally,
a Natural Resource Inventory Plan is soon to be adopted by the City Council. The next step
s: \ Council\Par\2004 \ WorkProgram112204.doc
_._.~'-----'.-
City Administrator-City of Elk River Work Program
November 22,2004
3
in the process will be implementing and following the Plans by staff and the city
boards/ commissions.
One of the key discussion points at the worksessions was communication and consistency
issues with the city boards/ commissions. Since these worksessions the following steps have
been taken:
.
A revised board/commission policy was adopted on August 2, 2004
The City Council appointed Council liaisons to all boards/commissions that did not
have a Councilmember as a voting representative.
A goal setting worksession with all the city boards/ commissions was held on
October 11, 2004
An orientation session for new board/ commission members is scheduled for spring
2005
.
.
.
The City Council needs to provide some follow-up to the boards/commissions on the
"results" of the October 11 worksession. This October 11 worksession was set up to discuss
goals and we didn't really address the consistency in recommendations and having the
recommendations reflect the City Council vision concerns that came up during the three
Brimeyer worksessions. In this regard, the Council may need to have individual worksessions
with the Planning Commission and the Parks/Recreation Commission to talk about
recommendations that are being made on development proposals.
On the other hand, it should be noted that a lot of "crossover" goals were identified at the
October 11 worksession, and as a result of this meeting, it is expected that a joint meeting
with the HPC, EDA, and HRA will be held to discuss a building rehabilitation plan for the
Brick Block and issues related to the establishment of a Historic District. Additional joint
meetings between boards and commissions to discuss some common crossover goals can be
expected.
One remaining item with the board/commission issue deals with the selection and
appointment process. There was some discussion by the Council about having standard
questions for interviewing applicants for boards/commission but this has not been discussed
lately and may not be necessary. However, the Council may want to discuss the actual
selection process as I'm not sure everyone is comfortable with the secret ballot approach
that has been used recendy.
Organizational 5 truetUTe
Regarding the other top issue identified during the Brimeyer worksessions, the
organizational structure, it should be noted that this issue is the same as an action step listed
under the organizational management category of the Work Program. This topic has already
been the subject of two Council meetings (April 12 and June 14) and this topic will be
discussed later in this memo.
--------------------------
Once a revised organizational structure is adopted by the City Council, then most everything
discussed at the three Governance worksessions will have been addressed to a large degree;
S:\CounciJ\Pat\2004\ WorkProgram112204.doc
City Administrator-City of Elk River Work Program
November 22,2004
4
but there will still need to be some follow-up in terms of reviewing the selection process and
providing feedback to the joint session that was held on October 11. The only remaining
comment that I have regarding Governance is that a goals and priority setting session should
be held by the City Council (and maybe including the department heads) every 12 or 24
months to make sure progress is being made, there are no new issues that need to be
addressed, or that priorities have not changed.
Council/Stoff Relations
This is the second section of the Work Program. The action steps under this section are as
follows:
.
With Council input, develop a system for more informal Council discussions to
evaluate proposals and policies prior to formal Council approval.
Work with the City Council on "acceptable rules of behavior" for Council, staff, and
administrator interaction and communications-formal and informal.
.
With Council in/Jut. develo/J a ~vstem for more informal Council discussions to evaluate /Jro/Josals and /Jolicies
prior tO,formal Council approval
This action step was actually somewhat addressed on November 10, 2003, when the City
Council approved the changing of its meeting schedule and the setting aside of the second
Monday of each month for a worksession in the conference room. The worksessions are still
evolving and staff is trying to keep formal items off these meeting but the work load and list
of topics to discuss with the City Council seems to keep growing. I hope that the
worksessions will continue to evolve in terms of becoming more "open discussion" type of
meetings and this is a goal that both staff and Council need to continue to work toward.
Work with the City Council on ''acceMable rules ~f behavior",for Council. staff. and administrator
interaction and communications-formal and in,formal
This action step has yet to be discussed by the City Council. I was not in attendance at the
executive sessions of the City Council last winter so I'm not sure exactly what the City
Council meant by having this action step in its Work Program. I have a sense that this item
was intended to deal with "chain of command" issues and conversations on city activities
that are taking place between department heads and City Councilrnembers and which are not
brought to my attention or to the City Councils attention until we are at a City Council
meeting. Surprises at Council meetings do not make anyone look good; and, in fact, makes
the city look quite unprofessional in terms of perpetuating the opinion that we communicate
poorly as a group.
Council discussion and direction on this action step is appropriate,
Orllanizational Manallement
This is the fIrst section of the Work Program, The action steps under this section are as
follows:
. Develop a plan which provides for more feedback and evaluation of staff
performance
s: \Council\Pat\2004\ WorkProgram112204.doc
----------
City Administrator-City of Elk River Work Program
November 22,2004
5
.
Assist senior staff in developing individual goals and departmental goals to ensure
personal and professional growth and department effectiveness
With staff assistance and Council input, propose options for preferred organizational
structure, staffing levels, reporting relationships, and a timetable for ultimate
implementation over a 2-3 year period.
.
The fIrst two action steps are closely interrelated as feedback on performance is related to
departmental goals and effectiveness. These fIrst two action steps have not been discussed in
any detail by the City Council; however, I have been operating under the assumption that
these two points were directed to me and the department heads.
Develo/J a Man which /Jrovidesfor more feedback and evaluation ~f stqff performance
The plan I have implemented is to hold frequent meetings with all of the employees who
report directly to me. With some department heads these meetings are every other month or
so and with other department heads these meetings are every 4-5 months. In essence, the
plan that provides for more feedback and evaluation of staff performance is simply to meet
with department heads on a more frequent basis. These meetings average about 90 minutes
each. With some department heads they are briefer while with other department heads the
meetings are longer. Last winter when I started holding these meetings I had 14 people
reporting to me and this excluded Peter Beck and Terry Maurer. At this time I have 12
people reporting to me, as the Parks and Recreation Director has been hired and I no longer
directly supervise Michele Bergh, Rich Czech, or Sue Kostanshek.
