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Long debate over merged electrical/instrumentation department ends with one appointment, further planning requested
Summary
Commissioners approved one internal appointment to crew leader but voted down a joint motion to appoint two journeymen and pulled external hiring for a hybrid technician. The meeting included extensive public and union comment about licensing, apprenticeships, grandfathering and the need for a superintendent/PE to certify hours.
A prolonged and at times contentious discussion over the newly merged electrical and instrumentation (I&E) crew dominated the Feb. 25 Hibbing Public Utilities Commission meeting.
Background: In December the commission authorized combining electrical and instrumentation crews and authorized internal postings for newly defined positions. The Feb. 25 meeting brought the results of those internal postings back to the commission for ratification under the applicable labor contract.
Actions taken: The commission approved the appointment of Terry Garrity to the electrical maintenance and instrument crew leader position. A separate motion to appoint Warren Campan and Brett Isaacs to the electrical maintenance and instrumentation journeyman positions was moved, seconded and then failed on a roll‑call vote. Commissioners then voted to pull (remove from the agenda) the external posting for the combined hybrid electrical/instrumentation technician position (item 7B) pending further framework and training specifications. The commission approved advertising for an electrical engineer (PE) as an exempt position to provide needed professional sign‑off capacity.
Substantive concerns and requests: Speakers from the union and several commissioners raised questions about whether internal staff had been "grandfathered," how many apprentices the utility is authorized to have under the union contract and the need for a credentialed signatory (master electrician or professional engineer) to validate work and apprenticeship hours. Union representatives urged recognition of the on‑the‑job experience of current employees and requested a clearer, transparent process so that training investments are not wasted. Management explained the contract rule that the postings must be brought forward to the next commission meeting and that current staffing levels do not meet crew‑size thresholds for multiple apprentices; commissioners asked staff to prepare a plan that details what crew size, hiring and training would cost if the utility brought vegetation and line maintenance in‑house.
Commission requests and next steps: Commissioners directed staff to return with an apprenticeship/training framework, sample municipal utility organizational charts (MMUA consented to provide anonymized examples under the governance engagement), and a proposal for a superintendent/PE role that could sign off on licensing hours. The general manager said the appointments presented at the meeting reflect the most senior qualified internal applicants under the union contract and that the utility would pursue recruitment and training options going forward. Several commissioners requested a pause and more transparent communication with HR, management and union representatives before further external advertising for hybrid roles.
