4.2. ERMUSR 08-11-2015 - Laserfiche WebLink

Home Browse Search

ERMU's contribution to 3 percent of the revenue generated by Elk River customers. In addition, ERMU provided free electricity for all city buildings that did not generate revenue.96 Rapid Growth—Establishing and Implementing Priorities The first half of the 1990s was characterized by infrastructure projects and changes in personnel. As ERMU moved into the second half of the decade, it began to focus on long-term planning, and in 1996, the Utilities Commission set priorities for improvements. At the top of the list was the need to address the water and electric departments as more territories were scheduled to be transferred from the AEC to ERMU. ERMU decided to work with the city administrator to develop marketing strategies to encourage future growth.97 Writing out priorities helped ERMU plan for this growth and also identify operational weaknesses. Its human resource management practices, for example, did not follow industry standards. To address this problem, ERMU prepared a job description for each position that clarified responsibilities and the management structure. A performance evaluation system, a policy and procedures manual, and a safety program were also established.98 Several items in the priority plan related to upgrading electric and water utilities. This led to a project to map the electric utility's underground and overhead facilities, as well as update the water utility maps and plan a regular maintenance program for the system.99 Some smaller items were also priorities. These included acquiring a new phone system that allowed calls to be transferred between the office and the power plant; purchasing a new truck; and computerizing inventory and purchasing systems.'°° High priorities for the water department were a series of valve and hydrant installation projects, particularly those associated with state highways or roads scheduled for major reconstruction. Updating older hydrants and valves, and those located on city roads that were not slated for repair,ranked second. Upgrades in residential areas were third.1o' In March 1996, as ERMU was in the process of identifying its goals for the future, Bill Birrenkott retired as general manager. The Utilities Commission explored an alternative to hiring a new general manager,retaining Emmer and Associates to evaluate the pros and cons of contracting with AEC for on-site management services as needed, with most staff still employed by the Utilities Commission. Emmer's study concluded that ERMU should retain the existing general manager structure. The commission then hired the Brimeyer Group to conduct a search for a new general manager. The consultant interviewed staff members to develop a position profile and helped place job announcements, screen applicants, and interview candidates. At the 96 Elk River Municipal Utilities Commission Minutes,December 6, 1994. 97 Ibid.,September 11, 1996. 98 Ibid. 99 ERMU,"Utilities Commission Meeting:Priority for Valve and Hydrant Replacement,"February 1996. too Elk River Municipal Utilities Commission Minutes,September 11, 1996. lot ERMU,"Utilities Commission Meeting:Priority for Valve and Hydrant Replacement." 97