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25 Employee reclassificationsCITY COUNCIL AGENDA ITEM BRIEFING SHEET Submittal Date: Originaring Department: Presented By: Agenda Item No.: 11/04/08 Council Date: City Council Will Biard; Joe McCarthy 25. 11/10/08 RECOMMENDED MOTION: None POLICY ISSUE(S): Employee reclassifications and the safety coorclinator position. BACRGROUND: City Council Members Biard and McCarthy asked that these items be brought to Council for addirional review. Attached is a staff inemo listing the reclassifications put forth in the City Manager's original budget proposal, an updated memo from Gene Anderson on the safety coordinatar posirion justificarion, and the job description for the Safety Coordinatox. BOARD/COMMISSION RECOMMENDATION: NONE. EXHIBITS: Staff report; Anderson Safety Coordinator memo; Safety Coordinator job description. ACTION: BUDGET INFO: ❑ Financial Report ❑ Minute Order Expense $ ❑ Department Report ❑ Resolution Budgeted Amt. $ ❑ Presentation ❑ Ordinance y'I'D Actual $ ❑ Public Hearing Z Other Acct. Name Acct. Number FISCAL NOTES: REVIEWED AND APPROVED BY: ~ Administration Z City Clerk ❑ Community Development ❑ EMS/IT Z Finance ❑ Fire ❑ Municipal Court ❑ Legal ❑ Libtary ❑ Police ❑ Eng./Public Works ❑ Utilities City of Paris . 000356 Revised 2/04/08 T. . - T T_... . T_ STAFF REPORT The following reclassifications were included in the original budget submitted by the City Manager. In some cases the Manager exercised his judgment and reduced the Department Head original request before including the request in the proposed 2008-09 Budget. Other personnel related requests were not included in the City Manager's proposal due to lack of inerit or lack of funds. COMMUNITY DEVELOPMENT: Building Official to Chief Building Official. Change from Grade 28 (with a temporary salary increase authorized by Ernie Clark) to Grade 31. The first year cost of this change would have been $2,365. The original request was to Grade 41. As you know, this position was recently changed to a Grade 36. Code Enforcement Officer to Chief Code Enforcement Officer. Change from Grade 23 to Grade 24. The first year cost of this change would be $995. The original request was for Grade 36. Main Street Coordinator. Change from Grade 25 to Grade 26. The first year cost of this change would be $1,050.The original request was for Grade 36. LIBRARY: Paraprofessional to Supervisor. Change from Grade 12 to Grade 19. The first year cost of this change would have been $2,133. POLICE: Assistant Chief. This is a non-graded position. The original request was for $5,000 annually. The change proposed by the Manager was $2,500 assuming a mid-year implementation date. Time was needed to study exempt vs. non-exempt status of the assistant chief. Lieutenants. These 3 positions are also non-graded positions as required by civil service rules. The original request was for $2,000 annually for each lieutenant. The Manager included half this amount again allowing for a mid-year implementation date after study of the exempt vs. non- exempt issue. STREET: 1. Superintendent. Change from Grade 28 to Grade 31. The first year cost of this change would be $1,400. 2. Maintenance Worker 3. Change from Grade 10 to Grade 14 and re-title to Concrete Worker I. The first year cost of this change would be $2,980. 3. Maintenance Worker 4. Change from Grade 14 to Grade 17 and re-title to Concrete Worker II. The first year cost of this change would be $2,980. WATER DISTRIBUTION: 1. Maintenance Worker 1. Change from Grade 3 to Grade 5 and re-title to Maintenance Worker II. The first year cost of this change would be $1,500. UTILITIES: 1. Environmental Services Manager. Change from Grade 19 to Grade 30. The first year cost of this change would be $2,640. 2. Lab Supervisor. Change from Grade 19 to Grade 30. The first year cost of this change would be $1,120. . 000351 T . - i T_. _T_ 6-16-2008 (updated 10/10/2008) MEMO TO: Kevin Carruth, City Manager FROM: Gene Anderson, Finance Director SUBJECT: Safety Coordinator THE PROBLEM The City of Paris has had less than a successful history in controlling the frequency and severity of its workers' compensation claims. To illustrate this point, in the past the city has been declared a "hazardous employer" by the Texas Workers Compensation Commission due to the number of workers' compensation claims in certain areas of its operations. (The hazardous employer program was eliminated when the Texas Department of Insurance recently took over TWCC duties.) The departments and time periods that were involved in the hazardous employer program are as follows: 1. Street Department 2. Sanitation Department 3. Sanitation Department 4. Fire Department 6/15/1998through 3/29/1999 3/07/1999through 4/26/2000 4/22/2002through 5/13/2003 9/13/2002through 5/13/2003 8 months 13 months 13 months 8 months Workers' Compensation history is as follows: 1. 2001-02 77 claims $280,880 incurred claims 2. 2002-03 130 claims $403,963 incurred claims 3. 2003-04 74 claims $172,288 incurred claims 4. 2004-05 68 claims $ 78,021 incurred claims 5. 2005-06 77 claims $342,427 incurred claims 6. 2006-07 34 claims $ 96,352 incurred claims 7. 2007-08 30 claims $ 19,793 incurred claims 8. 