05/17/2010-CC-Agenda Packet-Work SessionAGENDA
CITY COUNCIL WORK SESSION
MONDAY1 MAY 179 2010
6*00 PM
502 ELM STREET
1. Call Meeting to Order.
2. Discussion of Personnel Projection for 2011 Through 2016
3. Overview of Items on Regular Agenda.
4. Adjournment.
I, the undersigned authority, do hereby certify that this Notice of Meeting was posted on the
bulletin board, at the City Hall of the City of Sanger, Texas, a place convenient and readily
accessible to the general public at all times, and said notice was posted on the following date
and time: 2if '� . ,�? /C „ —at dC .' &7 km. and shall remain
posted unfil in
Tami Taber,
City of Sang(
This notice
adjourned. r_ S A�r',�,�r1�r
board on
This facility is wheelchair accessible and accessible parl�ing spaces are available. Requests for
accommodations or interpretive services must be made 48 hours prior to this meeting. Please contact
the City Secretary's office at (940) 458-7930 for further information.
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City of Sanger, Texas
Personnel Projection for 2011 through 2016
Prepared By: Mike Brice, City Manager
Date: May 17, 2010
Purpose of Report:
This document will discuss in detail the City's projected human resource needs over the next five years.
It is important to note that these projections can and will be influenced by many factors and will
certainly change over time. The purpose of this document is to provide a plan for future personnel and
to prioritize personnel needs. Having a plan that takes a holistic look at the needs of the entire City is
much more efficient than just looking at individual departments. Indeed, every department head will
tell you that their department needs more people. The question becomes, which positions are the
priority. Prioritization is more complicated that simply ranking the different positions as is discussed
later in the report. Further, having a plan that looks at needs over a range of years provides a much
better planning tool than just reviewing requests for additional employees each year during the budget
process. Finally, this report is intended to be strategic in nature and scope in providing future staffing
guidance.
Decreases in revenues, combined with a slowdown ingrowth, have caused us to eliminate several open
positions from the budget. Further, some budgeted positions remain unfilled for the same reasons. Our
goal has been to be proactive in addressing budget concerns without impacting service levels. To date
we have been successful in fulfilling that goal. However, we are now operating with a very lean
workforce. As the economy recovers we will need to add these positions back into the budget. As we
grow, we will also need additional positions to sustain the service levels now enjoyed by our citizens.
Positions eliminated and defunded in the last two years:
Economic Development Director
Customer Service Tech.
Two Utility Workers in Water
Wastewater Plant Operator
Electric Lineman
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Positions Currently Open:
Assistant to the city Manager —Not to be filled at this time. Convert to Human Resources
Director in the Future.
Park Maintenance Worker — Not to be filled at this time.
Mechanic — Not being filled at this time.
Payroll/Accounting Tech. — The Administration Department have assumed payroll duties.
Cheryl Estes CPA and the City Manager are handling finance and accounting. Ms. Estes is
working on a part time/hourly basis. Plans are to hire a full time Finance Director in the future.
Currently one full time position in both Streets and Water is filled with a temporary worker.
Counting positions that have been eliminated or left open we have reduced our workforce by 15% over
the last two years. It is anticipated that as the economy improves and construction picks back up, that
all of the positions above will need to be filled and re -funded at some point with the exception of the
Wastewater Plant Operator.
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Discussion of factors affecting new positions:
Obviously revenue is the major factor affecting when these positions can be filled. On the Enterprise
Fund side an increase in construction will lead to an increase in revenues which will provide funding for
those positions. However, it should be noted that a $50,000 increase in electric revenue does not
correlate into $50,000 that can be used for hiring another lineman. The bulk of that increase will be
offset by having to purchase the electric for resale and other operating costs. The actual increase when
expenses are deducted might be in the $4000 range. The same is true to a lesser degree with water.
On the General Fund side, increases in sales tax and property tax revenue, as well as other revenue
streams, will be needed to fund these new positions. We should see these revenues begin to increase
as the economy strengthens and construction rebounds. However, as shown later, the bulk of the new
positions will be funded through the General Fund.
Another factor would be new State or Federal mandates that would require additional personnel to
meet the new requirements. Yet another factor would be different priorities by the Council on what
positions they would want to fund. Succession is another important factor as you will see below. We
must ensure that we have continuity of operations if someone leaves. There are a myriad of other
factors that can increase or decrease the need for a certain position. As with any planning document, it
is important to keep in mind that priorities will change over time.
Discussion of new positions and priorities:
Fire/EMS: We currently have 1 full time firefighter paramedic and 1 part time paramedic or EMT on
each 24 hour shift. David works 9-6 on the weekdays he is not at Lewisville. When he is at Lewisville,
we have another part time person help cover the day shift. At night and on the weekend, we use
volunteers to cover the third position on the shift. However, it is becoming harder to find volunteers
willing to fill those shifts. We have applied for a FEMA grant to hire six additional firefighters. If
awarded, the Grant would pay the majority of their salaries for the next two years. We would then be
required to fund their entire salaries in year three and beyond. This would give us 34 people on each
shift, augmented by part time and volunteers. It would also reduce our dependence on part time and
volunteers. If the Grant is not awarded, we will need to start funding these positions and add them
incrementally over time.
