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Home My WebLink AboutAgenda - 9/22/1999 - Finance and Personnel Committee - ' City of McHenry ��-,��-�� r � ., ��N�� `' 333 South Green Stree t McHenry,Illinois 60050-5495 - - y . . �� - .- � � -- - -�_ --� Clerk'sOfficeand FINANCE/PERSONNEL COMMITTEE MEETING Administration (815)363-2100 Wednesday, September 22, 1999 6:30 PM Fax(815)363-2119 City of McHenry Municipal Center Public Works, 333 South Green Street Building and Zoning , (815) 363-2170 Aldermen s Conference Room Fax(815)363-2173 Pazks and AG E N DA Recreation (815)363-2160 Fax(815)363-2173 Police (Non-Emergency) (815)363-2200 �15)363-2149 L. Mayor 1. Three-Year Personnel Projections. Steven J.Cuda City Clerk 2. An and all business that ma ro erl come before the Pamela J.Althoff y y p p y Committee. 1Y�easurer David M.Welter Aldermen WARD 1 J /" William J.Bolger L`� WARD 2 � � Andrew A.Glab �/ WARD 3 /`� � Frank S.McClatchey l WARD 4 Steven C.Murgatroyd WARD 5 William V.Baird 4-' Via Friday Packet September 17, 1999 . �- MEMORANDUM TO: Finance and Personnel Committee FROM: Doug Maxeiner, Assistant City Administrator � J FOR: September 13, 1999 Committee Meeting RE: Organizational Development Plans and Projections At the July 13th Finance and Personnel Committee meeting, staff brought forward requests for the reorganization of three positions within the Parks and Recreation, Public Works and Community Development Departments. At the meeting, the committee directed staff to put together an organizational wide projection of personnel changes needed over the course of the next three years and report back to the committee. Attached,the committee will find a table (Table A) showing the anticipated changes desired for each department, the list of assumptions the departments used in putting together the projections, and a memo from Chief Kostecki explaining his projections. In addition, the original department requests - submitted to the committee last July - have �"' been included to provide detailed fiscal impact information on the three reorganization issues. At this time, staff request the Finance and Personnel Committee to review the attached information and consider the requests for three personnel changes. 1.� ( ( � Table A Projected Personnel Needs -� Fiscal Year (Current Year) � 1999-2000 2000-2001 2001-2002 2001-2002 Total Additions Administration Senior Accountant 1.00 1.00 Total Administration 0.00 1.00 0.00 0.00 1.00 Parks and Recreation Park Forman * 0.00 Maintenance Worker 1.00 1.00 Total Parks and Recreation 0.00 0.00 1.00 0.00 1.00 Public Works Department Assistant Public Works Director ` 0.00 Engineering Inspector 1.00 1.00 Water Operator I 1.00 1.00 Street Maintenance VNorker 1.00 1.00 Total Public Works Department 0.00 2.00 1.00 0.00 3.00 Community Development Department ` ,/ Building Commissioner * �� 0.00 Building/Zoning Inspector 1.00 �` 1.00 � Clerk(Part Time) 0.50 0.50 Total Community Development Departmen 0.00 1.00 0.50 0.00 1.50 Police Department Sergeants 1.00 1.00 2.00 Patrol Officer �3.00 , 3.00 6.00 Community Service Officer 2.00 � 2.00 4.00 School Liaison Officer Z:�d � 2.00 DARE/Crime Prevention C 1.00 1.00 Detectives 1.00 1.00 2.00 Total Police Department 0.00 8.00 8.00 1.00 17.00 Total Organization 0.00 12.00 10.50 1.00 23.50 "Signifies request to reclassify current employees Organizational Development '�-- Three Year Projections General Assumptions: • Diedrich Farm development will occur in some form. • No annexation of substantial existing development. • Growth continues at present rate (150 new housing units per year which correlates to the addition of approximately 429 residents per year). • No new or additional special events/activities. � • Maintain but do not significantly increase service levels. Parks and Recreation Assumptions: • Recreation Center presented through referendum as a stand-alone project including operations and staffing functions. • 15 acre practice field facility will be completed in Fox Ridge • Althoff Park improvements • Beach improvements • Continue to contract out wetlands management and portion of mowing • Additional plantings throughout community `. • Diedrich development will have a tot lot but not a full park Anticipated Personnel Additions: • One additional maintenance worker (1.00 FTE) for mowing and park maintenance Police Department See attached memo from Chief Kostecki Public Works Department Assumptions: • Elevated water tower will be built • East side water main extension/water under river will be completed • Continuation of four year street program Personnel Additions: • Water facilities will require one additional operator(1.00 FTE) to "catch-up" as well as absorb the additional facilities • Any expansion of wastewater treatment plants will require additional � personnel (not included in projections). • Additional snow removal routes will require additional personnel. `� • Create an assistant public works director position (1.00 FTE) to assist in organizational development and focus