011095 CC WS AgP
CITY OF SHO:REWOOD
CITY COUNCIL
WORX SESSION
Tuesday, January 10, 1995
7:00 p.m.
Council Chambers
City Hall
5755 Country Club Road, Shorewood
w 0 R KIN G
AGENDA
The City Administrator will review the following matters with
the City Council:
Vl.
\..,/2.
\/3.
V 4.
V 5.
V 6.
7.
8 .
Wage and Salary Chart/Comparable Work Regulations
Stanton Salary Survey
Current Evaluation Format/Chain of Command/Grievance
Procedures
Employee Relationship Policy (non-union)
Contract with AFSCME Union (Public Works Employees)
Engineer/Public Works Director position
Merit System Report (dated December 2)
Management Action Plan
At tbis point tbe council will convene in Executive
Session
9. Administrator's Performance Review
10. Determine How Review Affects Administrator's Employment
Agreement
ADJOURNMENT
MUNICIPAL INSURANCE CONTRIBUTION
The following is information taken from the 1994 Salary and
Benefit Survey taken annually by the Stanton Group.
Municipal maximum monthly contribution toward employee
insurance (area cities) :
Mound $ 403
Chanhassen 373
Tonka Bay 331
Waconia 325
Wayzata 324
Shorewood 310
Deephaven 305*
Minnetrista 298
Excelsior 293
Orono 290
* Was listed at $285 but has since been adjusted to $305
retroactively.
To:
Mayor and City Council Members
~
FROM:
James C. Hurm, city Administrator
DATE:
October 20, 1993
RE:
staff City Engineer/Associate Director of Public Works
The position of City Engineer/Associate Director of Public Works
was first proposed two years ago. Although the position was favored
3 to 2 by the City Council, it was felt a greater consensus was
needed. The position should be revisited in one to two years. Two
years have gone by. The need for the position has not changed. The
analysis of 4 years shows that the position can be justified
financially. Don Zdrazil's support for the position continues. Joel
Dresel understands and recognizes the need.
Atta<:::hed is an analysis of consulting engineering fees for the
years 1992, 1991, 1990 and 1986. Joel Dresel estimated the amount
of work which could have been done by a staff engineer, thereby
save consulting fees. The savings is estimated to be $84,200 of
$200,000 in 1992; $77,200 of $262,800 in 1991; and $53,500 of
$99,500 in 1990.
The Engineering Department will be treated like an enterprise fund
of the general fund. We will "charge out" the engineer's time at
perhaps $50 per hour to the various elements of the City. Currently
the consulting engineer is charging out at about $85 per hour. In
short, instead of the various funds of the City paying a private
consultant, the funds (at a lesser rate) will go to the general
fund to lower levy dollars needed for engineering (see Page 31 of
the proposed budget). Consulting engineering may still be needed
for design work and large projects.
I have worked under this system before and can assure you nothing
unexpected will come along. Funds have been budgeted for supplies,
equipment, staff support, etc. Keep in mind that even if we did not
see significant cost savings here we would still be recommending
this position because of the efficiencies of the position. Valuable
time can be spent learning the nuances of the City from Don. More
cost effective time could be spent on timely responses to inquires
from the public, City Council, Public Works and staff. More time
could be spent acquiring all possible state aid funds through a
thorough needs analysis and familiarity with MnDot. More time could
be spent on attempting to reduce sewer commission charges at a
reasonable cost. Some City Engineering services could perhaps be
contracted to neighbors (i.e. Excelsior) at a reasonable cost,
creating revenue for Shorewood. Some park related consulting fees
could be saved by doing project management in-house.
The t;ime has come for t;he cit;y t;o t;ake t;his st;ep.
JH/tln
102093.1
\0
October 20, 1993
Position:
City Engineer/Associate Director of Public Works
Ob;ective and Scope:
As City Engineer this position plans, budgets, oversees, and in
general manages all contracted Public Works improvement projects;
assists and advises the various departments of the City in
engineering and technical matters; and performs the duties and
responsibilities of City Engineer as set forth in the City Code.
As Associate Director of Public Works this position works with the
Director and performs the duties of the director upon the
Director's absence; and will fully assume those duties upon the
position of the Director becoming open.
Relationship:
Reports to:
City Administrator/Clerk
Any person assigned to the engineering department.
Supervises:
Specific Responsibilities:
1. Planning/Budgeting
A. Coordinates the preparation of the annualS-year capital
improvement program under the direction of the Ci ty
Administrator.
B. Responsible for preparing and managing the engineering
department annual operating budget.
C. Responsible for implementation of the annual capital
improvement budget.
D. Develop, maintain, and administer engineering and design
standards for public improvements.
2. Project Management
Is responsible for project management of all City capital
improvement projects (ie. drainage, parks, sanitary sewer,
streets, buildings and water).
A. Is responsible for the organization of all engineering
and capital project files.
B. Oversees and coordinates all consulting engineering
services.
· prepares, recommends,
engineering services
and oversees contracts for
· reviews and approves bills for engineering services
1 of 4
Position: City Enqineer/Associate Director of Public Works
C. For each capital improvement project the engineer shall
be responsible for:
. project budget and cost estimates
. schedules, memos, and correspondence
. engineers preliminary report (feasibility report)
. prepares hearing notices, advertisement for bids and
addendums
. produces or reviews project plans and specifications and
makes recommendations to the City Council
. prepares bid tabulations
. functions as construction contract administrator
. responsible for project related applications and permits
. responsible for letters of credit, security agreements,
warranty bonds and insurance certificates
. prepares and recommends approval of change orders
. approves invoices and progress payments
. identifies and prepares for the acquisition of required
easements and r.o.w., including oversight of survey and
preparation of legal description activities.
. recommends project final acceptance to the City Council
and is responsible for all releases
. prepares the special assessment report and certif ies
special assessment rolls to the City Clerk
3. Is responsible for the structural integrity of the city's
infrastructure (ie. buildings, streets, bridges, utilities,
etc) .
4. Advise the Public Works department of ongoing Public Works
matters in relation to engineering accountabilities.
5. Is responsible for quality control for public improvements
undertaken by a private developer including developing design
standards, review and approval of plans and specifications,
inspecting and testing all improvements in preparation for
recommending public acceptance by the City Council.
2 of 4
Position: Citv Enqineer/Associate Director of Public Works
6. Is responsible for filing necessary reports, keeping proper
records, and complying with all requirements in relation to
the Municipal State Aid, (MSA) Highway program.
7. Is responsible for Park improvement project management. Works
with the Park Planner on planning and designing functions, and
the Administrator on proj ect budgets. Attends Park Commission
meetings, as necessary, as a staff resource.
8. Assists with planning and inspection issues relating to site
improvements (ie. elevations, fill, drainage and utility hook
up questions).
9. Reviews and comments on plats, rezoning, variances,
conditional and special uses and other issues as requested in
relation to engineering concerns.
10. Assist with health and safety issues (ie. traffic flow,
signage, and parking) .
11. Ensures responsiveness to the public through effective
relations with City residents.
12. Works with the Director of Public Works to assist the general
public in solving problems related to streets, right-of-way,
utilities, parking, drainage and all matters related to City
owned facilities.
13. Is responsible for City refuse collection and recycling
programs.
14. Acts as official representative of the City in meetings with
the Metropolitan Council and other agencies from the State,
County, Federal government and neighboring communities in
matters relating to engineering. Cooperate with private
enterprise in matters affecting the City.
15. Respond to resident concerns and complaints relating to
engineering accountabilities and keep affected residents
informed throughout the improvement process.
16. Other matters as may be assigned by the City Administrator or
City Council.
3 of 4
Position: City Enqineer/Associate Director of Public Works
Requirements:
1.
Bachelors Degree
background.
in Civil
Engineering or equivalent
2. Registration as a professional engineer with the state of
Minnesota.
3. Ability to manage a budget and have experience in project
management.
4. Ability to handle public contact with tact and effectiveness.
5. Coordinate effectively with other departments.
6. Because this position is intended to gradually transform into
an Engineer/Director of Public Works, some experience in a
Public Works supervisory capacity, with considerable
demonstrated technical expertise in the public works field,
and demonstrated skill in personnel management, planning and
controlling the work of others is preferred.
7. Ability to deal effectively with a variety of audiences,
including City Administrators, City Council Members, the
public, contractors and suppliers, and officials from other
jurisdictions.
8. Ability to utilize engineering tools, such as a transit and
must be computer literate.
9. Experience with, and working knowledge of the statutory public
improvement special assessment process.