Assist senior staflin develo/Jing individual goals and departmental goals to ensure /Jersonal and /Jro/essional
growth and de./Jartment e(fectiveness
In terms of what we discuss at these meetings, it is generally the items outlined for this
action step. Most of the meetings with department heads have gone very well. It is easy to
discuss departmental goals and professional growth, but it is not as comfortable to be
discussing "personal growth" as some department heads would view this as an invasion of
their privacy. All in all, after over 30 meetings with the people I supervise, I would say that
the meetings have been well received and effective. By setting aside time to meet with
department heads, it requires both of us to stop and evaluate where we are and how we are
doing in accomplishing departmental and citywide goals. In many respects, these meetings
serve as mini performance reviews. It should be noted that these meetings are in addition to
the ongoing (almost daily) 15-20 minute "stop in" conversations I have with a lot of the
department heads.
--------------------------------
Once again the fu:st two points under this organizational management section have not really
been discussed by the City Council but I have developed a plan and have been holding
meetings with department heads. If there is something additional that the Council had in
mind by incorporating these two action steps into the Work Program, then this should be
discussed with me.
s: \Council\Pat\2004 \ WorkProgram112204.doc
City Administrator-City of Elk River Work Program
November 22, 2004
6
With stq! assistance and Council in/Jut. /Jro/Jose oMions/or /Jreterred organizational structure. stafling levels.
re/Jorting relationshi/Js. and a timetable_fOr ultimate implementation over a 2-3]ear /Jenod
The fInal action step to discuss with the City Council is the organizational structure. One
part of a revised organizational structure has already taken place with the hiring of a parks
and recreation director. As previously noted, this has reduced the direct reports to me by
two, so that the total is now 12, plus having a close working relationship with Peter Beck and
Terry Maurer.
From the very beginning of the discussions last winter, reducing the number of direct
reports to me has been a major issue and one that has been viewed as essential in order for
the overall management of the city to improve. I should not be city administrator and the
parks and recreation director, community development director, public works director, etc. I
cannot do the job the City Council expects when I have so many people I have to supervise.
The hiring of a parks and recreation director has been very benefIcial to me, Phil Hals,
Michele McPherson, and to the city. I expect that future changes will do likewise.
There is no doubt in my mind that the next biggest issue that needs to be dealt with is the
community development director. Communication and consistency issues related to growth
and development activities dominated the discussion during the three Brimeyer worksessions
this spring and highlighted the need for this position. Supervising the community
development divisions of economic development, planning/code enforcement, and
building/ environmental typically require a signifIcant amount of my work week. The hiring
of a community development director will reduce the number of direct reports to me from
12 to 10 and this will free some of my time to deal with overall citywide management issues.
After the community development directot position is addressed, the other issues are also
important but less pressing. Moving the liquor store manager from my supervision to being
supervised by the fInance director makes a lot of sense but the liquor store and its manager
has never been a major concern or required a major time commitment from me.
Attached for your review are the minutes from the June 14,2004 meeting when the
organizational structure was last discussed by the City Council. Also attached are Options A
and C. These charts are for the long-term organizational structure of the city but any chart or
structure is open to changes as key personnel changes. It should be noted that when some of
the key positions in the organization are not fIlled, then the divisions underneath these
positions continue to report directly to me. This is clearly the case with the public works
position. Also, with Option A, I would continue to have the city clerk report directly to me
until an assistant city administrator position is established and fIlled.
In the short term having Lori Johnson be the director of fInance and administrative services
works very well. In the long term there may be problems as the fInance director is the top
paid department head (along with the police chief) and the City Council may need to shuffle
some of the supervisory responsibilities around at some point in the future if the fInance
director and the director of fInance and administrative services is not the same individual. As
previously discussed by City Council, this administration and fInance area allows for more
flexibility in the future than the public works, or community development, or
parks/recreation areas.
s: \Council\Pat\2004\ WorkProb'Iam112204.doc
City Administrator-City of Elk River Work Program
November 22, 2004
7
After the community development director is hired, the next most important issue for the
Council to work on is the public works director and city engineering department. At this
time I am very content to take a "wait and see" approach as the new arrangement with
having Terry Maurer at City Hall full-time has been going very well for everyone.
At the last worksession on the organizational structure Oune 14), the City Council asked for
some job descriptions. Attached is a draft position description for a community
development director, a human resources position, and the director of finance and
administrative services.
Concludinf Comments
. The Council should provide some feedback to all the boards/commissions regarding
the October 11 meeting.
. The Council should consider having individual follow-up joint meetings with the
Planning Commission and the Parks and Recreation Commission to talk about
recommendations being consistent with the City Council's vision.
. The Council should plan on having another goals/priorities worksession in the next
12 to 15 months.
. The Council should review the position descriptions for the human resources
position, the community development director position, and the fInance and
administrative services director position.
. The Council should consider appointing Lori] ohnson to the finance and
administrative services director position and have the liquor store manager report to
this position but not the city clerk.
. The Council should consider adopting Organizational Chart A with the
understanding that the public works director and the assistant city administrator
positions are not planned to be f1lled for the foreseeable future.
. The Council should reaffIrm its support for the community development director
position as this item is in the 2005 budget; and in order to proceed forward in a
timely fashion, the job description and the pay grade need to be established this
winter and advertisement for the position needs to happen in March.
s: \Council\Pat\2004 \ WorkProgram112204.doc
JRN-14-2004 11:00
n Vi.!'\.. r 1 U~n:llll
P.02
City Administrator
&
City of Elk River
December, 2003
ORGA.J.',nZATIONAL MANAGEME1'<'T
. Develop a plan which provides for more feedback and evaluation of staff performance. Initiate 1/0112004,
Evaluate every 30-90 days
. Assist senior staff in developing individual goals and department goals to e!lS1.l.fe personal and professional growth
and department effectiveness. 1st Quarter 2004
. With staff assistance and Council input, propose options for preferred organizational structure, staffing levels,
reponing relationships and a timetable for ultimate implementation over 2-3 year period. Initial report -}"
Quarter 2004; Final plan 2'd Quartet 2004
COUNCIL/STAff RELATIONS
· With Council input, develop a system for more "informal" Council discussions to evaluate proposals and policies
prior to formal Council approval. 4'" Quartet 2003
. Work with the City Council on "acceptable rules of behavior" for Council, staff and Administrator interaction and
communications - formal and informaL 4" Quarter 2003; 1" Quarter 2004
GOVERNANCE
. Arrange for goal setting/strategic planning session for Council and staff. .1" and 2" Quartets 2004
. Assess and provide options to the Council for the preferred governance model to guide policy development,
. options, and guidelines for decision makIDg. .2'. Quarter 2004
WORK PROGRAM
City Administrator
&
City of Elk River
December 2003
ORGANIZATIONAL MANAGEMENT
.