resources on problem areas (i.e., building and grounds). • Maintain a minimum of one engineering inspector position even if present inspector is promoted to assistant public works director. Community Development Department Assumptions • General assumptions listed above apply (i.e., growth rates continue) • Increase in nuisance complaints Personnel Additions: ` � • Part-time counter person (0.50 FTE) to assist in processing present load and cover peak periods. • Additional building inspector(1.00 FTE). Should growth rates slow, this person could shift to zoning and code enforcement activities. • Create a building commissioner position (1.00 FTE)to assist in organizational development and focus resources on problem areas Administration � Assumptions • Financial reporting demands continue to increase(SSA, investments, debt service, audit, GASB requirements, etc). • Present staff not able to keep up with accounting workload Personnel Additions: • Add one senior accountant(1.00 FTE) to manage accounting system and direct and mentor principal account clerk. � �. MCHENRY POLICE DEPARTMENT MEMORANDUM To: City Administrator Lobaito From: Chief Kostecki Subject: Personnel Planning Date: September 7, 1999 The department needs additional personnel to unprove our ability to serve the community in several important areas. Traffic enforcement, investigations which have increased in complexity as well as quantity,the ever increasing amount of calls for service and citizen expectations fur higher levels of service have taken their toll on the departments resources. The chart attached to this proposal details the increases I suggest and spreads the impact out over the ne�ct three budget years. I have also included several charts that depict the increasing demands on the depa.rtment from calls for service to � juvenile contacts. The patrol division needs an increase in manpower. Since 1996 the number of calls for service responded to by our patrol officers has risen 16%. The included chart shows that this figure has increased in each of the last four years and our expectation is that we will continue to see an increase in requests for assistance from our community. Under the cunent schedule it is common for there to be days where a patrol shift will only be able to field three or four patrol units. The current number of personnel does not allow for vacations, i1L�ess, injuries and training. Without the benefit of a proper study of our calls for service, unallocated officer time and the atiility to predict future increases in demands for service I have to rely on experience to predict what the department needs on each � shift. I recommend that the department be staffed with sufficient personnel so that the minimum number of officers we field is six per watch. This is patrol officers only and does not include supervisory personnel. In order to accomplish this we have to assign ten officers to each of the three watches, a common rule of thumb is that five officers are required to put one officer on the street 24 hours a day. This additional personnel in the patrol division will enabte us to more aggressively engage in Community Oriented Policing. This activity requires a large commitment of time from the patrol officers daily activities. This time needs to be made available to the o�cers. Without expanding the number of officers available to engage in these actiyities our ability to properiy work in this area is limited. Expanding the opportunities for oi�cer training, cross training wfth the investigative division and engaging in special \.- , . , enforcement activities such as a tr�c unit, bicycle and foot patrol would also now be `' possible. The department needs to increase the Investigative Section by two additional investigators. This unit is responsible for follow-up investigations of criminal acts, proactive investigation into ongoina criminal enterprises and the investigation of crimes committed by as well as against juveniles. The size of this unit has remained the same since 1985. My proposal would spread the additional personnel assigned to this unit out over the first two years of this plan. McHenry utilizes a system of Officers in Charge to provide supervisory coverage on days - when Patrol Sergeants are on their regulaz days off, benefit time or ill. Supervisory officers require training in leadership, civil liability hazaxds and the supervision of � � personnel. It is not practical to provide this type of advanced training to officers that may act in a supervisory capacity three or four times a month. In order to correct this the department needs to add two sergeants to the table of organization. This will allow us to schedule our supervisory personnel so that there is no longer a need,under normal c�rcumstances, for a patrol o�cer to work out of rank. �'Vith the exception of an extended leave of absence on the part of a patrol sergeant there will always be a supervisor on duty on each shift. The department currently employs a single community service officer. This is a civilian