4 of 4
11/22/91
tIn. JOBDESCC
I
FUND: #10 General
Code
# ITEM
Actual
1991
ACTIVITY: City Engineer
Budget Jan-July
1993 1993
Actual
1992
DEPT # 61
Annual Proposed Adopted
EST-93 1994 1994
---------------------------------------------------------------------------------------
PERSONAL SERVICES
01
02
03
06
07
08
09
10
Regular Salaries
0.1'. Salaries
Part TLme Salaries
FICA City Share
PERA City Share
Ins. City Share
Medicare City Share
Other Withhold.
51,450
6,000
4,395
2,305
4,500
---------------------------------------------------------------------------------------
20
21
22
23
24
26
Total
SUPPLIES
Office Supplies
Motor Fuel & Lube
Small Tools
Maint-Equipment
Maint-Buildings
General Suppl.1.es
o
o
o
o
o
68,650
o
300
---------------------------------------------------------------------------------------
30
31
32
33
34
35
36
37
38
39
40
41
42
43
Total
OTHER SERVICES
Legal
Financial
Audit
Engineering
Planning
Contract
Communication
Travel, Conf,Sch
Print/Publish
Utilities-
Gas./Elec.
Improvements
Ins.-Total
Debt Service
Misc. Services
67,397
o
68,813
o
o
o
o
300
o
70,000
5,000
39,000
34,854
1,500
2,500
400.
---------------------------------------------------------------------------------------
50
52
53
54
55
56
Total
OTHER CHARGES
Rental
Licenses-Taxes
Sub scrip-Member
State Surchgs
Interest-
Interfund Loan
Allocated Expense
from other Depts
67,397
68,813
39,000
34,854
70,000
9,400
o
300
---------------------------------------------------------------------------------------
60
61
62
63
64
65
Total
CAPITAL OUTLAY
Land
Buildings
Machinery-Equip
Other Improve
Future
Furn & Fixtures
o
o
o
o
o
300
o
3,500
1,500
---------------------------------------------------------------------------------------
Total
TRANSFERS
70 Permanent
71 Temporary
72 Refund-Reimburse.
o
o
o
o
o
5,000
o
---------------------------------------------------------------------------------------
Total
o
o
o
o
o
o
o
=======================================================================================
TOTAL ACCOUNT 67,397 68,813 39,000 34,854 70,000 83,650 0
-31-
Summary Budget
r
:u~D:
DEPARTMENT:
DEPT NO:
General
DEPARTMENT MISSION:
-------------------
City Engineer
Provide engineering and construction
management ser7ices for the City.
61
------------------------------------------------------------------------------------------
OBJECTIVES:
- Produce a readable map of the City of public distribution
- Complete an inventory of right-of-way needs on collector street system
- Keep construction project files up-to-date and accurate
- Communicate in written form to affected residents at least two
(2) times during a construction project
- Keep change orders at less than 5% of original contract amount
HIGHLIGHTS/COMMENTS:
--------------------
Staffing:
New City Engineer Position, part of Assistant Clerk time and
part-time inspector/technician
Support/Materials:
Books and Misc. supplies
Support Services:
Contractual engineering for 1994
Communications - addit~onal phone line, cellular phone
Travel mileage, conferences, continuing education
Misc. printing & publishing
Charges & Fees:
Subscriptions and memberships
Capital Outlay:
Comouter hardware and software, engineering equipment
OffIce furniture - drafting table, etc.
-30-
I
FUND: #10
DEPARTMENT: City Engineer
DEPT # 61
---------------------------------------------------------------------------------------
BUDGET
ITEM
Actual
1991
Actual
1992
Budget
1993
Jan-July Annual Prooosed
1993 . Est-93 - 1994
Adooted
1994
---------------------------------------------------------------------------------------
Staffing
Supplies/Materials
Support Services
Charges & Fees
Capital Outlay
Transfers
61,068
68,813
39,000
34,854
70,000
68,650
300
9,400
300
5,000
TOTAL
=======================================================================================
o
61,068
68,813
39,000
34,854
70,000
83,650
---------------------------------------------------------------------------------------
SERVICE INDICATORS:
Engineering/Inspection
as % of project cost
- Street Projects
Lift Stations
- Pine Send
- Shady Bills
Old Market Road
P.W. Facility
SE Water Trmt Plant
COST INDICATORS:
---------------------------------------------------------------------------------------
Expenditures
Program Revenues
Park Cap. Imp. Fund
Water Fund
Sewer Fund
MSA
Public Projects
Private Projects
Levy Dollars
other Dollars
61,068
61,068
68,813
68,813
39,000
39,000
34,854
34,854
70,000
70,000
83,650
15,000
2,000
5,000
13,750
5,000
42,900
o
o
STAFFING:
---------------------------------------------------------------------------------------
Full Time:
Engineer
Asst. Clerk
Part Time:
Inspector/Tech.
-31-
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A
MANAGEMENT
ACTION
PHILOSOPHY
PLAN
C:r:T:r:ZENS F:r:RST
Be recognized by Shorewood citizens as a model or good
government!
Related City Values:
· Open, democratic government is enhanced by an informed populace.
· Responsiveness to the needs and desires of the citizens; public
service.
· Fair and equitable interpretation in enforcement of City codes.
· A reputation for dependability and integrity.
Princioles and Exoectations:
Strive to provide the highest quality of service ~n a caring,
responsive, and effective way.
· Promote active citizenship by harnessing the citizen energy to
work with us in a positive fashion, to anticipate and solve
problems rather than to wait for NIMBY (Not In My Back Yard)
situations to arise.
Keep citizens informed and involved early and often.
· Be responsive. Get the job done cheerfully. Be friendly and
helpful toward citizens. Even when the situation is unpleasant,
citizens and their interest and opinions should be treated
respectfully.
· Stay close to citizens. Listen to what they have to say,
especially when they offer criticism.
· Strive to improve citizen satisfaction. As in the private
sector, you are only successful when the "customer" says you
are.
· In recognizing that conflicts arise between a common good and
the interests of individual citizens, or between citizens, the
City should emphasize conflict management, and seek alternatives
to litigation.
Ob~ectives and Strateaies:
· Citizen satisfaction with services, helpfulness, courteous, and
professionalism should be measured annually with results
reported and used in establishing budget objectives.
Page 1
Use alternative dispute resolution (ADR) methods whenever
possible. Communicate to citizens about ADR alternatives and
attempt to get them to commit to ADR whenever possible.
Annually track expenditures on litigation versus ADR,
· Provide an easy to follow citizen participation flow chart for
improvement projects.
Provide a specific communication plan for people affected by
each project or issue. Provide for early, meaningful
opportunities for input and for evaluation at the end. Send an
evaluation piece to affected citizens following projects.
Keep citizens informed of our purpose, values, vision,
successes, and general City news.
Page 2
RESPECT FOR EMPLOYEES
Respect employees, not only
members, who with a shared
and accountability, are the
as our greatest asset, but as team
vision ox increasing producti vi ty
key to service excellence!
Related Citv Values:
Respect for City employees, who with fair treatment, proper
training, and a willingness to let them excel, will take pride
in association with the City and serve the people well.
· Professional development.
· Adherence to professional, ethical standards of conduct.
princioles and Exoectations:
· People want to be great. If they aren't, it is because
management hasn't given them the proper tools or won't let them.
Our people should be challenged and encouraged to grow by being
given authority and responsibility.
· Learning and responsibility are invigorating. Aspirations make
our hearts beat.
We should strive to be self starting, problem solving,
responsibility grabbing, independent thinkers.
Strive to be a group of people who function together in an
extraordinary way - who trust each other, compliment each
others' strengths and compensate for each others' limitations,
who have common goals that are larger than individual goals, and
who produce extraordinary results... a great team.
Treat people the way you want to be treated.
· Team work, creativity, positive attitude, and excellent
performance need to be acknowledged.
· Work should be enjoyable. Personal growth and balance between
work and home are to be supported.
New members of the team deserve to have a complete orientation,
including City vision, values, purpose, budgets, plans and
personal expectations.
Recognize employees as customers just as we do citizens.
Page 3
Obiectives and Strateoies:
@
c\ · Establish a Shorewood Improvement Program among employees to:
Review and recommend suggestions for improvement in
productivity, morale, and working conditions;
- Recommend awards;
Provide a forum for communications; and
- Identify educational opportunities.
· Work with union and non-union personnel to develop a program to
recognize excellent performance.
· Each person in the organization should have a personal growth
plan. The City should then provide knowledge and training based
on organizational and individual needs.
· Envision and strive toward an ideal work situation. Take an
employee survey to learn what changes people would like to see
'in order to:
- Make what you do more meaningful;
- Serve citizens better;
- Make what you do more efficient;
- Save or make money for the City; and
- Improve morale.