Develop a plan which provides for more feedback and evaluation of staff performance.
Timeframe:
.
Assist senior staff in developing individual goals and department goals to ensure personal and
professional growth and department effectiveness.
Timeframe:
.
With staff assistance and Council input, propose options for preferred organizational structure,
staffing levels, reporting relationships and a timetable for ultimate implementation over 2-3 year
period.
Timeframe:
COUNCIL/STAFF RELATIONS
.
With Council input, develop a system for more "informal" Council discussions to evaluate
proposals and policies prior to formal Council approvaL
Timeframe:
.
Work with the City Council on "acceptable rules of behavior" for Council, staff, and
Administrator interaction and communications - formal and informaL
Timeframe:
GOVERNANCE
.
Arrange for goal setting/ strategic planning session for Council and staff.
Timeframe:
.
Assess and provide options to the Council for the preferred governance model to guide policy
development, options, and guidelines for decision making.
Timeframe:
S:\Council\Pat\2004\ Worksessions\ WORK PROGRAM doc
"---'.._--_._._.~.-~-------
c;llolo'f w..+"J' /IIct/-cs
ISSUES
1. Steady, consistent growth toward approved plans
Comprehensive Plan
Transportation
Amenities
Utilities
................
..........................
.....................
S-7-7-2 (Council)
6-S-7 -S-S-S-S-7 -S-4-- 7-6 (Staff)
...................... ...109Total
2. Agree to .implement new/revised City organizational structure
....................................................................................
6-4--5-S-7 (Council)
7 -7 -S-4--S-3-S-4 (Staff)
.......... ... ......79 Total
3. Council direction shared with commissions and staff
.................................................................................
3-2 (Council)
8-3-3-7-7-7-6-5-6-1 (Staff)
....................... ...58 Total
4. Wastewater capacity - if, where, when?
...........................................................................
5-S-6-4 (Council)
3-1- 7 -4-4-4- 2-4-- 3 (S taff)
................... .55 Total
. . . . . . . . . . . .
......................................................
update of infrastructure (streets, sewer, water) with financing mechanisms
4-1-6 (Council)
4-6-6-6-4-1-2-8-5 (Staff)
........................... .53 Total
...................
5. Maintenance and
6. Devise plan to designate and preserve natural areas
.................................
............................. ..........
1- 7 -1 (Council)
S-2-4-2-2-3-5-6-5-2-5 (Staff)
....................... .53 Total
7. Use necessary reSOUIces to reduce traffic congestion on corridors - Action Plan for County and State
4-3-S (Council)
1-5-7-2-1-7-7-3-2 (Staff)
. ......... ...... ...... ... ......... ..50 Total
.............
......................
................
\X'H." T IS THE ISSCP
5'/2- i t b~ rJo-leS h"lJfllJ
(Jy Or: c[( ~1'Lfer - .' Jlrx. Dt1;Yfj
Strn kglC Plannlnq &SSIOfL ?i.SuJf5
(ltD:; i d.c:64
Develop plam for growth that are understood, accepted, and lIDplemented by boards, COmrrllSSlOm
and sraff
(i5}1A~5 -/:t/+3 C'o",bi~e~ Go,.-, ShoWl-l5')
\X!HY IS THIS.ilN ISSUE:>
. Boards, comnllSsions and suEf advocate for positions
. No clarification on the prefelTed "results" of the Clt:y Counci1
CONSEQUENCES OF NOT ADDRESSING THE ISSUE:
. BOaIds, commissions, and staff may "advance" an agenda
That is lacking in clear direction
Not consistent v.;;th Council direcrion
In spite of clear diIection
. Causes confusion
. Has an ilnpact on possible changes in elected leadership
. No action is taken
. Less tb.an preferred results
. Council decisions are uncertain
. I111proper use of staff tllTIe
. Public confusion/acceptance
. Developers push/ control the agenda
. Boards and commissions confuse the direction
0!JJe3 (rurY'-'
5m Bn'rYiCf:P
VISION
. Improved staff COffilTIurucations on policy issues
~ IDlpact of choices
~ share information ~Tith staff
. Internal checks and balances W1thrn staff cllscussion
. Training for boards' and comrrusslOns' roles, responsibilities and explanations (legal)
. Get options from boards, cOlnmissions and staff
. Adopt the Plans ~and use, transportauon, deslgn, etc)
. Pre-appointment process
- cable programs for pubhcit)'
~ expectations explained
- roles and responsibilitles defined
. Standard questions for inter;~iew process prior to appointment
BJillRlERS
. Turf
. Current organizational structuIe
. Staff discussion is not broad or complete
STRl\.TEGIES
No-/( sffl.,Y/L-
,~_Km D1~Y
. Develop procedures
_ train new members of Boards and CommisslOns
_ expectations are adopted by Council, understood and supported
. Check and Balance System
_ staff level at development reVIew process
_ Council/ staff level at work seSSlOns
. Phase out Commlsslon role of advocating on a policy issue
5'/2'11 "'1
N"tc'S *."""
Tr V'V\. 13('/ WI "'J er
City of Elk River
,
Strategic Planning Session Results
Mav, 2004
WI-LA T IS THE ISSUP
\X7ho 1S responsible in the current organization for establishing appropriate reporting relationships?
(iHII eo. .j;;/ 2. .(:.rQ'" 'i/lo ",+~.)
WHY IS THIS AN ISSUP
. Employee complaints continue
. Comn1umcarion breakdown is still a problem
. Use of staff talents is lacking
. Council is concerned (was part of the City }ldlTunistrator pcrforrnance evaluation)
CONSEQUENCES OF NOT ADDRESSING THE ISSUE
. Still have the '\Xlhy" issues and C01TImurucations get worse
. Potentlalloss of staff
. Impact on service and the public - confusion
. Lack of efficiency and use of resources
. Lack of a clear defInitlon of duties
. Lack of understanding for the Council
tJ c lts -h1J1G
J/il 'DtlJ'l'IC:1cr
\'1SIO~
Reduce number of repom to the City Adnumstrator - irom 14-15 to approXlffiate1y 5-7
Public Saiety
Utilities
Recreation, ete.