position that works with the patrol and investigative divisions to free officer time from �- assignments such as taking evidence to the state crime labs, funeral escorts,tra�c direction, motorist assists,parking enforcement and other tasks that do not require the attention of an officer with his higher level of training, experience and salary. If the department was to add four additiona.l CSO positions we would be able to assign one azound the clock to relieve our patrol officers for duties that require their higher level of experience. One of these azeas that we could be more aggressive in addressing is Conununity Policing related issues. This type of activity is very time consuming and the department could use the time freed by utilizing Community Service Officers to engage in these activities. Michael D. Kostecki Chief of Police D:�ty DocumentsWdministrator Projects�Personal Proposal.doc � � Pe�sonnel AAlocati�n Plan � � � � 1999-2000 2000-2001 2001-2002 2002-2003 Chief 1 1 1 1 Lieutenants 2 2 2 2 . Ser eants 5 6 7 7 PatrolOfficers 26 29 32 32 Detectives 2 2 3 4 Administrative Officer 1 1 1 1 � � School Liason 1 3 3 3 D.A.R.E. 8� Crime Prevention 0 0 1 1 N.C.N.T.F. 1 1 1 1 Comm. Serv.Officers. 1 3 � 5 5 See Note Totai Sworn Personnel 39 45 51 52 Note: The School Liason Officers are funded through the COPS in Schoois Grant for all of Fy 2000 - 2001 and part of FY 2001-2002 �. _ \.- '� IIIIcHENRY POL.�C� �EP�Co �1'�I��' � - . CALLS FOR SERVICE 1 g9'I - 1998 - � 1991 1992 1993 1994 1995 1996 1997 1998 1999 Change Change 91-98 97-98 Calis for Service 9,583 9,928 10,459 10,606 10,886 10,713 11,520 12,311 13,500 28% 7% Index Crimes 456 499 539 524 480 5% -8% Investigations 156 174 143 207 * Figures for 1999 are projections based on activity to date C�OIS �O�' ��1"�/IC� 14,000 12,000 ; � ��,- �� ' 10,000 � , ,�� -�` � R '` ,�,�,. �- - � �� {,��y �,�' �; �7� � �: 4 � �� R �� d, �N�,jj'�� 4_}�. "'� f-�f§K ��#��'�/,}� .'3 o V,OOO r,-,�� ,;..n�.!�� f1�,.�� Y.JW�,� y C =�'�� M�� qfia �,'.��w�� t'"t L.: ��4' , '� �' :�'wJ.q� •� LN F.�� "L'n' i .'n '�. . 21} . .. � ! � t� Y/ ��' -q7:��iV �n �"�. ! . yJ�'.,_� �` �` '�„: n �c 6,000 #�,�= �� a : ., . � ; ;_�a�- G �� f� � � �,1.' s, a ,� �� *., t . _ � a.. fj2�i ti�. ;�� ! �-..Ks'� Z � 000 ;'�.��. 3�� A�'�, }�� , ` �4 ��f a: c � � �� 2: t ` �y y�� ,�s :, , � �r � t� �q j' � �' � f: ;�w� : F h .!� ?�4t�; a�j1x l -`�� Y 2,000 ��,, , � ,_ ,�,� �t ��, ,,�' �Y �< u �� '�` � �;�i� � �� .`� ��>�3� f.�°' '�.x '�«�r }�� 1991 1992 �993 1994 7995 1996 1997 1998 1999 Year .� MEMORANDUM To: John A. Lobaito, City Administrator From: Peter J. Merkel, Director, Parks & Recreation Date: July 9, 1999 Subject: Park Maintenance Sta�ng Recommendation & Reorganization As the Committee will recall, in 1995 the Parks Maintenance Division was merged with the Public Works Department. At that time, the job title for the Superintendent of Park Maintenance was changed to Foreman, but there was rio change in salary. In 1996, the Parks Maintenance Division was segregated from Public Works and restored to its original structure; however, the job title was never changed back to Superintendent. It is recommended this change occur in anticipation of hiring a replacement for retired Bill Oeffling. This position would be the same pay grade classification as the Water, Wastewater, and Street Superintendent. (Grade 11). � I would also recommend the promotion of Bob Combs to the Park Foreman (formerly Assistant Superintendent) position that was detailed in the Park Mowing and Maintenance recommendation. This document on the reorganization of the Park Maintenance Division was distributed to the City Council in January 1999. This reorganization of the Park Maintenance Division would put the administrative structure back in place that existed prior to the consolidation of this department with the Public Works Department in 1995. This exempt position would be a Grade 10 classification, the same as the foreman positions in the Street Division. This position is necessary to provide leadership and supervision to the full time and part time seasonal staff. There should be minimal iripact � �� on the budget with this position because we will not be playing the overtime on weekends and evenings that we incur during the year. As a seven-day per week operation for the better part of seven months, we have been paying significant number of overtime hours. I feel that these proposed staff changes will allow us to increase the maintenance level in our parks and the change in supervisory staff will be an asset in our future park planning and developr;�ant efforts. If you have any further questions regarding this recommendation, please contact me at my office. � mmg � �� . . ORGANIZATI� �AL CHART ( � Mayor City� • Council City , � Administrator D:rector of Park Parks 8z Recreation Committee Recreation Program Athletic Program Departmental Park Mainteaance (1) Su ervisor Su ervisor Secreta Su erintendent Part-Time Part-Time Regular Part-Time Program Instructors Program Instructors Office Staff Park Foreman (i) VoIunteers Voianteers � Summer Part-Time Full-Time (3) Office Staff Park Maintenance Em lo ees ascs�o�yCnuc . Part-Time Seasonal Employees Summer Em !o ees � , -� � ' �' � � �.