Do performance appraisals of people and teams based on budget,
work plan and personal growth plan objectives.
Be clear on responsibilities and expectations.
Provide team building training.
Meet with Public Works personnel at least once a month.
Provide employees copies of the City Council meeting Executive
Summary identifying actions taken.
Keep job descriptions (expectations and responsibilities)
updated and disseminated.
(~ Talk with employees and review employee surveys.
Provide an evaluation form for all training exercises.
Page 4
QUALITY SERVICES
Provide the highest quality services, a value in municipal
services!
Related Citv Values:
Striving for improved productivity and efficiency through new
technology and innovation.
Team work and action oriented problem solving (acting rather
than reacting) .
· Employee selection by merit.
Princioles and Exoectations:
· Create an environment where excellence and quality work is the
norm. Only mediocre people are always at their best.
Continuously trying to find ways to do things better (series of
small wins) .
Thrive on identifying opportunities and solving problems.
· Always think positive. Can do!
· Creative ideas and solutions should be encouraged, not
discouraged by put down or fear of added work.
· High performance is a product of people who care rather than an
organization that controls.
Acknowledge success.
· Performance begins with expectations. Expect excellence. Be
specific. We should then be held accountable for excellent work
for goals and objectives.
· You are accountable when it makes a difference to you what you
do.
Set measurable objectives.
Tie performance reviews to expectations and objectives of the
individual and the department.
· We are feedback poor. Get people to tell us when we are doing a
poor job.
Page 5
Oblectives and Strateaies:
Develop departmental work plans which are reviewed quarterly for
progress. They should set specific objectives based on City
goals, budget objectives, citizen satisfaction survey results
and personal meetings. They should include strategies for
increased effectiveness and identify demotivating factors in
conflict situations.
Meaningfully measuring performance by tying'rev1ews to personal
improvement plans, departmental work plans, and personal
expectations set for the year. Keep track on simple charts,
which should be reviewed at least quarterly, revising priorities
for the next quarter.
Evaluate opportunities offered by technology and our capacity to
absorb and utilize them to reach our objectives.
Look for opportunities to publicly "pat ourselves on the back"
(i.e. apply for awards, emphasize high citizen satisfaction
survey results). Do press releases on acknowledgments, awards,
and noteworthy positive activity.
All team members should know precisely what is exPected of them.
Citizen satisfaction surveys and City Council evaluations are
the ultimate measures of performance. Insist they continue
annually.
Page 6
BE "USER FRIENDLY"
Utilize
wi th the
focused
"user friendly" systems
City, in any capacity,
as possible.
and processes. Association
should be as enjoyable and
Related City Values:
· A strong sense of commitment to the City and its statement of
purpose.
· Provision of accurate, timely information to the City Council,
through proper channels, so that the best possible decisions can
be made.
Princioles and Exoectations:
· Absolute honesty.
· Be proactive rather than reactive.
· City Council members have the toughest, lowest paid job. They
deserve our full support and respect.
· The City Council begins our "journey of 1,000 miles with a
single step", by establishing and refocusing a clear vision for
the City. .a picture of the future we seek to create.
· The City Council, as our team leader, is responsible for our
purpose/mission. .why do we exist? And for our values. . how
do we want life to be on a day-to-day basis while pursuing the
vision?
· Provide a structure for the governance process to:
- Give the City Council control by assuring all action plans,
operating budgets, comprehensive plans, and capital
improvement programs are consistent with their policies,
values, visions and purpose;
- Make the Council's job rational and enjoyable;
- Keep the Council focused on the broad policy picture rather
than on micro management;
- Keep the Council informed with relevant facts and materials
with which to base decisions;
- Develop Council leadership skills;
- Focus on results; and
- Allow for orderly, meaningful linkage to citizens.
Keep long-term planning and short-term problem
anticipation/solving as integral parts of our organization.
Page 7
Budgets, plans, programs and reports must be simple and
understandable and designed to encourage a policy focus for the
Council.
Obiectives and Strateaies:
Provide an operating budget format which is based on mission,
sets specific objectives, and provides meaningful information.
Use line items only for re-enforcing, reporting, control and
auditing.
Carefully follow the City Council work cycle as closely as
possible, the whole time keeping focused on our vision, what we
really want.
Encourage Council members to endorse the City Council
Commitments annually.
· Produce a Capital Improvement Program document which is simple,
rational, ties projects to financing, and lists policy
questions, in which the City Council can take pride.
The Comprehensive Plan document must have a simple executive
summary which can easily be reviewed each year.
Encourage Council members to develop leadership skills and
attend conferences and training.
· Action plans should be developed, implemented and carefully
tracked, keeping the City Council fully informed all the way.
Provide opportunities for consensus and team building exercises.
Provide facilitation for visioning, goal setting, and
prioritization exercises.
· Communicate often to the City Council and to the citizens the
City vision, values, purpose, and goals.
Provide weekly "Notes to the City Council" so that they are
fully aware of what is happening throughout the organization.
· Maintain an extensive orientation program for Council and
Commission members, as well as employees, on the governance
process.
· Communicate City Council priorities.
Report quarterly to the City Council on the status of budget
objectives and priority issues.
· Encourage the City Council to evaluate the City Administrator
based largely on the status of established priorities, and on
how the governance process is succeeding and focusing efforts
toward our vision and purpose.
Page 8
CITY OF
MANAGEMENT
SHOREWOOD
PHILOSOPHY
Tbe management: pbilosopby set:s t:be t:one for operat:ions
tbrougbout: tbe City. It is tbe blueprint: for bow we are
to funct:ion in acbieving Cit:y goals consist:ent: witb our
values. Our management: pbilosopby is:
1. Citizens First:
Be recognized by Shorewood citizens as a model of good
government!
2. Respect for Emplovees:
Respect employees not only as our greatest asset, but as team
members who, with a shared vision of increasing productivity
and accountability, are the key to service excellence!
3. Oualitv Services:
Provide the highest quality services; a value in municipal
services!
4. Be "User friendly":
Utilize "user friendly" systems and processes. Association
with the City, in any capacity, should be as enjoyable and
focused as possible!
The expectations of the City Administrator are as follows:
· Communicate a shared vision;
· Commitment to the truth;
· view each problem as an opportunity for positive change;
Provide an environment for people to strive for excellence and
personal growth;
Expect mutual respect and commitment of City and employees - Be
an examp 1 e ;
Clearly articulate that challenging the status quo is expected;
and
Build a sense of family by caring.
JCH/tln
12/5/94
REPORT ON THE OBJECTIVE OF
A MERIT BASED PAY PLAN
FOR THE CITY OF SHOREWOOD
12/2/94
PAY FOR PERFORMANCE:
THE PROS AND THE CONS
One of the objectives in the 1994 budget is to "introduce a merit
element to the City's pay plan system". Some on the City Council
have asked if I could create a whole new personnel system, what
would it be? Be creative! A pay for performance system, and
providing and improving morale in the Public Works Department have
been mentioned as possible goals. There is general concern for
the status quo, for what seems like automatic pay increases and
continued good benefits, whether the performance is there or not.
Over the last months I have been researching pay for performance
systems and have accumulated a great deal of information. The
following "top 10" lists of pros and cons of pay for performance
are taken from Pav and Benefits, a Practical Management Series
book from the International City Management Association.
The Pros:
1. Money can serve as an extremely effective motivator of
employee performance.
2. Superior employees resent automatic and discriminative
pay increases for all.
3. Tying pay to performance puts teeth in the performance
appraisal process.
4. Good pay for performance programs increase the clarity
of employee goals.
5. Pay for performance programs can give organizations much
greater mileage for their compensation dollar.
6. Good pay for performance programs increase employees'
sense of ownership and involvement in overall company
performance.
7. Installation of a pay for performance program can help
start a cultural change.
8. A good pay for performance program is based on the
premise that job accountabilities and performance targets are
1
/
J
preestablished, that there was a meeting of the minds
regarding expectations for the year ahead.
9. Pay for performance programs encourage employees to
track their own performance against preestablished targets,
thus creating a sense of challenge to improve levels of work
efficiency.
10. Good pay for performance programs decrease the
subjectivity of the performance review process.
The Cons:
1. Tying a cash incentive to a task diminishes the inherent
attractiveness of that task.
2. It is difficult to make reliable, fine distinctions
among the performance levels of many employees.
3. Any system that divides resources based upon superiors'
rankings of merit are regarded as unfair by employees.
4. Employees prefer the security and guarantee of automatic
tenure based step increased pay.
