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Home My WebLink AboutLake Elmo Public Works Report Presentation v2 (002)-for packetCity of Lake Elmo Public Works Operational Assessment May 2025 1 Agenda 2 Project Overview Observations Analysis and Recommendations Michelle 2 3 Project Overview 3 Project Goals 4 4 5 Project Work Completed 5 6 Observations Emily 6 General Observations 7 Growth within the City is the #1 workload driver within the Department Growth in workload has far outpaced the rate of population growth The Department provides a high level of service, has identified appropriate service level targets, and meets those targets Continuing to meet service level targets is likely unsustainable Much of the City’s infrastructure is new – this will change and impacts will be negative unless planned for proactively 7 Staffing Observations The Department last created additional Operator positions in 2019 From 2019 to 2023, the Department has experienced rapid growth in its major service areas, cumulatively increasing by: 74% increase in sewer customers 39% increase in sewer pipe length 43% increase in water customers 55% increase in water pipe length 23% increase in park acreage 8 Emily 8 Sewer Customer Accounts per PW FTE 9 9 10 Analysis and Recommendations Michelle 10 Yearly Planning and Prioritization Observations Many DPW projects are seasonal or periodic Communication to operators is task-oriented rather than project-oriented Recommendations Create an annual work plan to articulate when significant work initiatives are scheduled or expected to take place Plan should identify the activities to be undertaken, which weeks of the year the activity is expected to occur, along with staffing and resource requirements Prominently post the work plan in the workplace Review periodically 11 11 Organizational Structure & Staffing - PTO Observations There has been tension between Operators wanting to take PTO and the Department wanting to be staffed to get work done There are enough Operators with enough time off that on average at least one Operator would be absent each workday Demand for PTO is clustered around holidays, the summer, on school breaks, etc. The summer schedule of 9x4 + 4 has positive and negative outcomes The longer summer hours are more productive Everyone wants Fridays off 12 12 Organizational Structure & Staffing - PTO Recommendations Separate the operators into two groups during the summer, a Mon – Thurs group and a Tues – Fri group. Each group works 4 10-hour days Everyone gets a 3-day weekend (except whoever is on call) This may reduce total demand for PTO in the summer 10-hour days are likely to be more productive Use the annual work plan to revisit PTO limits Determine what minimum staffing levels are needed throughout the year The need to be able to allow for PTO can inform the annual work plan Potentially plan for “low power” weeks around holidays 13 13 Organizational Structure & Staffing Observations Workloads have increased over the last 6 years, but operator staffing has not The Lead Operator role is not a supervisory position – but sort of is The Lead Operator’s “span of control” is high at 8 operators The addition of PFAS treatment will only complicate the operation of the water system Some operators do not feel comfortable with rounds because they do not do them often If more operators are hired, doing rounds will become less frequent for each operator This infrequency makes it harder to train new operators, harder for existing operators to retain knowledge, and harder to gain a feel for the system. 14 14 Organizational Structure & Staffing Recommendation Increase staffing by 2 Operators and 1 Lead Operator A 2nd Lead Operator will help reduce span of control, especially as more Operators are added The 2nd Lead Operator should be scheduled opposite the 1st during summer hours, assuming 4x10 work schedules are implemented Given the budget timing and current staff size, aim to fill 2 new positions (1 Lead Operator, 1 Operator) this year 15 15 Organizational Structure & Staffing Recommendation Designate ~6 Operators as Utility Specialists. Limit these operators to Operator II’s and I’s (ideally, I’s). Limit on-call rotations to this group of “Utility Specialists” Will concentrate and amplify experience and knowledge in the mechanical / treatment components of the utility system May require some incentive to entice Operators to be Utility Specialists 16 16 Organizational Structure & Staffing Observations The City recently lost an admin assistant who was assigned 0.4 FTE to DPW DPW has need for administrative / clerical assistance Recommendation Hire an administrative assistant to assist with DPWs administrative needs Ideally, this person would have PW or utility experience This person should be computer literate, able to learn new software packages, and able to read and navigate in a map in GIS Create a binder of SOPs for this person to use to help expand their role This position should start at 0.5 FTE in DPW, but may be adjusted in the future 17 Adam was spending a lot of his time dealing with complaints; the AA would be developing the severity of the issue, service requests, etc. This would be a great use of the AA’s time, especially since Adam is going to do planning. just make sure we articulate this. 17 Organizational Structure & Staffing Observation DPW is using non-ASCE-certified Operators to do some auto repair and maintenance Recommendation Either hire a certified mechanic or sign a service contract with a local vendor Auto repair is not a core function of DPW Having non-certified mechanics work on vehicles likely exposes the City to liability Basic maintenance, such as oil changes or tire rotations are often included free as part of a service contract 18 18 Organizational Structure & Staffing Observations The City’s Parks Master Plan calls for a Parks Director The MP does not provide guidance on role / scope of the Parks Director position It is rare to have a Parks Director without a separate Parks Department or staff Recommendation Stakeholders should collaborate as to the proper role / title / timing of a Parks leadership position Parks Advisory Board, City Council, and City staff should conduct a workshop to identify: Position title and role Timing of hiring Location within the City’s organizational structure 19 Adam was spending a lot of his time dealing with complaints; the AA would be developing the severity of the issue, service requests, etc. This would be a great use of the AA’s time, especially since Adam is going to do planning. just make sure we articulate this. 19 Work Processes Observations The City uses Beehive as an asset management system Beehive appears to be well-implemented, but lacks a Parks module Beehive is neither used as a work order system nor do Operators use it much in the field beyond as a tool for locates/GIS mapping Recommendation Implement Beehive as a full CMMS for DPW Obtain the Parks module and tablets to be issued to Operators in the field Develop Beehive’s capabilities to issue and track work orders Invest in training for staff to learn how to use Beehive properly – write and assign work orders, enter data, search work orders, etc. 20 20 Leadership Training Observations Leadership / supervisory positions are often left to “figure out” how to do the leadership and supervising parts of their jobs Morale is low among operators, some of whom report experiencing high levels of work-related anxiety Recommendation Obtain leadership training for the Director, Assistant Director, and Lead Operator(s) to foster the soft skills necessary for positive morale and conduct within the workplace 21 21 Safety Observation Safety issues were reported that outline a culture that deprioritizes safety over efficiency and productivity Operators are concerned that jobs are assigned with fewer staff than knowledgeable 3rd parties would recommend Recommendation Work to instill and sustain a culture of safety Ensure appropriate staffing for all activities that require multiple operators, specifically for street work, tree trimming, and manhole operations Develop SOPs and guidelines for safety that are mutually agreed upon between operators and management Provide appropriate channels to report unsafe activities or direction that undercuts agreed upon safety practices 22 22 QA 23 & 23 Contact: Brian Kirsch, Ph.D. 919.259.0804 / bkirsch@raftelis.com 24 Thank you! 24