�1 1 � MAYOR '"ITY COUNCIL � , � � � � � � � � .�:.�CITY AD ISTRA'rOR � PARK COMMITTEE � � � � , . � � . � , � . DIRECTOR OF PARKS 8t RECREATION --------------------- � I � � I . RECREATION PROGRAM ATHLET C PROGRAM DEPARTME TAL SECRETARY PARK MAfI�ITENANCE SLIPERVISOR SLIPERVISOR SIIPERVISOR �1) PART-TIME PA T-TIME � PART-TlME FLILL-TIME � . PROGRAM INSTRIICTORS PROGRAM INSTRLICTORS OFFICE STAFF PARK MAINTENANCE ! y VOLUNTEERS VOLLiNTEERS EMPLOYEES ' PART-TI M E . � SEASONAL EMPLOYEES ' SUMMER EMPLOYEES 10B T[TLE: Superintendent, Parks Maintenance `- DEPARTMENT: Parks � Recreation DIVISION: Park Maintenance FLSA CLASS: Regular Full Time Exempt REPORTS TO: Director of Parks 8t Recreation WAGE GRADE: 1 l TOB 5,,�,1MMARY The Park Maintenance Superintendent �vorks under the direction of the Parks and Recreation Director. Responsible for the planning, organization and supervision of the Park Maintenance Department, to include parks, buildings, swimming pool and beaches, athletic faciiities and natural areas. � � TOB DUTIES 8t RESPONSIBILI"CiES ]. Pian, organize, schedufe and supervise a(l fu(l and part time personnel in the Park - Maintenance Division. . 2. � Prepares preventative maintenance program and evaluates park sites and facilities for necessary projects. 3. Compi(es and submits reports, time sheets, empioyee evaluations and other administrative matters as directed that pertain to the maintenance function. 4. Responsib[e for maintaining.safe working conditions in a11 job assignments and �.- training a[1 employees in proper handling of equipment and vehicles. � � �. Maintains knowledge of federal, state and (oca( rules and reguiations regarding work � procedures and guideiines. 6. Assists the Parks and Recreation Director in the planning and budgeting for park maintenance projects, equipment and staffing. � 7. Works with the Parks and Recreation Director and consultants regarding maintenance concerns in new park devetopments and facilities. 8. Responsible for purchasing supplies and equipment as budgeted. 9. Coordinate and communicate with other City Departments and community groups in the use of park facilities for special event programs and activities. 10B REC?UIREMENTS 1. Park Maintenance Superintendent works a minimum of 40 hours per week with ongoing responsibi(ities that may necessitate extended hours. 2. Requires a valid and maintained Illinois Driver's License, classification "CDL" or able to acquire CDL license within 30 days of emp(oyment. 3. Abi(ity to communicate with the general public on a friendly and courteous manner. 4. The ability to meet the physical reQuirements of the job. � � MINIMUM O_LaALIFICAI'L(�� 1. B.A. or B.S. in Park Management, Resource Management, Forestry or related �.. field. An equivalent combination of experience and education may substitute for education. Five years supervisory experience in a municipal, corporate or Iandscape maintenance position. � ]OB TITLE: Park Foreman `,,,, DEPARTMENT: Parks 8t Recreation WAGE CATEGORY: Full-Time Exempt WAGE GRADE: l0 - Step 8 (Proposed to begin May 1, 1999) lOB SIIMMARY The Park Foremen works under the direct supervision of the Park Maintenance Superintendent. Responsible for the general maintenance of all grounds, buildings and related park areas. Assumes the duties and responsibilities of the Park Superintendent in his absence. 70B DUTIES � RESPO�ISIBILITIES 1. Supervise staff and assists in performing various tasks retating to Parks 8�C Recreation facility maintenance. � 2. Assists in assigning personnel to different job duties'and projects. 3. � Follows up on work assignments to assure proper accomplishment of each job. 4. Helps prepare preventative maintenance programs for facilities and equipment. 5. Assists and Parks and Recreation Director in.preparing bid specifications for landscape improvements, tree planting and turf development. 6. Assists in the development of a natural resource maintenance plan for parks and � public properties. � � 7. Work with community groups and agencies on park related projects and programs. TOB REC?UIREMENTS l . Ability to operate a variety of park maintenance equipment. 2. Abi[ity to communicate with general public in a fr�end[y and courteous manner. 3. The ability to meet the physical requirements of the position. 4. Management skills in the supervision and direction of staff. 5. Knowledge of general practices in the care of natural resources. MINIMUM QUALIFICATIONS � 1 . Minimum five years supervisory experience in a municipat or landscape contracting business or Associates Degree in Resource Management, Forestry, Environmental Sciences or related program. 