5. No matter what you tell them, managers and supervisors
take the easy way out and give all subordinates the same
increase.
6. The budgeting cycle of most large companies is so far
ahead that true pay for performance may be impracticable.
7. The "immediacy test" for motivation is hard to satisfy
when most companies pay incentives or adjust base salaries
only once a year.
8. Most pay for performance programs reward individual
performance. This is counterproductive to establishing team
efforts and breeds unnecessary competition.
9. The need to generate tailored goals and measures that go
beyond mere budget numbers exceeds the capacity of most
organizations to digest and manage.
10. Employees view pay for performance not as a way of
simulating performance, but rather as a way to contain
compensation.
2
PAY FOR PERFORMANCE IN THE PRIVATE SECTOR
Some say that as much as 60% of private sector firms have some
form of incentive pay plan. Perhaps one of the more respected
private sector journals is the Harvard Business Review. I found
it interesting that in reviewing the last several years of the
publication, the most relevant article was by Alfie Kohn dated
September/October 1993 entitled "Why Incentive Plans Cannot Work".
Mr. Kohn's research indicates the following:
By in large, rewards succeed in securing one thing only:
temporary compliance.
Offering incentives for losing weight, quitting smoking,
using seat belts, etc., is not only less effective than
other strategies, but often proves worse than doing nothing
at all.
Incentives, a version of what psychologists call extrinsic
motivators do not alter the attitudes that underlie our
behaviors.
· As for productivity, at least two dozen studies over the
last three decades have conclusively shown that people who
expect to receiye a reward for completing a task or for
doing that task successfully simply do not perform as well
as those who expect no reward at all. In short, studies
reveal that higher pay does not produce better performance.
. Training and goal setting programs have a far greater
impact on. productivity than do pay for performance plans.
. Rewards punish. .Not receiving a reward one had expected
to receive is indistinguishable from being punished. By
making a merit increase contingent on certain behaviors,
managers manipulate their subordinates, and that experience
of being controlled is likely to assume a punitive quality
over time.
. Rewards rupture relationships. .The surest way to destroy
cooperation and therefore organizational excellence is to
force people to compete for rewards, for recognition or to
rank them against each other. Relationships between
supervisors and subordinates can collapse under the weight
of incentives. Employees may be tempted to conceal any
problems they might be having.
. Rewards ignore reasons. .Re1ying on incentives to boost
productivity does nothing to address possible underlying
problems and bring about meaningful change. Managers often
use incentive systems as a substitute for giving workers
what they need to do a good job. Treating workers well -
providing useful feedback, social support, and the room for
3
self determination, is the essence of good management. On
the other hand, dangling a bonus in front of employees and
waiting for the results requires much less effort.
Rewards discourage risk taking. .People will do precisely
what they are asked to do if the reward is significant.
and here is the root of the problem. Whenever people are
encouraged to think about what they will get for engaging
in a task, they become less inclined to take risks or
explore possibilities pay. The number one casualty of
rewards is creativity.
· Do rewards motivate people? Absolutely. They motivate
people to get rewards.
Rewards undermine interest. "If they have to bribe me to do it, ~
it must be something I would not want to do."
Mr. Kohn finishes his article by stating, "promising a reward to
someone who appears unmotivated is a bit like offering salt water
to someone who is thirsty. Bribes in the work place simply cannot
work. "
PAY FOR PERFORMANCE IN THE PUBLIC SECTOR
"Both the concept and practice of pay for performance can be said
to be in vogue in public administration today and have been so for
over 10 years. Throughout this period, the concept has remained
potent, becoming a staple of business school management courses
throughout the country. The practice, however, has had some
uneven results and is showing its age. Some say that the concept
has been improperly implied. Others contend that it is
fundamentally flawed, despite continuing strong and intuitive
appeal." This is from a March 1989 Western City magazine article
entitled "A Second Look At Pay For Performance". This article
also makes the following points regarding local government:
· Pay for performance requires that objectives, fair and
precise performance appraisals be done as a means of
determining salary adjustments. Top managers in our
organization accept the need for evaluation, but blanch at
the idea of tying their own or their subordinate's pay to
these appraisals.
· Managers have a very difficult time getting enough
information to make fair judgments concerning their
subordinates. Their evaluations are necessarily imprecise,
but will be used to determine who gets 2%, 6%, 7%, 11% or
nothing at all. Nobody wants to have to justify or defend
such precise salary differences to their subordinates.
4
Employees often grow to fear performance appraisals because
of the risk involved. Many think their supervisors are
biased in the performance decisions. Many are uncertain as
to what constitutes the rules of the game.
Some employees actually find the idea of pay-for-
performance to be demeaning, because it implies that they
could produce more for the City if properly compensated.
· Some employees are skilled at getting recognition, while
others choose to stay in the background. When the former
are rewarded more than the latter, group morale suffers.
Employees spend unproductive time worrying about how to get
recognized and where to place their efforts for greatest
effect.
· There is a preference for systems which encourage
constructive group processes and rewards without pitting
individuals against one another. This preference is echoed
in the literature and is central to the acclaimed Japanese
management techniques.
· Continual change in the pay for performance system adds to
the uncertainty and frustration with the paper work.
· To design a pay for performance system that works for
engineers, public works employees, park employees,
accountants, police officers, mechanics, secretaries is a
gargantuan task.
The article then turns to what cities should do. "The research and
our own deliberations agree that the two areas that will win a
city the greatest benefits and productivity are in doing better
performance appraisals and putting emphasis on organizational
development. . both are likely to maintain and/or enhance the
degree of staff professionalism and quality of the work product
for which our city is known." The article goes on to make the
following points:
· Supervisors should work with their employees to target
performance objectives on a regular basis. Everyone must
know what success looks like.
· Effective employee appraisals must be made a management
priority.
· People are motivated by different needs at different times.
The central needs are for achievement, power, and
affiliation. These needs are more often satisfied by non-
monetary means. Work place participation and group
association are both thought to be more effective
motivators. Again, the Japanese managers concern.
5
The sense of belonging to a special group and a chance to
participate actively in decision making for the good of the
organization are important.
The article concludes by stating, "money is important, but it is
not the only lubricant needed by the engines of government, and
pay for performance systems have not yielded the expected
increases in productivity. Instead, we suggest that a city might
better invest in training and assisting work groups to set goals
and evaluate performance and undertake organizational
development. "
In a "commentary on. .Performance Appraisal", an article ~n the
June I, 1994 Public Administration Times the author states,
"Performance appraisals are the engine that make pay for
performance work. The sad fact that many government agencies are
reluctant to actually pay up in most pay for performance schemes
damages it."
He goes on to explain that the leading advocate of Total Quality
Management (TQM), W. Edward Demming, rejects performance appraisal
as one of the seven deadly sins. He maintains that personalizing
a problem draws attention away from the group. It ignores the
cooperative nature of the work and divides coworkers who should be
cooperating. Quality is achieving by improving processes, not by
blaming employees.
A
MERIT
OR
PAY
IN
FOR PERFORMANCE
SHOREWOOD
SYSTEM
Almost half of Shorewood's employees are in the AFSCME Public
Employee Bargaining Unit, that means that any merit pay system
would have to be negotiated. Although it is possible to
accomplish, it would likely happen after a lengthy and potentially
costly negotiation with the Union. Cy Smythe commented in a
February 1991 League of Minnesota Cities article regarding merit
pay, "Cities have had limited success at the contract arbitration
table. Arbitrators have been reluctant to award a change in pay
system even when other city employees are paid on such a basis."
In late 1990, Minnetonka negotiated a performance based pay system
in lieu of a union requested longevity pay program for its police
department. This system has caught the attention of police
officers in other cities which either have no longevity pay
program or the longevity pay program appears to generate less
income than Minnetonka's performance pay program.
6
The City of Chanhassen, which pays its employees very well, has a
form of merit pay system. However, they do not have public
employee unions. The City of Wayzata has negotiated with the
Public Works union a pay system based on education and skills
obtained. There are other merit systems in the metropolitan area,
but they are few and usually quite limited.
The non-union Shorewood employees are located at City Hall and
divided into three areas: general administration, finance, and
planning and inspection. It is the general perception, and
certainly my feeling, that each of these employees are quite good
and work very hard. They care about the City, its residents, and
each other. Instituting a merit system may be accepted initially,
but I am convinced, would cause morale problems and affect the
togetherness and team spirit in a negative way when individuals
are singled out as having more or less merit to the organization.
Comparable Worth and other State laws strictly restrict
flexibility in public pay for performance systems. State law
specifically prohibits cities from paying liquor employees on a
performance basis.