2008-09 future future $238,505 in premiums $ 362,860 in premiums $ 429,967 in premiums $ 463,491 in premiums $ 395,414 in premiums $ 290,048 in premiums $ 288,528 in premiums $ 239,985 in premiums This situation has been addressed in the past with temporary success by emphasizing the importance of the problem, but long term success has eluded us generally. The reason the city has been unsuccessful, in my opinion, is that safety is nobody's rip mary responsibility. While all employees know that safety is important, that focus is lost in the hustle and bustle of the accomplishing the details of daily assignments. In other words, safety is important, but today's business is urgent. It is too easy to rationalize that safety issues can be addressed tomorrow. It's just that tomorrow rarely comes. A sound risk management program overseen by someone who is accountable for dealing with and following up on safety issues has the potential for long term significant savings by reducing premium costs and avoiding loss time by city workers. Changes in how the city conducts its business must be monitored over time to assure that those changes remain effective. Supervisors have been too easily distracted by the urgent matters of the day to be consistent in following up on safety issues over the long term. THE STUDY In 2006, the city elected to participate in TML's Discovery Team process. Under this program, TML sends a team of their experts to the city for onsite fact finding and evaluation of the city's circumstances. Besides reviewing statistical data, visits were made to most departments and interviews were held with key city personnel. The end result of the study was a list of 9 recommendations to help improve the city's safety record. In abbreviated form, the following items make up the "need to do" list per TML. 1. The city should coordinate its loss prevention efforts among its departments by (a) adding HR staff (b) adding a safety coordinator position and (c) establishing a safety committee. 2. A single city approved accident prevention plan should be provided for all departments. » 000356";',, - - _ T - T T._. _.T 3. The city's accident investigation policy should be reviewed to assure its effectiveness. 4. A process for regularly providing loss data to the departments in the form of charts, graphs, loss runs, or written descriptions should be developed. 5. The city should develop a written return-to-work program that defines the city's expectations for returning injured employees to work. 6. The city's written drug and alcohol testing policy should be reviewed with all managers and supervisors. 7. Safety meetings addressing back injury prevention should be provided to employees on at least an annual basis. 8. Safety meetings addressing driving exposures or drivers training should be provided to all employees on at least an annual basis. 9. Safety meetings should be held on at least a monthly basis and documentation of the topic discussed should be maintained for future reference. THE SOLUTION During the time Ernie Clark was interim manager, the city under took a pilot program to assess the effectiveness of TML's recommendations. A qualified employee was selected, and he agreed to act as a part-time safety coordinator in addition to his regular job duties. A safety committee was established utilizing a cross section of city employees. The safety coordinator and safety committee met and eventually produced a city-wide safety policy which addressed the specific needs of the various departments. The safety coordinator began producing reports for the departments involving work related accidents and monitoring accident investigations to ensure the consistency of investigations from department to department. He also helped streamline the process for investigating job applicants. The process for conducting random, DOT, and post accident drug testing was updated and clarified. A more efficient process for investigating job applicants was implemented as well as a means for periodic checking of driving records and vehicle license status for city employees who drive city vehicles. Additionally, he was asked to work on building security issues such as alarm systems and security cameras. The time dedicated to safety issues in the test program provided fruitful results though this required more of the safety coordinator's time than we originally planned in addition to support given by other finance and HR staff. For the year 2006-07 workers' compensation claims totaled only 34 with incurred claims of $96,352 with premiums of $290,048. (It should be noted that there is some lag time between changes in the number and costs of claims and changes in premiums paid by the city.) In 2007-08, 30 claims were filed, and the city's current workers' compensation premium of $288,528 reflects the financial impact that careful monitoring of safety issues can bring about. However, it was clear that there was significantly more work to do than a part-time security office could perform. Due to the progress made under the test program, I concur with the TML recommendation that the security coordinator position be a full time position with additional related duties added to the job as outlined in the job description. These additional duties cover areas that the city has not paid sufficient attention to such as random drug testing. TML's suggestion of additional HR staff was rejected because it was felt that field staff not office staff was needed to address the situation. This is a rare case where