Community Development
Administration
Consider creating Assistant position to reduce reponing:
Group "complementary" fun,cuons into areas/ departments
Devise tnecharusms for special attention and for Council attention "<JirJ.th guidelines and conditions
Direct reports - (may end up ",,;th dllee reports)
Park/Recreation
COIl1.l11_uniry Development
Public Works
Police
Fire
Legal
Director oi Administration (.Assistant)
BARRIERS
. Getting dle right person in the right seat on the right bus
. Resistance from the current staff
. Lack of agreement on phasing in the changes
. Council support for:
- tl11.1IDg
- process
. Definition of "proper" number/levels within the organization
. Public perception
. Personalities
. Money
IJoleS ~
.:f.hl bl'll'~
STRATEGIES
. Write the organization "plan" - Adopt it
. Create some job descnptions for any new or revised positions
. Identify phases, timeframe, potential budget lInpaet
. Hire consultant for e1.-pert help
. Establish priorities for filling the positions
. .Allow current staff to apply
. Develop poliCles:
Potential or no reduction in staff
pay plan/compliance. worth issues resolved
. Explanation/logic to new st."llctuIe
. Sell, Sell, Sell the concept
l\.CTION
Discuss/ adopt "the plan"
- Preferred org srructure
- Timerable (2-3 years)
Discuss RIF (reductlOn
in force) and pay lITlpact
Framework/ guidelines for
Council/ staff cOln111unications/interaction
No tS ~ruf)L
J'm Bm~
WHO
\X/HEN
Council
Cn:y ....dmin
6/04
Council
Staff
Cn)' AdmirustIator
7/04
Council
CIty Admin.
Staff
Consultants
9/04
City Council Minutes
June 14, 2004
Page 3
-----------------------------
Mr. Maurer stated that when council continues discussion on the Comprehensive Plan and
comes up with scenarios in the target population range, then he could figure out the cost for
the trunk lines and come up \Vith pricing. Otherwise, right now he doesn't know where to
consIder the additional trunk lines. He stated that 1000 gallons per acre seems to be a good
number to use for sizing a large undeveloped area. He stated that after council deliberates
and decides, if the answer is that we want to plan for more than 3 million gallons per day,
then we would need to talk to Great River Energy. He stated that the land that we would
want to buy from Great River Energy is currently being used for outside storage.
Mayor Klinzing summarized the discussion by saying that this is the information that the
council has requested, unless there are more specific questions at the time of reviewing the
Comprehensive Plan, that this is now what's available for the council to review.
Ron Bradie, School District #728 . stated that the District needed to build a school,
preferably in Elk River, and he needs to have a decision within 90 days if there is a
possibility to build a school here or he will need to look elsewhere to the south. He
currently has a plan and an architect and needs to know where he stands.
Ed Dulak - stated that property he controls is being donated and also he will be paying for
some of the infrastructure. He stated that the timing is such that they need to do something
at this time. It is hoped that the school would be opened by September 2006 and he stated
that we do have time now for the planning to have tllls happen.
Mayor Klinzing stated that council had made a decision to table the Comprehensive Plan
and this decision was tied to getting lTIOre information about the sewer study and the council
",,;shed to be more comfortable before going forward. Most likely the Comprehensive Plan
discussion will be held on July 19. She is in favor of the area, including the 30 acres that are
being donated to d1e school, to be urban services and she felt a school in that location is
excellent. However, the capacity of the lift station is tl,e issue. She feels tlnt me capacity
for tl,e sewer system is there and doable and tlnt it's not me sewer plant, but the lift station
capacity mat could be a problem.
1\ woman in the auclience asked if there was anything more that can be done to expand the
urban area to theiI property. Mayor Klinzing replied mat me citizens should discuss theiI
issues with tl1ecouncilmembers.
Mayor Klinzing recessed the meeting at 7:55 p.m.
At 8:07 p.m. the meeting was reconvened.
5.2a Discussion of Structure of Citv OrVinization
City Administrator Pat Klaers reviewed his memo and discussed possible changes in the
city's organizational structure. Organizational chart options were reviewed along with his
reconunendation to council of options A or B. He also recommended the following:
. Accept retainer contract for services from Howard R. Green regarding Terry
Maurer;
. Establish tl1e director of administrative services position and place Lori Johnson in
that position;
. The city clerk position to remain under supervision of the city administrator;
City Council :Minutes
June 14,2004
Page 4
-----------------------------
.
Move forward with the establishment and filling of the community development
director position (option A) or tl1e public services director position (option B) and;
incorporate funds into the 2005 budget for one of these positions.
Mayor Klinzing likes ilie structure of ilie City of Blaine but felt it is better for the
administrator to be removed from ilie actual hiring and fIring of staff. She felt Safety
Service including Code Enforcement was interesting.
Councilinember Dietz asked if the city currently is paying more than $8,000 per monili, over
and above developer driven projects, for Terry Maurer's services. :Mr. Maurer answered that
last year he billed a little over 1000 hours to Elk River. It was felt that it would be more cost
effective if he were on staff because ilie city would get double the hours for a flat rate rather
than a dollar per hour rate. Howard Green gains by keeping ilie city as a major client. Mr.
Dietz felt that adding a whole engineering department would be expensive because it would
be adding more than one person.
Councilmember Dietz had concerns in hiring ilie additional positions of assistant city
administrator and community development director and if there would be suffIcient work
for them. Mr. I<laers stated that we could have an internal person doing a dual function
such as an engineer and a public works director. These positions would better coordinate
the activities of the individual departments and ilieir assignments. The community
development director may restructure the department and assume some of the
responsibilities that economic development or planning currently have. The community
development director is one of the positions iliat came up the strongest in the goal setting
sessions mth the council. More communication among boards, commissions, and staff is
needed and a community development director can help in this regard.
In the role of assistant city administrator, this person would be given some of the work that
ilie administrator currently does and iliat he can't delegate to others because tl1eir work load
is also full. The assistant position would help in areas when there are vacancies and would
offer a great deal of flexibility as the city organization structure evolves. In the future,
perhaps this position would supervise human resourceS or the prosecuting attorney.