City councils and administrators have a tendency to change. Even
if the current Administrator and the current City Council were to
set up the best possible pay for performance system, the next city
councilor the next administrator might have a completely
different approach and would likely change the "rules of the
game" .
It is clearly important that a merit system be properly
established and administered. In the initial section of this
report, the "pros" for a pay for performance system were qualified
by the phrases: "qood pay for performance programs. "and "pay
for performance can. .". That is, the pros are only pros if the
system is established and maintained effectively over the years.
OPTJ:ONS TO A MERJ:T PAY SYSTEM
The following management concepts and theories offer insight into
meaningful alternatives to the traditional pay for performance
approach to motivating employees.
The Relevance of the "Qualitv" Concepts (TOM):
Total Quality Management (TQM) is a very popular approach to
management in both the private and public sectors.
7
Quality concepts suggest that we should:
Diffuse responsibility to employees (rejecting the belief
that managers must control everything) .
Continuously improve processes. Management's job is to
establish systems that enable staff to excel and find
resources needed to permit them to do so. By creating
conditions that empower people to make changes in work
processes, continuous improvement occurs.
· When encouraged by management, most people will shift from
a selfish approach to cooperating for the common good of
all.
· Shift the evaluation procedure from appraisal of the
individual to appraisal of performance of the system.
· We need to get away from chain of command hierarchy, which
developed decades ago to discipline and control an
illiterate work force. Quality efforts ensure that
planning, organizing, staffing and directing take place by
promoting teamwork, coaching, listening, and leading;
processes are measured instead of people. Everyone is
expected to assume responsibility for problem solving to
ensure quality and productivity.
Under the quality concept, the list of necessary changes includes:
Performance appraisals of teams and groups .rather than
individuals.
· Classification via broad-banding, not pre-determined job
factors.
· Training based on objectives, not individual preferences.
· Rewards and recognition keyed to the organization reaching
goals and objectives rather than pay for performance.
· Employees know how to solve problems, we need to give them
the authority and responsibility to do so (empowerment).
Participative Decision Makinq:
The Japanese model of labor management relations is becoming more
and more popular. It includes a greater degree of
employer/employee cooperation. Under this model training and
employee development are emphasized. Worker security and long
term emplOYment is the rule and participative decision making
strategies prevail. Such organizations, according to a
8
January/February 1994 Public Administration Review article, "
.are rewarded by extremely high levels of worker loyalty,
amazingly low rates of absenteeism, and a work force that is
generally willing to sacrifice personal gains for the greater
good. "
This article describes the following findings:
Flatter organization structures and more consultative work
environments tend to enhance levels of worker commitment.
· The workers who are the closest to the problems have the
understanding and knowledge to make all but the most non-
routine decisions.
· Conflict has been shown to decline in conditions of
collaborative decision making, thereby promoting effective
problem solving and adding to job satisfaction.
· Labor management committees are a forum for unions and
management to engage in cooperative efforts to solve
troublesome issues commonly, including incentive pay plans.
· Organizational decision making must be moved as close to
the point of service delivery as possible.
· Rigid classification schemes and archaic work rules should
be eliminated to enhance flexibility, adaptation, and
responsiveness, and performance appraisal systems should be
modified to facilitate employee cooperation, group rewards,
team building, and decentralized decision processes.
It is important that reforms not threaten job security.
Employees treated as disposable assets and periodically
confronted with the prospect of losing their jobs will not
likely commit themselves to productivity changes.
· In all possible instances and approaches, employees and
unions should be directly involved as full partners in
program design and implementation.
THEORY Z :
In the 1980s a Theory Z was developed to describe what successful
Japanese and American companies did to change their "culture" in
order to improve performance.
9
An article in the fall 1992 issue of Public Personnel Management
describes one city's effort to change. They did so by emphasizing
fair and responsible treatment of organizational meffiPers, employee
involvement in the work place, two way communication between
management and labor, employees' personal development and
recognition, and promotion of camaraderie.
In the City of Auburn, Alabama:
Efforts are made to eliminate unnecessary rules and
policies which prohibit productivity. Personnel policies,
operating procedures and job descriptions are made as
simple as possible.
An open door policy allows direct access to the city
manager. Department heads have an open door policy. Each
department head trusts the city manager to discuss any
complaints with them directly; conversely the city manager
expects department heads to handle the problems brought to
them without any repercussions for employees who use the
open door.
· A staff person is designated to obtain answers for
employees who have on the job or personal problems.
· Department heads hold regular meetings with employees and
discuss ideas for improving the way their departments are
managed and how their goals are being reached.
A suggestion box is utilized by employees to let the
manager know about ideas or suggestions they have for
improving the city.
· Management conducts an attitude survey to discover any
major problems or issues emerging among employees.
· Employee task forces have been used successfully to develop
ideas and have direct input on many of the major programs
established for the city's employees.
· A sick leave bank has been established where employees
donate sick leave, and the Board of Directors assigns days
to employees who have serious illnesses or injuries and
have used all of their sick leave.
An employee task force was established and is maintaining a
city-wide physical fitness or wellness program with annual
health fairs to test for blood pressure, cholesterol, lung
capacity and other indicators of good health.
10
An informed work force is important. An employee handbook
was developed including simple, straightforward language in
the personnel policies, procedures and programs of the
City. An orientation slide program about the City's
government was developed.
Employees publish a newsletter about themselves, their
workplace and important items of City business.
· The City encourages personal growth and development of
employees. They encourage educational and training
programs.
Employees are encouraged to become involved in community
programs.
· There is an on-going program of public recognition of
employees, i.e. employee of the month, recognition for
exceptional efforts or for long faithful service, a thank-
you banquet at the end of the year, and follow-up
congratulatory letters with pictures of the award
presentation are sent to those honored.
Camaraderie among employees is promoted through numerous
employee events such as special lunches or
interdepartmental softball games.
This city clearly respects and listens to its employees. It
recognizes its employees as its greatest asset.
Em'Dowerment.
Commitment. Accountabilitv:
An article in the summer 1993 issue of the "Public Manager"
describes the new framework for human resource management proposed
by the National Academy of Public Administration. It describes a
new way of approaching how we manage and lead people in our
organizations to provide quality services and produce quality
results.
Their research shows that some innovative organizations are
involving employees in work design, decision making and
implementation processes. Managers and employees share a
commitment to invest in the workforce through training and broad
career opportunities.
11
The article goes on to say that to empower people to act,
organizations are encouraged to delegate authorities.
Concurrently, people must commit to high performance, and there
must be means for instilling and measuring accountability for
results. Rewards and incentives are critical because they
communicate what the organization values, reinforce employee
commitment, and promote accountability. Compensation systems must
be more conducive to recognizing teamwork and organizational
performance. Innovative experiments, such as sharing in
productivity savings, should be encouraged. Labor and management
should share a mutual responsibility for organizational success.
Lovaltv
Based Manaqement:
In an article in the March/April 1993 Harvard Business Review,
Frederick Reichheld contends that many companies diminish their
economic potential through human resource policies that ensure
high employee turnover. Employee retention is key to customer
retention. The longer employees stay with the company, the more
familiar they become with the business, the more they learn and
the more valuable they can be. A customer's contact with a
company is through employees. The goal, according to Reichheld,
is not only to fill the desks, but also to find and hold on to
workers who will continue to learn, to become more productive, and
to create trusting relationships with customers.
In a loyalty based system, he says, skills and education are
important, but not as important as how long a perspective worker
is expected to stay and grow with the business. Learning
accumulates as people stay on the job. He says employees won't
stay and apply their knowledge unless they have an incentive to do
so. Companies should view their best employees as they do their
best customers: once they have got them, they should do
everything possible to keep them.
Incentive and Recoqnition Proqrams:
In 1993 a report entitled, "Strengthening Employee Morale Through
Incentive Recognition Programs" was published by the Minnesota
Association of Urban Management Assistants and the Minnesota
Cities Management Association. Some 225 surveys were sent out to
local governments in Minnesota to identify incentive and employee
recognition programs. The report gives examples of successful and
less than successful efforts in the following areas:
· Employee suggestion programs
Recognition/award program for safety
12
Wellness programs
· Recognition for length of service, excellence, cost saving
ideas, and other recognition programs and employee advisory
committees
Career development
· Employee of the year or month program
Employee involvement
Employee attitude survey
Incentive pay programs
· Special events
An Innovation Group, Guide to Local Government Emplovee Incentives
publication describes a concept called "Gainsharing" as ". .an
employee incentive program that stimulates budget surpluses
through gains in employee productivity by sharing the savings
generated between employees and the organization. Gainsharing
passes on the benefits of increased productivity, cost reductions,
and improved quality through regular cash bonuses. The underlying
objective of gainsharing efforts is to create conditions under
which workers and management benefit by moving on parallel paths
towards the common goal of improved productivity. It therefore
becomes more than an incentive plan. It is a management
philosophy that encourages employees to become involved in
improving productivity. Its ultimate aim is to have employees
concerned about productivity, concerned about how operations are
performed throughout the organization, and attentive to
eliminating impediments to productivity." The following two pages
are inserts from this Innovation Group publication which
summarizes five different types of incentive programs.