2. A valid lllinois Commercial Driver's License. /employee/jdfore . s � AGENDA SUPPLEMENT �� FINANCE COMMITTEE � JULY 13, 1999 i I TO: Mayor and City ouncil FROM: Fred Batt SUBJECT: Personnel During budget discussions staff suggested certain changes regarding key personnel having lost a large number of persons to other employers. One of the changes suggested was to create the position of Assistant Director of Public Works and promote Dan Marcinko to the position. Taking this action would create a void in his present position that at this time would be left vacant until the next budget year. Until that time Dan would have to fulfill most of the requirements of his present position as well as working into the new position. In effect he has been doing some of the items listed in the attached Job Description in anticipation of its approval. � Public Works Administration needs to be expanded. It is the smallest administrative group that I am aware of in a community of our size. The expansion can be done over a period of time with the end result being a Director that administers the Department, taking the lead role in planning and organizing the various department activities in accordance with the City's budget. He would do far less "hands on" activities than is the case at present. The Assistant Director would take an active"holds on"role and would supervise at least two subordinates who are Engineering Inspectors. In addition,the Assistant would directly supervise the operations of the Building and Grounds Division. Also, the Assistant Director would actively coordinate the preparation of the Department Budget, . , supervise the implementation of the capital budget, provide minor engineering for all divisions as � required and be responsible for development and implementation of a Department Training Program. The position would be salaried in Pay Grade 11, which is the same as Division Superintendents. A complete Job Description is attached for review and comment. Marcinko's past two year's earnings are $43,663 and $47,835 for 1998 and 1997 respectively. A pay scale matrix is also included for your use. FCB:ch Attachments � . JOB TITLE Assistant Director of Public Works • DEPARTNIENT: Public Works � REPORTS TO: Director of Public Works � WAGE CATEGORY: Regular Full Time Non-exempt WAGE GP.ADE: 11 ($42389-$55775) JOB SUMMARY: � The Assistant Director of Public Works works under the supervision of the Director of Public Works and will assist in the general management of three departmental divisions; Streets, Water and Wastewater. The ADPW will also be responsible for the direct supervision of the Building and Grounds division. The ADPW will have proven _ engineering skills, a participatory and collaborative style, solid management skills, strong values and commitment to excellence. The ADPW will assist in municipal budgeting, bidding procedures and have the ability to problem solve in both field activities and the office environment with strong written and oral communication skills. Preferred qualifications are a Bachelors degree in Civil engineering, Construction Technology or Public Administration with at least five years of municipal experience. JOS DUTIES AND RESPONSISILITIES: l. Assist in the management and operations of assigned public works functions. �"' 2. Directly supervises the Building and Grounds Division. � 3. Preparation of various contracts documents for the City's capital improvement pro�-am. 4. Assists in the planning, development and control of the departmental budget. 5. Is capable of providing minor engineering and design layouts for small projects. 6. � Excels in the ability to provide excellent customer service. 7. Have the necessary communication skills for the position. 8. Responsible for Departmental Training including job safety, operator certification and working skills improvement. 9. May perform the duties and responsibilities of the Director of Public Works when assigned. 10. Is responsible for the preparation of Departmental Activity Reports. 11. Other duties as assigned. � , JOB REOIIIREMENTS: �, l. Has a working knowledge of and the ability to apply principles of management in activities of the Public Works Department. 2. The ability to express ideas clearly in both oral and written communications. 3. The ability to understand both oral and written communications. � 4. The ability to operate with s!:ill computer spread sheet programs. 5. The ability to train personnel in new job skills. 6. Knowledgeable of proper construction techniques relative to public improvements �in municipal subdivisions. 7. Ability to administer a collective bargaining agreement and the City's Personnel Policy. . MINIMUM REQUIREMENTS: 1. B.S. in enaineering or a related field. A combination of experience and � specialized training may be substituted for education. 2. A demonstrated ability to manage, supervise, and evaluate the work performance of others. 3. Knowledge of street, drainage, and sewer maintenance construction techniques, equipment and materials. 4. The ability to administer State Motor Fuel Tax Programs. 5. The ability to work independently and with minimal supervision. 6. A demonstrated ability to courteously and tactfully deal with the general public, developers and contractors. 