At some point in the future providing administration for the fire department will require that we fill the
Fire Chiefs position full time. 1 anticipate this need in the next 5-10 years. However, if David were to
leave before that time, we would probably want to look at filling it then.
Parks, Water and Electric: These positions will have to be filled based on workload. As the parks
continue to expand we will need to hire sufficient personnel to maintain them. I anticipate that the
parks department will be one of the fastest growing departments over the next decade due to the
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expansion of our parks and recreation system. When building picks up again we will need to hire
additional personnel in both Water and Electric to keep up with installation and service demand.
Due to the circumstances surrounding the positions above, they have not been included in the ranking
of priorities. Following is an explanation of why the other positions have been prioritized the way they
have.
Priority 1—Finance Director: As we discussed in an earlier workshop, we need to hire a full time
finance director. This person would be a CPA with experience in municipal government finance. This
person would oversee City finances and investments, be involved in budgeting and oversee the data
processing department. Hiring a finance director would also free up some of mine and Tami's time and
allow us to make hiring a Human Resources Director and Economic Development Director lower
priorities. I anticipate filling this position in the 2011 budget. Much of the cost of this position would be
absorbed by the salary of the accounting tech. position that is open and the current costs for CPA
services.
Priority 2 —Assistant Librarian: Vicky is doing an outstanding job at the Library and it runs very well
under her leadership. However, Vicky will not be with us forever and will someday decide to retire.
While the other Library staffers all do a good job, they do not have the required education and expertise
to serve as head librarian. I believe that we need to bring someone on before Vicky leaves to ensure
continuity of operations and to make sure that they are a good fit. I anticipate filling this position in the
2012 budget.
Priority 3 —Heavy Equipment Operator, Streets: Currently parks and streets work closely together on
larger street projects. As Parks responsibilities increase, Park personnel will be available less to assist
with streets. This means that we will need to add an additional position in Streets. This is especially
important as we ramp up street repairs and rehabilitation in the future. I anticipate filling this position
in2012or2013.
Note: If the Grant for the six firefighters is awarded this year we would have to start fully funding those
positions in 2013. If grant funding is not awarded, we need to plan to add three firefighter positions in
2013. Therefore, no other positions are slated for funding in the 2013 budget year.
Priority 4 —Police Sergeant: The police department's current organization is very flat. Currently, the
only supervisors are the Chief and one Sergeant. This proposal is to add a second Sergeant's position.
This will give us a supervisor on each of the three shifts. It will also give us another officer on patrol. I
anticipate filling this position in 2014.
Priority 5 —Police Officer of Undetermined Rank: As mentioned before, the Police Department is a flat
organization. Both of the current supervisors are at or near eligibility for retirement. Ta ensure
continuity of operations, we need to have experienced supervisors in place before the current ones
retire. What rank this new position would be can be determined at a later date. I anticipate filling this
position in 2015 or 2016.
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Note: If we still have not received grant funding for the firefighter positions, we will need to look at
adding three more positions in 2015 or 2016.
Priority 6 —Human Resources Director: Currently Human resource duties are handled by the City
Secretary, City Manager and our Administrative Assistant. At some point workload will require that we
fill the Human Resource position with a full time person. However, I do not believe that this will be
necessary in the near future and do not anticipate filling the position until 2016 or later.
Priority 7 —Economic Development Director: Economic Development is an important function in any
City. However, it is not currently a full time venture in Sanger. As the City grows it will be necessary fill
this position full time. When it is filled, I believe that it should be funded by the 4A and 4B boards and
not with general fund revenues. Therefore, I have not included it in the cost calculations. At this time, I
Jo not see a need to fill this position now or in the near future.
Projected Hirine by Year
As Needed
2011
2012
2013
2014
2015-2016
later
Parks Maint.
Finance
Asst. librarian
3 Firefighters'
Police
3 Firefighters'
H.R. Director
Water Maint.
Director
Sergeant
FT Fire Chief
Elect. Lineman
Heavy Equip.
Police Officer
E.D. Director
6 Firefighters'
Operator
$141,250
$87,500
$88,400
$150,000
$57,220
1 $207,220
$196,250
Note 1: If grant is received 6 firefighters would be hired in 2011. If not 3 would be hired in both 2013 and 2U1S
Note: These numbers are at today's incumbent salaries and include benefits and taxes. They do not
include secondary costs such as training, uniforms, and equipment.