13
Prerequisites for Incentive Program Success
Incentive Program Conditions Necessary for Success
Gainsharing > Continuous, visible tOp management support
> Systems to solicit and implement employee suggestions for work improve-
ment
> Employees involved need to see themselves as part of a team
> Accurate, definable, understandable measures of performance
> Political support for large payments and support for sharing savings from
productivity improvements with employees
> Effective administrative vehicle in place
Suggestions Awards > Continuous, visible top and middle management support
> Adequate staff to insure that suggestions receive an impartial review and are re-
sponded to in a reasonable time frame, e.g., thirty days.
> Funds available to pay the front end cost of implementing worthy suggestions.
> Train employees in how to develop good suggestions
> Effective administrative vehicle in place
Recognition Awards > Continuous, visible top and middle management support
> Train managers in proper use of the program
> Retrain managers who overuse or underuse the
program
> Effective administrative vehicle in place
Performance Incentive >Good data on existing performance or production and easily measured objectives
A ward for improvement
> Political support for sharing productivity improvements with employees
directly responsible
>Award amount large enough to provide meaningful employee motivation
> Effective administrative vehicle in place
Performance Bonus
Award
> High level of mutual trust between management and employees
> Performance measurement must be objective, accurate, and accepted my those
being measured
> Managers awarding bonuses must be willing to truly rate performance and do so
objectively
> Adequate funds must be budgeted for potential bonuses to provide meaningful
motivation
> Employees place high value in being paid for performance
> Effective administrative vehicle in place including employee orientation and
supervisory training
14
Organizational Objectives Supported by Employee Incentive Awards
Objective
Stimulate budgetary savings
Encourage employee involvement in
productivity improvement
Improved Departmental productivity and efficiency
Stimulate individual employees to develop creative
ideas for cuttingcosts, improving efficiency, improving
service, or making working conditions safer and healthier
Reduced employee turnover
Encourage employees to produce quality work
Encourage employees to treat citizens as customers
Encourage high levels of employee productivity
Stimulate willingness to undertakeextra work for
short periods when necessary
Encourage cenain desirable characteristics in employees
Encourage employees to accomplish specific, measurable
objectives on a continuous basis
Sustain a high level of productivity and quality
Stimulate Superior Job Perfonnance
Encourage managers to accomplish a set of objectives
relating to their area of responsibility over a years time
Reward Capped-Out Employees
Program
Gainsharing A ward
Gainsharing A ward
Gainsharing A ward
Suggestion A ward
Recognition award,
Perfonnance Incentive Award
Recognition A ward,
Perfonnance Incentive Award
Recognition Award
Recognition A ward,
Perfonnance Incentive Award
Recognition A ward
Recognition Award
Perfonnance Incentive Award
Performance Incentive Award
Perfonnance Bonus A ward
Perfonnance Bonus A ward
Performance Bonus A ward
Perfonnance Incentive A ward
15
CONCLUSION
What is needed in Shorewood is a system which has many of the
"pros" of a pay for performance system while minimizing the
"cons". Given our legal and financial restrictions, and the fact
that improved performance seldom brings more revenue to the City
as it often does in the private sector, we need to find non-
monitory rewards which improve performance. Our research has
identified many answers to the question. .what motivates
employees to improve productivity:
· Training and personal development
· Treating workers with respect, caring for them as
individuals, and providing support
· Providing useful, constructive feedback
· Improving performance appraisal formats, emphasizing teams
rather than individuals
· Targeting performance objectives regularly
Offering opportunities to participate in decision making
· Keeping employees informed and knowledgeable
· Promoting teamwork (a feeling of belonging to a special
group)
Giving employees the authority and responsibility to solve
problems
Striving to continuously improve
· Job securi ty
Recognizing a job well done (celebrate success)
· Providing an open climate to confront personnel problems
· Developing a shared vision to work toward, together
· Expecting commitment to high performance and accountability
for results
We should work with the employees, including union employees
through a labor management group, to develop a new attitude,
perhaps even a new payor incentive system partially based oq
some of the following ideas:
· Personal, departmental and City-wide goals and objectives
jointly established and measured.
16
Citizen satisfaction measured by a scientific survey of
residents.
Level of proficiency, courses, education and training,
licenses acquired.
~ A productivity bonus could be given for no or minimal use
of sick time.
· Rewards could be given for innovative ideas to increase
efficiency or save money for the City.
A "gainsharing" program could be developed to emphasize
increased productivity and share "savings" with employees.
An award could be given for the most customer-friendly
employee. Nominations could be taken from employees and
residents.
· An award could be given to the best team player (most
helpful to fellow employees) .
'. A wellness program could be established with rewards for
meeting health goals. A program could be established to
encourage smokers to quit smoking.
An award could be given the employee with the longest
period without injury.
A greater degree of employee recognition should be
accomplished.
· Employee attitude surveys could be taken each year.
· Show more respect for employees by including them to a
greater degree in the decision making processes.
\}
· Offer counseling and career development opportunities.
In short, rather than attempting to measure and tying pay to
employee performance I which will surely be viewed as somewhat
subjective, we should be asking what it is that truly motivates us
to do a better job for our citizens. We should be managing
according to our City values. Our value statement adopted in 1992
and reviewed each year thereafter includes:
"Respect for City employees, who with fair treatment,
proper training, and a willingness to let them excel,
will take pride in association with the City and serve
the people well."
17
'"
r:: '"
-3 1 '"
CITY OF SHOREWOOD 3 r::
'" 1! ~
Performance Evaluation J '" J
Specific Duties and Requirements (II) 'J
t!
:0 t!
u ~ it
Rate demonstrated ability in each of the following areas and explain rating in comment section: 8 u J2
dJ 'i ~
Position: Assistant to the Deputy Oerk/Secretary for Public Works and Parks
. ASSIST TIlE DEPUTY CLERK IN PERFORMING HIS/HER DUTIES AND ASSIST TIlE
ADMINISTRATOR AND CLERK IN PERFORMING SAID DUTIES IN TIlE ABSENCE OF
TIlE DEPUTY CLERK.
In the absence of a recording secretary to the City Council, take minutes for the meetings.
Administration of all elections, including training, hiring of judges, organizing polling sites
and all maintenance of files. Should be familiar with election laws and regulations.
Responsible for keeping property files with accurate up to date records and assist in general
filing when needed.
. SECREfARY FOR PUBLIC WORKS AND ENGINEERING.
Types letters, memorandums and reports for the Public Works Director and Engineer.
Schedules appointments for Public Works Director and Engineer.
Provides secretarial and filing support.
Assists Public Works Director in Public Works and Park budget preparation.
. SECREfARY FOR PARKS.
Keeps Administrator, Public Works Director and Park Planner informed of all park projects and
proposals before the Park Commission, and assists with facts and figures for budget preparation.
Keeps records and files on all Park projects and proposals and maintains
City Park related policies and procedures.
Prepares and distributes Park Commission agendas and packets.
Recording Secretary for the Park Commission, provides Commission secretarial support and meeting follow up.
Does timely reports to the Commission keeping them informed of all park related projects and proposals.
Coordinates with the Public Works Director on the staffing for ice rink warming houses and summer activities.
Answers general public inquires on Park and Recreational matters and writes letters, and articles relating to Parks.
. ASSISTS WITII TIlE ANSWERING OF TELEPHONES AND BE KNOWLEDGEABLE WITII TIlE FRONT DESK
RESPONSIBILmES FOR FILL-IN DURING BREAKS AND ABSENCES.
t
2/3/92
. Knowledge of municipal office operations and filing systems.
Position: Assistant to the Deputy Oerk/Secretary for Public Works and Parks
REQUlREMENrS:
. Ability to maintain accurate and up to date records and complete reports.
. Must be a proficient typist with speed accuracy and good spelling and punctuation.
· Must become familiar with all aspects of the administrative office duties to be able to fill in and work load
adjustments are required.