7. A valid Illinois driver's license. � ^ ( � -- � . ( h � . � � IS'�1 PUBLIC WORKS ORGANIZATIONAL CHART . Public Works Director Fredric C.Batt • CitV Hall Staff Bulidinqs&Grounds Carol Holian(Department Secretary) John Harrison Daniel J.Marcinko(Engineering Inspector) Janice Williams Street Superintendent Water Superintendent Wastewater Superintendent Rich Stull Jon Schmitt Gene Hester Nancv Lorch(clerkl Labor Foremen Water Operators Asst Superintendent Andrew Lechner Michael Reid Paul Rogers Patrick Gomiak Michael Paimer William Cunninaham PlantOperators Maintenance Workers AI Kurz Dan Duffv Gary Mertz Brian Foley vacant Gary Gilpin Dale Moil Bob Holmstrom Tom Spaeth Sam Burrafato Jack Proesel Rob Dickman ' David HufF David Christopher William Regner Stove Wiroh Clay Cooper John Kuhl Jim Barcal vacant Vehicle Mechanics Matt Rogers Mike Owsley � 7/9/99 ( , ( ' � PUBLIC WORKS ORGANIZATIONAL CHART Pub�{c Works birector Fredric C.Batt Citv Hall Statt Carol Holian(secretary) Asststant Director Daniel J.Marclnko ' "' Buildlnps&Grounds � John Harrison I acaM(EhQinoorina Ihsaectoi) 1 Janice Wllliams ' / � ^ _� �� v Street Superintendent Wnter Suaerintendent Wastewater Suaerintendent Rich Stull Jon Schmitt Gene Hester ' NancV Lorch(clerk) Labor Foremen Water Operators Asst Superintendent Andrew Lechner Michael Reid Paul Roflers Patdck Gomiak � Michael Palmer Willlam Cunninaham Plarrt Operators Maintenance Workers AI Kurz Dan DuffV Gary Mertz Bdan Foley vacant Gary Gi1pin . Dale Moll Bob Holmstrom Tom Spaeth Sam Burrafato Jack Proesel Rob Dickman David Huff David Christopher � Wiiliam Regner Steve Wirch C�ay Cooper � John Kuhl Jim Barcal varaM • Vehicle Mechanics Matt Rogers _ ' -- Mike Ouvsley �`'�,,:. PROPOSED �+' ..�:��- ( � � ( � Ciiy of McHenry � . Salary Mafirix for Non-Union Employees Effective May 1, 1999 � Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 1 20,525 21,418 22,309 23,201 24,094 24,985 25,877 26,769 27,661 28,557 2 21,492 22,376 23,259 24,143 25,028 25,912 26,795 27,679 28,563 29,450 . 3 22,534 � 23,402 24,270 25,138 26,005 26,874 27,742 28,609 29,478 30,341 4 23,575 24,425 25,276 26,127 26,978 27,828 28,679 29,530 30,380 31,234 5 � 24,541 25,384 26,228 27,070 27,913 28,755 29,598 30,442 31,283 32,126 6 25,880 27,018 28,154 29,292 30,429 � 31,567 32,705 33,842 34,979 36,113 7 28,111 29,251 30,391 31,531 32,671 33,810 34,949 36,089- 37,229 38,373 8 29,895 31,136 32,376 33,615 34,856 36,096 37,337 38,576 39,816 41,052 9 31,679 33,019 34,356 35,696 37,033 38,372 39,710 41,049 42,387 43,728 10 37,034 38,448 39,859 41,272 42,685 44,098 45,510 46,923 48,336 49,750 '��11 42,389 43,877 45,363 46,850 48,337 49,823 51,310 52,798 54,284 55,775 '12 44,170 45,739 47,308 48,877 50,446 52,0 53,584 55,153 56,723 58,288 13 47,074 48,345 49,618 'S0,889 52,162 53,434 54,706 55,979 57,250 58,522 14 49,976 51,680 53,385 �55,090 56,795 58,500 60,205 61,910 63,615 65,319 � ; ' � MEMORANDUM Community Development Department TO: Finance Committee City Administrator FROM: Joseph P. Napolitano, Director, Community Development`- c DATE: July 7, 1999 RE: Proposed Organizational Change in Community Development Department- Building Commissioner During discussions on the FY 1999-2000 budget, I proposed an organizational change in the Community Development Dept., specifically, the introduction of a Building Commissioner, Building plan review and inspection is a major function of the Department. With the voiume of permits issued and the proposed update to the 1996 Building Codes, I believe it is important to now consider creating a Building Commissioner position. Reporting to the Director, the Building Commissioner would be responsible for the enforcement and compliance with the City's Building and Zoning Codes. Plan revievrs and inspection services � would fall under the supervision of the Building Commissioner. The Building Commissioner would be responsible for ensuring that new construction, additions, alterations, and related system installations are in conformance with City codes and ordinances. Other nearby communities with Building Commissioners include Huntley, Lake in the Hills, Lake Zurich, Libertyville, and Mundelein. A proposed job description is attached, along with an organizational chart for this proposed change. I would suggest that this be a new position, and that there still be two Building Inspector positions. I am not suggesting that a second Building Inspector be hired at this time, but believe that continued growth in the City might necessitate the need for a second inspector at some future date. A change in pay grade for this position would be appropriate, from the current Grade 9 to Grade 10, which would allow some opportunity for salary ' � advancement. Building Inspector Ryan Schwalenberg is the logical choice for Building Commissioner. Ryan has been with the City for over 14 years and has axtensive knowledge of building codes, construction materials, methods and techniques. He has taken a lead role in compiling and managing