Councilinember Dietz asked why Mr. I<laers would want the city clerk and prosecuting
attorney under his supervision. 1v1r. Klaers stated that he wants the position tied to the
consulting attorney as we are trying to move some work away from Attorney Beck and also
to keep it independent from the oilier department heads. The city clerk's position is tied
closely with the city administrator's roles, such as working closely '-Vith packets, agendas, etc.
and she supervises the support staff. He also would lose his clerical support help.
Council Tveite expressed ilie following:
. To have Terry Maurer on retainer; but not having an engineering department; afraid
would need to dissolve in 10 years;
. Community development director is a necessary position because of the communication
required among those departments and in servicing all customers; to be given a high
priority;
. Establish director of adrrllnistrarive services and we have a talented person on staff to
fill that role;
. Assistant city administrator--he felt this position was going to be a function of the
director of administrative services position; seems more like a luxury at tllls time and
may be needed in the future.
City Council Minutes
J\IDe 14, 2004
Page 5
-----------------------------
1\1r. Klaers stated that the assistant city administrator needs to be more than just a title and
needs to be another person that he would be giving work to; right now the work is dispersed
in a piecemeal fashion.
Councilmember Kuester expressed the follo\Ving:
. Difficult time seeing us move to Blaine's organizational structure; do'\Vtlsizing of
department heads would be enough transition;
. Assistant city administrator sounds like a trouble shooter and she would like 2/3 of the
job assigoed with specific job duties;
. In terms of administrative services and community development positions, didn't see as
outside applicants but internal, Need to take the time and develop a job description for
these positions.
. Uncomfortable committing to those two positions until see the comp worth studies.
:Mr. I<laers stated that in the ultimate organizational chart, the clerk would report to assistant
city administrator or directly to the city administrator. The positions of community
development director, parks and recreation director, and administrative services would have
their own areas of responsibility.
Councihnember Kuester indicated that it is difficult for her to project to the ultimate but
can see ille next few steps that need to be taken.
Mr. Klaers stated he was asked to put the ultimate plan together so ille Council could see
what it looked like; so this is what he has done. He stated that if we don't have some of
these key positions filled, then we are just doing it all on paper and nothing has changed.
Councihnember Dietz questioned if directors will be higher paid because they have division
heads reporting to illem.
Mr. I(laers stated that pay could be in1pacted but that wages may not change with current
division heads. If promoted, they may get an increase.
Councilmember Tveite stated that community development director and administrative
services director positions should do a job analysis and decide as to how we are going to fill
the position and at what wage level.
Councihnember Dietz stated that he feels the hardest positions will be in the community
development and public works areas.
Councilmember Motin expressed the following:
. It will take time to get down to this small number of reports to the city administrator;
. He is not in favor ora public sel:vices director but community development director and
public works director seem to make sense.
. An assistant city administrator doesn't seem necessary, as one person won't be able to
fill in with all positions (when they become vacant).
. Administrative services and public works director eventually v.rill be necessary.
. City clerk could fall under administrative services with direct supervision form director
of administrative services.
. He stated il1at he is leaning towards chart C.
Mr. I<:'laers stated the whole idea was to have fewer direct reports to him and this would
allow hin1 to have more time for those who are reporting to him. There will still be the
City Council1vU.nutes
June 14, 2004
Page 6
-----------------------------
same amount or more of work going on. If the city clerk reports to administrative services,
dlen the clerk 'Will have tvlO bosses.
Mayor Klinzing stated that from the discussion, two positions have been identified to
possibly move forward with, and those are the community development director and the
administrative services director. She stated that another position that may be needed is
human resources.
Finance Director Lori Johnson stated that the city does not currently have a human
resources position but that Payroll Clerk Lauren Wipper has been performing some of those
duties. Ms. Johnson stated that she would hke to see the city hire a payroll clerk so Ms.
\X'ipper can concentrate on human resource activities.
:Mr. Klaers stated that he believes in order to implement the organizational structure, the
community development director should be considered for the 2005 budget. Mr. Klaers
noted that his biggest rime commitment for departments he supervises is in the area of
community development.
Councilmember Kuester stated that in deciding which positions to add, the Council needs to
review the internal services, such as the number of reports to city administrator and
communication, as well as the external customer service that the city is providing.
It was the consensus of the Council for staff to prepare job descriptions for a community
development director and a director of administrative services for Council review.
Mayor Klinzing stated that anodler task dlat needs to be completed is for the Council to
adopt an organizational structure and the work program.
It was discussed that the Council needs to review the following topics prior to the adoption
of the organizational structure and the work prograln: the preferred governance model, set
individual and departmental goals, discuss acceptable behavior between Council and staff,
review relationships with boards and commissions, and continue work on the organizational
chart.
:Mr. Klaers noted that he has had meetings with the 14 different individuals he supervises to
talk about departmental goals and indivIdual goals and has tried to have these goals
in1plemented. He stated that his plan is to have frequent meetings and to assist staff.
MOVED BY COUNCILMEMBER KUESTER AND SECONDED BY
COUNCILMEMBER TVEITE TO APPROVE ENTERING INTO AN
AGREEMENT WITH HOWARD R. GREEN TO RETAIN TERRY MAUER'S
SERVICES AS CITY ENGINEER AS PROPOSED. MOTION CARRIED 5-0.
5.2.b. Review Results of Council/Staff Governance Worksession
Mr. ](laers stated that a Board and Commission Guidebook is in the process of being
prepared by dle City Clerk and will be presented to the Council next month.
5.3. Schedule for Utilities Buildin[ Removal and Parkin[ Lot Expansion
City Administrator Pat Klaers indicated dlat the overall plan for downtown is to remove the
utilities building, close King Avenue, and to work with First National Bank and the school
t
f-<Z
z'- 2$
~;2:
f-<O w..
~ ~ ..'"
lf1~ u<
.- ~u
lf1>- f-~
lf1f-< o~
~.-
U
lf1
Z
o
.-
lf1
lf1
.-
;2:
::s
o
u
o
~
lf1
~
~
o
(:Q
Z
zo
00::;:
~~CI"J
~~~.-
zow::s
~u~~(:Qo8
o~p:;~>-~u
W ::r: P:;P:;"
B~"82;
.-~~
'-p:;z
--'~z
I'>-;j
~
lf1 z~
.W w w 00
2;u u 5;;J ZU -0
::s.- z <5 f-..