COMMENTS:
GOALS TO ATTAIN:
PlAN OF ACTION:
2/3i92
95PAYPL..'IJ
2.5% ADJ 1/1/95
8/8/94
Exec. Secty./Depucy Clerk
4
CITY OF SHOREWOOD
P.U PLAN / PROPOSED PAY RANGES
1995
RANGE
1 2 3 4 5
28,488 30,269 32.049 33,830 35,610
20,211 21,474 22,738 24.001 25,264
17,909 19,028 20,147 21,267 22,386
17,056 18,122 19,188 20,254 21.320
39,935 42,431 44,927 47,423 49.919
24.467 25,996 27,526 29,055 30,584
38 , 362 40,760 43, 158 45,555 47,953
30.673 32.590 34,507 36,424 38.341
27,264 28,968 30,672 32.376 34,080
24,380 25.904 27.428 28,951 30.475
27.342 29.051 30.760 32,469 34,178
39.236 41.588 44,141 46,593 49,045
45,450 48.291 51.132 53,972 56,813
31.210 33,160 35,111 37,061 39,012
21.401 22.738 24.076 25.413 26,751
13 , 054 13,870 14.686 15,502 16,318
POSITION
CURRENT
STEP
Receptionist/SecretarE
5
?/T Clerical
Election Clerk
Finance Director/Treas
5
Senior Accounting Clerk
5
?lanning Director
5
Building Inspector
5
Planning Assistant
5
~ight Equipment Operator
Public Wks Working Foreman 5
Public Works Director 5
Administrator/Clerk 5
~iquor Operations Manager 5
Liquor Assistant Manager 5
Liquor Clerk
NOTES:
1. Step 5 is the normal salarE/wage cap (TOP). It is based on averages for similar positions
in cities with similar populations, number of employees. location and job descriptions.
2. Normally, an employee would be hired at Step 1 - 80% of the TOP
3. After probation (6 months), an employee would go to Step 2 - 85% of the TOP.
4. After 1 year, an employee would go to Step 3 - 90% of the TOP.
5. After 2 years. an employee would go to Step 4 - 95% of the TOP.
6. After 3 years. an employee would go to Step 5 - 100% of the TOP.
This plan. like the proposed Union contract. would allow us to hire a person at Step 2 if the
person is highly qualified and/or has significant experience and we need to offer a higher wage to
attract them. It should also allow us to offer up to Step 4 after probation for the same reasons.
Employees may move more slowly through the range if not meeting expectations, and the City should be
able to a~ceed Step 5 for exceptional performance.
A RESOLUTION
RANGE CHART
TOWARD THE
RESOLUTION NO. 94-
REVISING THE CITY OF SHOREWOOD I SWAGE &: SALARY
FOR 1995 AND SETTING THE MONTHLY CONTRIBUTION
MONTHLY INSURANCE PREMIUM FOR CITY EMPLOYEES
WHEREAS, the City Council has established the current salary and
wage range chart and its current contribution toward the monthly
insurance premiums for City employees by its Resolution No. 94-12; and,
WHEREAS, it is the intention of the City Council to, from time to
time, revise such salary and wage range chart and contribution toward
the monthly insurance premiums for City employees within the parameters
of State Statutes.
NOW, THEREFORE, BE IT RESOLVED that:
1. The City of Shorewood's Salary and Wage Range Chart is
hereby revised for the year 1995 as listed on Exhibit A,
attached to and hereby made a part of this resolution.
2. The Ci ty I S contribution toward the monthly insurance
premiums for City non-contract employees is hereby set
at $330.00 per month for the year 1995.
BE IT FURTHER RESOLVED that this resolution shall be effective
January 1, 1994.
ADOPTED BY THE CITY COUNCIL of the City of Shorewood this 12th
day of December, 1994.
Barbara J. Brancel, Mayor
ATTEST:
James C. Hurrn, City Administrator
AGREEMENT
BETWEEN
CITY OF SHOREWOOD, MINNESOTA
AND
LOCAL 224, COUNCIL 14
OF THE
AMERICAN FEDERATION OF STATE, COUNTY AND
MUNICIPAL EMPLOYEES AFL-CIO
JANUARY 1, 1994 - DECEMBER 31. 1995
/
)
Article
I
II
III
IV
V
VI
VII
VIII
IX
X
XI
XII
XIII
XIV
XV
XVI
XVII
XVIII
XIX
XX
XXI
XXII
XXIII
XXIV
XXV
XXVI
XXVII
XXVIII
TABLE OF CONTENTS
AGREEMENT . . . . . . . .
PURPOSE AND INTENT. . . . .. ...
RECOGNITION ..........
DEFINITIONS . . . . . . . . . . .
UNION SECURITY. ....
EMPLOYER SECURITY . . .. ...
EMPLOYER AUTHORITY. . . . . . . . .
NON-DISCRIMINATION. . . . . . . . . . . . .
GRIEVANCE PROCEDURE . . . .
SENIORITY . . . . . . . . .
PROBATIONARY PERIOD ...........
JOB POSTING . . .. ......
LAYOFF AND RECALL . . . . . . . . .
WORK SCHEDULES. . . . . . .
SAVINGS CLAUSE. ....
DISCIPLINE. . .
RIGHT OF SUBCONTRACT. . . .
SICK LEAVE. . . . . . . . . . . . .
SEVERANCE PAY . . . . . . . . . . .
FUNERAL LEAVE . ............
INSURANCE ......
VACATION. . . . . . . . . . . .
HOLIDAYS . . . . . . . . . . .
LEAVES. . . . .. .........
UNIFORMS. . . . .. .. . . . . . . . .
OVERTIME PAY. . . . . . . . . . . .
CALL BACKS. . . . . . . . . . . . .
WAIVER. . . . . . . . . . . . . . .
DURATION AND EFFECTIVE DATES. .
APPENDIX A. . . .. ......
SENIORITY ROSTER. . . .. .......
Paqe
1
2
2
2
2
3
3
3
3
6
7
7
8
8
8
8
9
9
9
10
10
10
11
12
12
13
13
13
14
15
17
AGREEMENT
BETWEEN
CITY OF SHOREWOOD, MINNESOTA
AND
LOCAL 224, COUNCIL 14
OF THE
AMERICAN FEDERATION OF STATE, COUNTY AND
MUNICIPAL EMPLOYEES
AFl-CIO
AGREEMENT
'Ibis AGREEMENT is entered into by and between the CITY OF SHOlID'OJD,
MINNFSOrA, a 1II11I'li.cipal corporation, hereinafter referred to as the EMPIDYER,
and LOCAL 224, a:::uNCIL 14, of the AMERICAN FEDERATION OF STATE, CXJUNI'Y AND
MUNICIPAL EMPIDYEES, AFL-CIO , hereinafter referred to as the ONION.
1
ARI'IClE I - FURroSE AND INTENT
It is the purpose of this AGREEMENT to establish certain wages, hours, and
corx:litions of employment, and to est:.ablish procedures for the resolution of
disputes concenring the inteJ:pretation or application of the AGREEMENT. '!he
EMPLOYER and the UNION continue their dedication to the highest quality of
public service. Both parties reccgnize this AGREEMENT as a pledge of this
dedication.
ARI'IClE II - REax:NITION
'!he EMPLOYER reccgnizes the UNION as the exclusive representative u:rxier
Minnesota Statutes, 179A.03, SUbd. 8, for all employees of the Public Works
Cepart:ment of the City of Shorewood whose service exceeds the lesser of
fourteen (14) hours a week or thirty-five perceIlt (35%) of the nonnal work
week and more than sixty seven (67) days a year, excluding supervisory and
confidential employees.
ARI'ICLE III - DEFINITIONS
Section 1 UNION: Local 224, Cotmcil 14 of the American Federation of
state, Cotmty and Mmicipal Employees, AFL-CIO.
Section 2 EMPLOYER: '!he City of Shorewocd.
Section 3 UNION MEMBER: A member of Local No. 224, Council 14 of the
American Federation of State, Cotmty and Municipal Employees, AFL-CIO.
Section 4 EMPIDYEE: A member of the exclusively recognized bargaining unit.
Section 5 EASE PAY RATE: '!he employee I s hourly pay rate exclusive of
longevity or any other special allowance.
Section 6 SENIORITY: Length of continuous service in any of the job
classifications covered by ARI'ICLE II - REccx:;NITION
ARI'ICLE IV - UNION SEaJRITY'
Section 1: In reccgnition of the UNION as the certified exclusive
representative the EMPLOYER shall deduct from the wages of employees, who
authorize in writing such a deduction, an amount sufficient to provide payment
of dues established by the UNION. SUch monies shall J:e remitted to the
appropriate designated Officer of the UNION.