floodplain information for the City, has played a large part in obtaining data for the recent CRS/ISO study, and has worked on gathering census data for the upcoming census. In addition, Ryan is a tremendous resource for City history. Even if designated as Building Commissioner, Ryan would still perform plan reviews and building inspections. I strongly support this proposal. Ryan is a valuable asset to the City. Because he has �eached the top of his pay grade, there are fewer incentives available to make his current � position attractive. This change would provide him with additional responsibilities that he is ready to handle, along with the opportunity for future step increases in pay. �" COMMUNITY DEVELOPMENT DEPARTMENT �. Current Organizational Structure DIRECTOR BUILDING BUILDING CODc COMP. CITY PLANNER INSPECTOR INSPECTOR INSPECTOR � � DEPARTMENT• SECRETARY RECEPTIONIST JUNIOR CLERK Part Time � ! `-- COMMUNITY DEVELOPMENT DEPARTMENT � Proposed Organizational Structure .. - — DIRECTOR BUILDING C�TY PLANNER COMMISSIONER i _J__ �r===— —__=� t BUILDING �i BUILDING �� CODE COMP. INSPECTOR q INSPECTOR �� INSPECTOR 4 future position �� _____�—=='� � .� DEPARTMENTAL SECRETARY RECEPTIONIST JUNIOR CLERK Pa�t Time � �.. Department: Community Development Position: Building Commissioner FLSA Class: Regular Full-Time Exempt Pay Grade: 10 � Reports fo: Community Development Director Approved: JOB SUMMARY Under the supervision of the Community Development Director, responsible for � � overseeing and coordinating the City's building plan review and inspection services. This position is responsible for the review of construction documents for compliance with City codes and ordinances, and directing the inspection and approval of building construction, alterations and related system installations in conformance with prescribed standards. Supervises the building inspector(s) and ensures that all building and inspection functions are being carried out in a � safe and efficient manner. ILLUSTRATIVE EXAMPLES OF WORK � • Supervises and reviews work of inspection staff involved with building, plumbing, electrical, and mechanical inspections, including the work of subcontracted inspectors. • Reviews building plans for conformance with relevant codes, ordinances and technical construction requirements, including but not limited to the BOCA Building Code, BOCA Fire Prevention Code, CABO One & Two Family Dwelling Code, Illinois State Plumbing Code, National Electric Code, BOCA Mechanical Code, Illinois Accessibility Code and the City Zoning Ordinance. � � • Issues permits and conducts related permit administration activities, such as maintaining records and files regarding inspections and violations, and . calculating permit fees. • PerForms field inspections of footings, foundations, framing, and other construction for compliance with building and zoning codes. Said inspections are done at various stages during construction. • Communicates with developers, architects, engineers, property owners and other interested pa�ties on code and ordinance regulations, identifies nonconformities with plans and construction activities and recommends �, corrective action. J � • Reviews new trends in building materials and methods, and prepares and recommends changes to building related codes and ordinances. • Investigates complaints relative to building related codes, issues citations for building violations, stop work orders and other enforcement duties as required. Maintains supporting documentation for code and ordinance violations. • Ensures that building inspection duties are perFormed in a manner that fol(ows proper safety practices. • Promotes and maintains responsive community relations. • In concert with the Community Development Director, assists in the preparation of an annual budget. •. Performs related work as required. QUALIFICATIONS • High school diploma or equivalent with emphasis on building trades; Bachelor's Degree in,architecture or construction technology preferred; or an �-- equivalent combination of education and work experience. • Minimum five years experience in building construction trades as a superintendent or foreman, or in municipal inspection services. • Thorough knowledge of construction methods and materials, techniques of code enforcement, and inspection methods. • Considerable knowledge of possible defects and flaws in building construction and effective corrective measures. � � • Ability to tactfully and strictly enforce codes and ordinances and resolve code enforcement problems. • Ability to supervise and train coworkers and to provide interpretation regarding the application of policies, procedures and standards to specific situations. • Ability to establish and maintain effective working relationships with associates, elected officials, private corporations, co-workers and the general public. � updated 7/99 . Proposed Personnel Adjustment �" July 1999 Community Development ➢ Propose creating the position of Building Commissioner(Grade 10) ➢ Propose moving Ryan