<0
o~ -< 00 ~o ~i'::
Z O'f-
~w u: J'" :I:gJ o~
lf1 ~ ",u
i':::::
~b::
.-W
~o
--'
.-
u
~ 5
>-"80
~ U
::s >-
f-<
.-
U
<
p:;
o
f-<
>-~
f-<f-<
.-lf1
u'-
2;
;2:
o
~
W
uf-<
.-c...
--'W
00
~
>-
w >-
~ w
0 ~
f-<
f-< 0
~ f-<
f-<
>- ~
f-< "
.-
U 2;
" f-<
2; ::::J
f-< U
--' ~
::::J lf1
lf1 0
Z p:;
0 c...
U
~ ~~
Ulf1 0
:1~ ~~ 0. ini'::i'::
f- f-<(<(
gJo wo. 0: ~::E~
we.
z< 0: ~ .0.
c...~ G;;: f-O-
",00
Z ..0'
w "'w
>-~ :;! W f-
f-<W _f- _u k?ffi
.-::s oz ,,~
51'>-; i'::!;: i'::0 ;;:;;:
::sO 0" ~ffi 00.
dB ZO
;2:iiJ -<w 0"
o~ "0 UW
0> "'- w>
> ""0 w
uW Z U 0
0 w
Z w
"89 Z U
lf1f-< 0 Z
~~ ;: ~;:2 <( ~~
<( wZ OW
w <(w UW _f-
~ o.f- -~ zz
~u U Z < Ww
c...~ ;;J :;: "'u
;;:
f
...<
~
t>:: U
[2~5
~ 8
~
~
U
u
CI)
~
~
CI)
CI)
~
:2:
8
U
Q
~
CI)
5J
-<
o
~
Z:>-
00
1=0
<-'
~o
o@
o..U
z'"
-...
:.<~
",,,,
"'-'
-'CD
u<
:>-u
t;o:;
u~
.CI)
;z;~
~U
:2:~
o~
-<~
CI)
6~
50
-...
-,en
'"
ZU
<'"
;:;:;:J
;:JO
_en
-'"
'"
'"
U
~
~
;z;~
QO~
t>::~CI)
-<-<E;;:~
;z;0~:2:
~u-<~~t>:::2:
Q"'t>::t>:: UO
~:r:::r::~~?-<~u
U ~'-'
~ 2;
...<
s~~
-<-<
"'...< f-<:i
'" ~~ ~t
f.---
~-< ....~
CI)?-<
Cl)f-<
-<~
U
1
I
1 ~
~ - Uf-<
~'"
...<~
f-< 00
~~ '"
~CI)
U~
~ , -
Q l
-< 0:;
. UCI) 0
I ~ ~~
f.--- ::1~ ZO
~ 2Z "- ~i:Z
i ~O ",- ... ~ -
;:J . ","- ~ ",<<
~ "';:;: ~~ ~ ~;:;:;:;:
f-d=
~ ?-< ffi enO;:J
~ I -'0'
0 ~ l CD'"
f-< -
E;;: 0 f-<'
~ [: ~~ :;!
-< '"
~:2: ~... ...
~ '-' 51:5- oZ ~u
U - 0'" S2@
;z; z'" i:~
'-' -;:;: ;:;:;:;:
~ :2:...< Oz ~ffi
~ :2:~ do 00.
;::J ZO
0> ;:J", j!J.1 0-'
U CD- u'"
...< ~ u~ ~ 0.0 w~
0
;:J CI) L 0 U 0
CI) 0 I
;Z; t>:: r 1
0 '"
U I ;Z; I
~Q Z '"
~E;;: i2 U
L- Z
- :;;: ~i < ",,,,
-<~ '" ~~ 0'"
'" <'"
0.... -...
",U U ffiz
gz '" Z <
'" :;: en'"
U
I ;:;:
..J
~
City of Elk River
Finance and Administrative Services
Director
Position Description
Department: Immediate Supervisor:
Finance and Adtnillistration City Adtnillistrator
Pay Grade: FLSA Status: Last Updated: (date)
To be determined Exemt>t 11/16/04
Positions Supervised:
Assistant Finance Director, Senior Accounting/Special Assessment Clerk, Human Resource
Representative, Accounting Technician, Information Systems Coordinator, City Clerk, Liquor
Store Mana"er
Position Summary
The Finance and Adtnillistrative Services Director is responsible for the management, leadership,
and oversight of the finance, city clerk, human resource, information technology, and liquor store
departments and directs all City financial functions. The Finance and Adtnillistrative Services
Director is an Ex-Officio member of the Elk River Fire Relief Association and serves as City
Adtnillistrator in his/her absence.
Essential Functions
1. Provides leadership to and management of the City's finance and adtnillistrative
departments.
A. Establishes policies, practices, procedures, and controls required to manage these
departments.
B. Provides leadership and direction in the development of short and long range goals
for each department.
c:. Works with department managers to develop and monitor departmental budgets and
capital improvement plans.
2. Plans and directs all City financial functions.
A. Develops financial plans, controls, and systems.
B. Establishes short-term and long-range financial goals and objectives.
c:. Develops and evaluates accounting systems.
D. Establishes and maintains internal controls over cash receipts and disbursements.
E. Develops and provides accounting guidelines and information for budget
preparation, compiles departmental budgets, and recommends the overall budget for
approval.
F. Monitors and controls overall budgets and expenses and authorizes expenditures.
G. Conducts internal audits of City business records and arranges independent audits.
H. Provides financial recording and reporting services.
I. Identifies and obtains funding sources.
J. Oversees and coordinates special assessment procedures relating to finance.
Page 1
3. Performs investment management activities.
A. Establishes investment policy and recommends investment advisors.
B. Forecasts investment fund levels.
C. Invests funds per tbe approved investment policy.
4. Supervises and directs fInance and administrative services staff.
A. Delegates work assignments, prepares work schedules, and organizes employee
workloads.
B. Evaluates employee performance on a formal and informal basis, creates job
performance improvement plans as appropriate, and administers disciplinary action
as appropriate.
C. Performs timely annual performance reviews of all employees supervised.
5. Performs human resource and risk management activities.
A. Administers tbe City's compensation plan to employees and recommends
promotions.