a position should more than pay for itself due to savings on insurance premiums and reduction of lost duty time by employees. The biggest plus, however, is that the safety of city personnel will be significantly improved. In addition to the recent fatal accident of a contract worker at the water plant, there have been 4 other job related fatalities in the city's history. I mention them as a reminder that it can happen here. Charles Ball 08-19-1997 David Roberts 10-21-1985 Sarah McCool 08-22-1983 Duain Cross 07-20-1920 Tractor accident. Police officer shot. Traffic accident. Police officer shot. U00353 . _ _ T. - i T_ 7 JOB DESCRIPTION SAFETY COORDINATOR General Statement of Duties This position is selected by and reports to the Director of Finance/Human Resources. Acts as point of contact on all safety issues; Serves as independent investigator of city accidents & injuries; Tracks worker's compensation, general liability, and other claims along with making appropriate analysis of data and producing reports for management; Oversees city's random drug testing program plus DOT physicals and drug testing; Develops and assists in injury prevention training; Conducts new hire investigations; Teaches defensive driving to city employees and monitors employee driving records and license status; Conducts safety inspections; Makes recommendations for improvement in all safety related areas. • Essential Duties and Responsibilities 1. Responds to requests for assistance from various city departments regarding safety issues. 2. Assists in the development and implementation of goals, policies, priorities, and procedures relating to City safety issues. 3. Tracks worker's compensation, general liability, and other types of claims against the city and prepares safety related reports and analysis. 4. Acts as liaison between the City Safety Committee, city employees, and city administration. 5. Develops, maintains, and updates city-wide and departmental safety plans. 6. Serves as independent investigator of city accidents and injuries. 7. Reviews, monitors, and suggests modifications to the city's back to work program (light duty). 8. Oversees and reports on the city's random drug testing policy and is the primary contact for 24-hour post-accident drug screening. 9. Tracks all required DOT physicals and drug testing. 10. Develops and assists in injury prevention training. 11. Conducts new hire investigations. 12. Conducts defensive driving training for city employees. 13. Monitors driving record and license status of all employees who drive city vehicles. 14. Monitors and develops safety meetings in various departments. 15. Conducts safety inspections of city buildings, work sites, and other property. 16. Monitors and maintains building alarm systems including security cameras and recommends changes when needed. 17. Tracks, monitors, and schedules hepatitis vaccinations for various departments. 18. Acts as point of contact on all safety issues. 19. Maintains confidentiality regarding safety issues including legal and personnel issues. 20. Investigates complaints from citizens with concerns about the safety of City operations. 21. Attends appropriate training sessions to maintain and improve skill level. 22. May attend various City meetings as needed. Meetings may be held after normal business hours. 23. Maintains correspondence and records while ensuring their accuracy, storage, and ease of retrieval. 24. Monitors condition of all city facilities & reports needed maintenance to appropriate personnel. 25. Performs such other duties as may be assigned. - 000354 T i 7_. _T_ Supervisory Responsibilities None. Qualifications 1. Education and/or Experience - Minimum of high school diploma or general education degree (GED) and two years of post-high school education. Five years experience in a related field may be substituted for formal post-high school education at the city's discretion. 2. Computer Skills - Microsoft Internet Explorer 6.0 or higher Internet software; Microsoft Excel 2007 or higher spreadsheet software; Microsoft Outlook 2007 or higher; and Microsoft Word 2007 or higher word processing software; and Laserfiche document storage and retrieval software. Certificates, Licenses, Registrations Valid Class "C" Texas driver's license. Other Skills and Abilities Types with proficiency and accuracy. Ability to use standard office equipment. Other Qualifications Necessary knowledge and understanding of relevant policies and procedures. Physical Demands While performing the duties of this job, the employee is regularly required to use hands to finger, handle, or feel and talk or hear. The employee is frequently required to sit and reach with hands and arms. The employee is occasionally required to stand; walk; climb or balance and stoop, kneel, crouch, or crawl. The employee must frequently lift andlor move up to 10 pounds and occasionally lift and/or move up to 50 pounds. Specific vision abilities required by this job include close vision, distance vision and ability to adjust focus. The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Work Environment While performing the duties of this job, the employee is exposed to outside weather conditions and work site hazards. The noise level in the work environment can vary from light to very loud. The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. ~ 00035~) 7 . - r T - _T.