Schwalenberg from Building Inspector to Building Commissioner ➢ Leave Building Inspector position(vacated by Ryan Schwalenberg) vacant for time being to be reviewed at a later date Fiscal Impact: Ryan Schwalenberg's gross pay in Fiscal Year 1998-99 totaled $46,733 (includes overtime of$1,088) at a grade 9, step 10 position. Moving Ryan to a grade 10, step 9 would provide a base salary of$48,336 without the possibility of earning overtime. The move would result in an overall increase of approximately $1,600 (3.4%) assuming the vacant Building Inspector position remains vacant. �. Parks and Recreation ➢ Propose creating the position of Superintendent of Park Maintenance (Grade 11) ➢ Propose moving Bob Combs from Park Maintenance Worker(Union 6/10)to an exempt position of Park Maintenance Foreman (Grade 10, Step 3). ➢ If an internal candidate is selected for the position of Superintendent of Park Maintenance, would propose filling the subsequent vacancy for a Park Maintenance Worker (6/10) created by the promotion. Fiscal Impact: The creation of the Park Maintenance Superintendent would result in a salary range of$42,389 - $55,775. This salary would compare to Bill Oefflings final salary of$52,490 prior to retirement. Bob Combs gross pay in Fiscal Year 1998-99 totaled $37,663 (includes overtime of$1,724) at a grade 6, step 10 position. Moving Bob to an exempt grade 10, step 3 would provide a base salary of$39,859 without the possibility of earning � overtime. The move would result in an overall increase of approximately $2,200 (5.8°o). However, it should be noted that the present wage rate for Bob Combs is �- based on the 1998-99 wage rate specified by the union contract pending settlement of a new collective bargaining agreement. Assuming an increase of 4.5% for the Teamsters bargaining unit,the increase would actually be approximately $500, a 1.3% increase. In addition,the starting salary for a park maintenance worker would amount to approximately $26,000 should an internal prom otion require hiring a replacement. Public Works ➢ Propose creating the position of Assistant Director of Public Works (Grade 11). ➢ Propose appointing Dan Marcinko to the position of Assistant Director of Public Works (Grade 11, Step 6). Fiscal Impact: Dan Marcinko's gross pay in fiscal year 1998-99 totaled $47,208 including $2,148 for overtime. Moving Dan to a grade 11, step 6 would provide a base salary of$49,823 without the possibility of earning overtime pay. This salary, an increase of$2,615, represents a 5.5% increase over gross pay earned in 1998-99. `" However, approximately 18 percent of Dan's salary is paid from the Retained Personnel account. Consequently,the impact on the City would total approximately $2,150 after accounting for retained personnel. � �. MEMORANDUM TO: Finance and Personnel Committee FROM: Doug Maxeiner,Assistant City Administrator FOR: September 13, 1999 Committee Meeting RE: Anticipated Request for Senior Accountant As part of the discussion on the anticipated personnel needs for the coming three years, I am requesting the addition of a senior accountant to the administration staff. The events of the past several months have highlighted the urgency of moving in this direction. Over the course of the last decade, the demands placed on the principal account clerk position have seen tremendous growth. For example, GASB (Governmental Accounting Standards Board) is continually issuing new pronouncements that challenge governmental accountants to find ways to comply with the standards. The addition of a multitude of new funds and funding mechanisms, such as the Special Service Area, also �—° require additional time commitments to accurately track the City's financial resources. By January 1, 2000,the City is required to complete an investment policy which will, in all probability, increase the demand on the accountant to track investments in a variety of investment vehicles. In short,the demands placed upon the principal account clerk are growing resulting in a heavier reliance on the City's auditing firm to make up for shortcomings in staff and staffing levels. While the issue would certainly seem less pressing, I am confident that the request would still be necessary even if the prior principal account clerk - a fifteen-year employee with a excellent record -had not left the City. , Consequently, I am proposing the addition of a senior accountant to the staf£ This position, reporting to the Assistant City Administrator, would require someone with a successful record in governmental accounting. The position would be responsible for assessing and modifying the present accounting system,providing timely debt service monitoring, providing timely feedback on requests for information, maintaining the pension and investments systems, and maintaining daily accounting records including reconciliation of accounts and fund balances. I am confident that the existing principal account clerk will respond well to the mentoring provided by an experienced governmental accountant. .v