B. Assists in selection of employees and makes hiring recommendations to tbe Council.
C. Oversees employee performance appraisals for completeness and consistency.
D. Identifies and categorizes tbe City's risk exposure.
E. Reviews, analyzes and recommends risk-insurance carriers.
F. Acts as liaison between tbe City and its insurance carriers.
6. Performs management functions.
A. Serves as city administrator in his/her absence.
B. Resolves complex problems and/or complaints from tbe public and otbers.
C. Delivers formal and informal presentations regarding tbe City as requested.
D. Recommends, clarifIes, or advocates proposed ordinances, charter provisions,
policies, regulations, capital improvement programs, etc. for board approval.
E. Prepares, coordinates, and/or presents special reports for tbe City Council.
F. Performs duties of City Treasurer as specifIed by City Ordinance and/or state law.
7. Oversees City agreements.
A. Assists in tbe selection of vendors and contractors, assists in defIning City's
contracting needs and consultants.
B. Reviews proposals, participates in negotiations, and reviews pricing for proposals,
contracts, and leases.
C. Administers and monitors tbe performance of proposals, contracts, and leases.
8. Performs Siting/Expansion Process Team duties.
A. Works to know and serve customers.
B. Clearly understands tbe basics functions and responsibilities of tbe Siting/Expansion
Team.
C. Defines and manages tbe department's process tbat transforms inputs into outputs
for Siting/Expansion Process.
D. Develops effective action plan to address issues or concerns.
E. Keeps all Team members informed on a timely basis.
F. Attends and participates in all Team meetings.
G. Achieves tbe City of Elk River's development goals.
9. Performs otber essential job duties.
Page 2
Finance Admin Services Director
A. Regular and timely work attendance.
B. Follows all safety procedures.
C. Participates in safety training.
Required Knowledge, Skills, and Abilities
D Knowledge of generally accepted accounting principles as defined by GASB.
o Knowledge of governmental accounting procedures as defined by the GFOA.
o Knowledge of City operations, ordinances and practices related to finance, budgeting and
accounting.
D Knowledge of laws, practices and regulations applicable to City government finances.
D Knowledge of investment options and banking activities.
D Knowledge of computerized accounting systems and the ability to instruct departmental
staff in the use of the software.
D Knowledge of spreadsheet, word processing and database software and the ability to train
Department staff in their use.
D Working knowledge and understanding of the application of Minnesota Real Estate tax laws
and other tax laws regarding municipal finance.
D Knowledge of information technology.
D Knowledge of election, data practices, records and other city clerk functions.
D Demonstrated knowledge of employment law.
D Ability to prepare and administer an annual budget.
D Ability to supervise a complex set of department functions.
D Ability to manage complex projects and meet deadlines.
o Ability to plan, coordinate, direct, and review financial and related work activities.
D Ability to analyze and interpret financial information and accurately prepare financial
statements and reports.
o Demonstrated leadership abilities.
D Ability to make decisions and respond to situations that arise.
D Ability to effectively interact with other supervisors, employees, and City Council.
D Ability to lead and motivate employees.
D Ability to analyze technical and statistical information and to prepare and present technical
oral and written reports.
D Ability to communicate effectively, both orally and in writing.
Minimum Qualifications
D Bachelor's degree in accounting, business administration, or public administration with an
emphasis in accounting and public finance.
D Five years of experience at a supervisory level in government including experience in
accounting/ finance, human resources, information technology, and administration.
D Five years of supervisory experience.
Preferred Qualifications
D Master's degree in accounting, business administration, or public administration with an
emphasis in accounting and public finance.
Page 3
Finance Admin Services Director
City of Elk River
Community Development Director
Position Description
Department: Immediate Supervisor:
Community Develooment City 1\cLn1inistrator
Pay Grade: FLSA Status: Last Updated: (date)
To be determined Exemot 11/17 /04
Positions Supervised:
Building & Environmental 1\cLn1inistrator, Director of Planning, Director of Economic
Develooment
Position Summary
The Community Development Director is responsible for the management, leadership, and
oversight of the planning, economic development, and building and environmental departments.
Essential Functions
1. Establishes operating policies, practices, procedures, and controls required to manage the
City's community development activities.
1\. Facilitates the comprehensive planning process.
B. Responsible for adherence to regulations for building code enforcement, sanitary
services, recycling, housing, zoning, City code enforcement, and economic
development and redevelopment.
C. Responsible for effective implementation and successful achievement of the
Comprehensive Plan. Ensures compliance to City plans and ordinance.
D. Provides leadership and direction in the development of short and long range plans
related to growth management, economic development and other related issues.
E. Gathers, interprets, and prepares data for community development related studies,
reports, and recommendations. .
F. Provides guidance on and gives departmental approval to economic development
and redevelopment incentive packages offered to developers and businesses.
G. Ensures open and frequent communication between planning, economic
development, and building departments occurs so departments work cohesively.
H. Reviews and provides input to developer, city acLn1inistrator, staff, City Council and
Planning Commission on development proposals.
2. Prepares, submits, and acLn1inisters annual departmental budget including the controls
necessary to ensure budgerary compliance.
1\. Monitors revenues and expenditures to assure sound fiscal control.
B. 1\ssures effective and efficient use of budgeted funds, personnel, materials, facilities,
and time.
3. Promotes community development.
1\. Provides professional planning and development advice and consultation to elected
Page 1
and appointed officials.
B. Makes presentations to City Council, boards, commissions, civic groups, and the
public.
C. Responsible for staff liaisons with the Planning Commission, Economic
Development Authority, Business Incubator Advisory Committee, others as
assigned.
4. Manages and directs the operations of the Community Development Department and its
staff.
A. Trains, develops, and motivates staff.
B. Performs timely annual performance reviews of all employees supervised.
C. Evaluates employee performance on a formal and informal basis and creates job
performance improvement plans as appropriate.
D. Assists in selecting training to develop staff.
E. Studies and standardizes procedures to improve efficiency and effectiveness of
operations.