Cost: As mentioned earlier, the primary factor in filling any current open positions or new ones is having
the revenue to pay for them. I believe that revenues next year will be at or below this year, especially
on the General Fund side. Hopefully, revenues will begin to grow again after that, although I don't
expect to see growth like we have enjoyed in the past. As you can see below, the bulk of the positions
mentioned here are funded in the General Fund. To fund all of the positions called for would require
General Fund revenues to grow by more than 25% by 2016. In the current economic climate it is
imprudent to fill positions based on anticipated revenue increases. Therefore, positions will only be
filled after we are relatively comfortable that revenue growth is sustainable.
Cost of filling positions that are currently open and new positions anticipated.
General Fund: $636,590 Enterprise Fund: $197,500 4A/46: $93,750 Total: $927,840
Review:
This report will be reviewed and revised during the annual budget process each year.
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Summary:
Over the past two years we have mostly dealt with revenue shortfalls by not filling open positions.
Positions have been left open in almost every department other than public safety. We have been able
to leave these positions open and not affect service levels primarily due to a dramatic decrease in new
construction. As new construction rebounds and service demands increase these positions will have to
be refilled and new positions added.
This document outlines what positions are anticipated to be needed over the next five years and when it
is anticipated that those positions will need to be filled. It is important to state once again that filling
these positions is dependent on many factors, the most important being sustainable revenue increases.
Factors may also affect how the positions are prioritized and priorities may change in the future.
This document provides a long term blueprint for future personnel needs. It will be used as a planning
tool and guide in future budget preparation. It also provides insight to the Council and other interested
parties into the City's current and future staffing needs.
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City of sanger, Texas
Personnel Projection
for 2011 through 2o16
Background
• Revenue decreases and slowdown ingrowth have
caused us to cut or leave unfilled Ten full time
positions through attrition.
• This equals a 15% reduction in the work force.
• As the economy recovers, these positions will need
to be re -funded and re-fllled.
• Future Growth will require more personnel to
maintain service levels.
Purpose of Report
• Plan for future personnel needs
• Look at needs from a holistic perspective
• Prioritize those needs
This report is strategic in nature and scope and is
intended to be used as a planning tool. Projected
needs and priorities are influenced by many factors
and will certainly change over time.
S/11/2010
1
Factors Effecting New Positions
• Revenues: There must be a sustainable revenue
source to pay for the positions
• State and Federal mandates
• Council priorities
• Succession and continuity of operations
• Changing priorities
New Positions &Priorities
Parks, Water and Electric
• Will be filled based on need and funding.
• The development of the Sports Park and other
additional park space will require additional
personnel.
• Renewed construction will necessitate the need for
additional personnel in Water & Electric.
5/11/2010
New Positions &Priorities
Fire�EMS
• Applied for grant to Fund 6 new firefighter positions
• if Grant isn't received, plan to add 3 in 2013 and
3 in 2016
• Will continue to apply for Grant during that time if
available.
• Will need to make the Chief's position full time at
some point in the future.
New Positions &Priorities
Priority � -Finance Director
rofessional CPA needed on Staff
• P
• Reduces the need to hire HR and ED Directors
• Anticipate hiring in 2011
• Much of cost will be covered by open position and
current CPA expenses.
2
New Positions &Priorities
Priority 2 -Assistant Librarian
• Ensure continuity of operations
• Increase program delivery
• Anticipate filling in 2012
New Positions &Priorities
Priority 5 -Police Supervisor of Undetermined Rank
• Prepare for succession &provide supervision
• Anticipate filling in zo�5 or 20�6
Priority 6 -Human Resource Director
• Handle increased workload
• Not anticipated until zo�6 or later
5/11/2010
New Positions &Priorities
Priority 3 -Heavy Equipment Operator, Streets
• Enhance ongoing street maintenance
• Reduce reliance on Park personnel
• Anticipate tilling in 2012 or 2013
Priority 4 -Police Sergeant
• Provide additional supervisor
• Anticipate filling in 2014
New Positions &Priorities
PrioritY7-Economic Development Director
manage increased economic development
• To
activity
• To make economic development more proactive
• Should be paid for by 4A & 4B
• Anticipate filling when 4A & 4B revenues will allow
without hamstringing projects
3
Cost
Total Cost to General Fund SQ6,590
Total Cost to Enterprise Fund $197,500
Total Costto4A&4B $93.750
Total All Funds $927,840
Note: These numbers are at today's incumbent salaries and include benefits and
taxes. They do not Include secondary costs such as training, uniforms, and
equipment.
Summary
This plan will serve as a planning tool and guide for
future budget decisions.
It is also meant to give the Mayor, Council and other
interested parties insight into the Cities current
and future staffing needs.
The plan will be updated each year as part of the
budget process.
5/11/2010
Cost &Timing
• No positions will be filled until sustainable revenue
sources are available to fund them.
ble means there is a history of revenue
• Sustaina
recovery and a reasonable certainty that it will
continue.
• Timing is an estimate only. Positions maybe filled
earlier or later depending on numerous factors.
• If we are awarded a FEMA SAFER Grant, six
firefighters will be hired in 2o11. If not the plan
is to add three in 2013 and three more in 2o16.
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