F. Delegates work assignments.
5. Performs other essential job duties.
A. Regular and timely work attendance.
B. Follows all safety procedures.
C. Participates in safety training.
Required Knowledge, Skills, and Abilities
o Thorough knowledge of community development, economic development, redevelopment,
planning, zoning, and urban land use principles, land use law, best practices, and trends.
o Knowledge of the strategic planning process, code enforcement, building inspection,
environmental health, and budget development and administration.
o Knowledge of public financing techniques including grants, loans, state and federal
programs, tax abatement, and tax increment financing and the ability to use them to design
effective financial assistance packages for new or expending businesses.
o Knowledge of engineering and building construction principles and concepts.
o Knowledge of geographic information systems and how to use them in the operation of a
community development department.
o Knowledge of landscape architecture and traffic engineering.
o Knowledge of the principles and practices of civil engineering as they relate to planning and
subdivision design and control.
o Excellent negotiation skills.
o Ability to supervise a complex set of department functions.
o Ability to think in a creative and strategic manner in order to develop alternative program
proposals designed to achieve results consistent with community goals.
o Ability to communicate effectively orally and to write clearly, concisely, and legibly.
o Ability to make presentations to a variety of audiences.
o Ability to analyze technical and statistical information and to prepare and present technical
oral and written reports.
o Ability to prepare written grant applications.
o Ability to maintain effective working relationships.
o Ability to use Microsoft based computer software.
o Ability to write and administer development-related grants.
o Demonstrated leadership abilities.
Page 2
Community Development Director
Minimum Qualifications
a Bachelor's degree in public administralion, urban studies, land use planning or closely related
field.
a Five years supervisory experience.
D Seven years extensive experience of a progressively responsible nature in economic
development, planning, building code, and general community development aclivilies.
a Experience as a department head for a community of 15,000 or larger.
Preferred Qualifications
a Master's degree in urban studies, public administralion, or closely related field.
a Supervisory experience in public administration, community development, or closely related
management position.
a National Development Council Certification
Page 3
Community Development Director
City of Elk River
Human Resource Representative
Position Description
Department: Immediate Supervisor:
Finance Finance Director
Pay Grade: FLSA Status: Last Updated: (date)
To be detetmined Exempt 11/17/04
Positions Supervised:
None
Position Summary
The Human Resource Representative performs a variety of complex administrative, technical and
professional personnel functions of the city.
Essential Functions
1. Performs recruitment and selection activities.
A. Gains input from department heads and coordinates a process to find qualified
candidates suited to position openings.
B. Prepares and submits advertising for news papers and web sites.
C. Prepares application packet and Training and Experience scoring form based on
position specific tasks.
D. Scores completed applications.
E. Assembles and serves on interview panels. Assists in selecting top candidate.
F. Evaluates criminal and drivers license background information.
G. Coordinates or conducts reference checks.
H. Schedules pre-employment drug testing.
1. Coordinates recommendation to the City Council and hiring offer.
J. Corresponds with applicants not selected.
2. Reviews and administers benefits.
A. Assists Finance Director in working with insurance contractors to select and
administer plans.
B. Prepares and assembles open enrollment materials.
C. Responds to questions and concerns from employees.
D. Works directly with benefits companies to make changes and corrections.
E. Schedules representatives to conduct employee information sessions.
F. Corresponds with employees regarding benefit changes.
G. Reconciles monthly insurance bills.
H. Legally manages the benefits continuation programs for terminating or retiring
employees.
1. Coordinates annual flu shot program.
3. Maintains compliance with city, state, and federal laws, rules, regulations, and policies.
A. Assures all legally required documents are posted on employee bulletin boards.
Page 1
B. Submits injury reports, corresponds with TP A, and maintains OSHA records.
c. Administers and manages personnel policies and union contracts.
D. Assists in developing and maintaining compensation and benefits programs that
comply with the city's labor contracts and Minnesota Pay Equity legislation.
E. Administers the city's controlled substance and alcohol testing programs.
F. Performs research and other related functions as apparent or delegated.
G. Assures compliance with employment laws including, but not limited to, FLSA,
FMLA, Minnesota Parental Leave, COBRA, Minnesota Continuation, and HIP AA.
4. Serves as a resource person for personnel-related issues.
A. Facilitates the resolution of general personnel-related issues.
B. Interprets policies, labor contracts, and employment law.
e. Serves on Personnel Committee.
D. Attends meetings and workshops to stay at the forefront of human resource practice.
E. Composes various employee communications including articles for employee
newsletter and benefit bulletins.
S. Prepares and maintains internal and external personnel reports.
A. Conducts -and completes salary surveys.
B. Maintains personnel and confidential files.
e. Coordinates, oversees, and evaluates the preparation, review and revision of position
descriptions.
D. Assists with preparation of Pay Equity report.
E. Tracks probationary periods, anniversary dates, leaves, and other pertinent data.
6. Arranges training for city employees.
A. Evaluates city wide, hierarchical level, or department specific training needs.
B. Researches training options.
e. Arranges training sessions including scheduling trainer or training method, reserving
meeting space, arranging for equipment, and preparing materials.
7. Performs other essential job duties.
A. Regular and timely work attendance.
B. Follows all safety procedures.
e. Participates in safety training.
Required Knowledge, Skills, and Abilities
o Knowledge of state and federal employment laws.
o Knowledge of employee classification, compensation and benefits, recruitment, selection,
training, and labor relations.
o Knowledge of Data Practices law as it relates to personnel data.
I:] Knowledge of the utilization of appropriate resources and willingness to initiate use.
o Skilled in the use of Microsoft Word, Excel, and Windows.
o Ability to be consistent in applying policies.
I:] Ability to maintain confidential and sensitive information. Handles confidential information
appropriately.
o Ability to establish and maintain effective working relationships with all City staff, vendors,
and the public.
o Ability to handle inquiries in a friendly, courteous, and professional manner.
I:] Ability to organize and coordinate various assignments and establish priorities to effectively
meet deadlines with minimal supervision.
Page 2
Human Resource
D Ability to analyze, study, and present technical information.
D Ability to anticipate needs and evaluate alternatives.
D Ability to communicate clearly, both verbally and in writing.
D Ability to read, write, and understand correspondence, memoranda, and directives.
Minimum Qualifications
D High school diploma or equivalent.
D Bachelor's degree in human resource management, industrial relations or other closely
related field.
D Two years experience in human resource related position with progressive responsibilities.
Preferred Qualifications
D Municipal experience.
D PHR Certificate.
D Education beyond Bachelor's degree.
Page 3
Human Resource