Section 2: '!he UNION may designate one employee from the bargaining unit to
act as Steward and shall infonn, the EMPLOYER in writing of such choice.
Section 3: '!he EMPLOYER shall, on request, grant reasonable time off, as
required by law, an unpaid leave of absence to elected or appointed officials
of the UNION.
2
Section 4: '!he UNION agI"e"'-s to indemnify and hold the EMPIDYER hannless
against any and all claims, suits, orders, or judgments brought or issued
against the EMPIDYER as a result of any ac+-....ion taken or not taken by the
EMl?IDYER un:ier the provisions of this Article. Further, the UNION ani the
EMl?IDYER reccgnize and agree that the limitations on the EMPIDYER I s liability
also apply should the UNION exercise the application of "fair share" as
provided by M.S. 179A.06, SUbd. 3.
ARI'ICI.E V - EMPIDYER SEaJRITY
Section 1: '!he UNION and its members agree that during the life of this
AGREEMENT they will not cause, encourage, participate in or support any
strike, slowdown, or other interruption of or inte...rference with the normal
functions of the EMPIDYER. Violations of this Article shall be grounis for
disciplinary action up to and including discharge.
ARI'ICI.E VI - EMPIDYER AUIHORITY
Section 1: '!he EMPIDYER retains the full and tmrestricted right to ope:r:ate
and manage all manp:lWer facilities, and equipment; to establish functions and
programs; to set and amend budgets; to detennine the utilization of
technology; to establish and modify the organizational structure; to select,
direct, and detenni.ne the number of personnel; to establish w-ork schedules,
and to perfonn any inherent managerial function not specifically limited by
this AGREEMENT.
Section 2: Arw tenn and condition of employment not specifically established
or modified by this AGREEMENT Shall remain Solely within the discretion of the
EMPIDYER to modify, establish, or eliminate.
ARI'ICI.E VII - NON-DISCRn1INATION
Section 1: '!he parties agree that their respective policies will not
discriminate against any employee covered by this AGREEMENT because of gender,
creed, color, age, national origin, han:licap, sexual preference, political or
religious beliefs, association or affiliation or non-association or non-
affiliation with a labor organization, nor will either party to this AGREEMENT
discriminate on the aforementioned basis in the application or interpretation
of the provisions of this AGREEMENT.
ARI'ICI.E VIII - GRIEVANCE PRCCED:JRE
Section 1: Cefinitions:
a. Grievance: "Grievance" means any dispute or disagreement between the
EMPIDYER and the employee(s) concerning the intel:pretation,
application, or violation of the specific tenns ani/or conditions of
this AGREEMENT.
b. Calendar Days: "Calendar days" for purposes of Article VIII means
calendar days excluding holidays as defined by this Agree."tleI1t. In
3
computing any peria:l of time, pursuant to this grievance procedure, the
day or act or event upon whidl a peria:l of time begins to tun shall not
be include:l.
c. Service:
nail.
"Service" means personal delivery or service by certified
d. Reduced to Writinq: "Reduced to writing" means a statement outlining
the nature of the grievance, the provision (s) of the Agreement in
dispute am the relief requested.
e. Answer: "Answer' means a response indicating the EMPLOYER'S position
on the grievance.
section 2 - Processinq of a Grievance: It is recognized am accepted by the
UNION am the EMPLOYER that the processing of grievances as hereinafter
Provided is linri.ted by the job duties an:i responsibilities of the EMPLOYEES
an:i shall therefore be accomplished during nonnal working hours only when
consistent with such EMPIDYEE duties an:i responsibilities. '!he aggrieved
EMPLOYEE an:i the UNION Representative shall be allowed a reasonable amomlt of
time without loss in pay when a grievance is investigated an:i presented to the
EMPLOYER during nontal working hours provided the EMPLOYEE an:i the UNION
Representative have notified an:i received approval of the designated
supervisor who has determined that such absence is reasonable an:i would not be
detrilnental to the work program of the EMPLOYER.
section 3 Procedure: Grievances, as defined in ARI'ICLE VIII, Section 1.,
shall be resolved in conformance with the following procedure:
Step I. An employee or employees claiming a grievance shall meet on an in-
fonnal basis with the employee I s :i.mme.d.iate supervisor as designated by the
EMPLOYER in an attempt to resolve the grievance within twenty-one (21)
calendar days after the grievance has occurred. '!he EMPLOYER-designated
representative will discuss and give an answer to the Step I grievance
within ten (10) calendar days after receipt. If the grievance is not
resolved, it may be reduced to writing by the exclusive representative an:i
seJ:Ved upon the EMPLOYER-designated step II representative. service must be
made within ten (10) calendar days after the EMPLOYER-designate.d
representative I s final answer in step I. Arr:l grievance not appealed in
writing to step II by the UNION within ten (10) calendar days shall be
considered waived.
step II. If appealed, the written grievance shall be presented by the UNION
an:i rl; c:rIlSsed with the EMPI.OYER-designated step II representative. '!he
EMPIDYER-designate.d representative shall give the UNION the EMI?I..OYER I S Step
II answer in writing within ten (10) calendar days after receipt of such
Step II grievance. If a resolution of the grievance rc-SUlts, the teJ::!ns of
that resolution shall be written on or attached to the grievance an:i shall
be signed by the EMPLOYER an:i the UNION. If no agreement is reached the
exclusive representative may prccee.d with the grievance by appealing to Step
III within ten (10) calendar days following the EMPLOYER-designate.d
representative I s final Step II answer. '!he appeal shall indicate the
intention of the UNION to proceed with the grievance, a statement of the
grievance, the provision (s) of the Agreement in dispute I and the relief
4
reques-o-ed. Any grievance not appealed in writing to Step III by the UNION
within ten (10) calendar days shall be considered waived.
step ITI. If appealed, the written grievance shall be presented by the UNION
and discussed with the EMPLOYER-designated Step III representative. The
EMPLOYER-designated representative shall give the UNION the EMPLOYER'S
answer in writing within ten (10) calendar days after receipt of such Step
III grievance. If a resolution of the grievance results, the resolution
shall be reillCed to writing as provided in step II. A grievance not
resolved in Step III may be appealed to Step IV or directly to Step V within
ten (10) calendar days following the EMPIDYER-designated representative's
final answer in Step ITI. Any grievance not appealed in writing to Step IV
or directly to Step V by the UNION within ten (10) calendar days shall be
considered waived.
Step IV. A grievance unresolved in Step III not appealed directly to Step V
but appealed in Step IV shall be submitted within the designated time limit
to the Minnesota ~u of Mediation Sel:vices with notice provided to the
EMPLOYER. If a resolution of the grievance I-esu1ts, the resolution shall be
reduced to writing as provided in Step II. A grievance not resolved in Step
IV may be appealed to Step V within ten (10) calendar days following the
EMPLOYER'S final answer in Step IV. Any grievance not appealed in writing
to Step V by the UNION within ten (10) calendar days shall be considered
waived .
Step V. A grievance unresolved in Step III or Step Dl and appealed in Step
V may be submitted to ~itra.-tion. '!he EMPIDYER and the UNION shall
endeavor to select a mutually acceptable amitrator to hear and decide the
grievance. If the EMPIDYER ani the UNION are unable to agree on an
arbitrator, they may request !ran the Director of the Bureau of Mediation
Services, State of Minnesota, . a list of five (5) names. '!he parties shall
alternately strike names from the list of five (5) arbitrators until only
one (1) name remains. 'll1e ~ arbitrator shall be requested to hear
and decide the grievance. '!he detennination of which party will commence
the striking process shall be decided by a flip of a coin.
Section 4 Arbitrator's Authority:
A. '!he arbitrator shall not have the power to add to, delete from, ignore,
nullify or to modify in any way the tenns ani conclitions of the existing
AGREEMENT. '!he arbitrator shall consider ani decide only the specific
issue(s) submitted in writing by the EMPLOYER and the UNION, and shall have
no authority to make a decision on any other issue not so submitted. '!he
arbitrator's decision shall be based solely on the arbitrator's
interpretation or application of the express te.nns of this AGREEMENT and to
the facts of the grievance presented.
B. '!he decision of the arbitrator shall be final and binding on all
parties to the dispute unless the decision is contrary to, inconsi.s'-~
with, in violation of, or in any way vaxying from arr:[ provision of the laws
of Minnesota or rules and regulations promulgated thereunder, or municipal
charters or ordinances or resolutions enacted pursuant thereto, or which
causes a penalty to be incurred thereunder. '!he arbitrator's decision shall
be issued to the parties in writing within thirty (30) days following close
of t..'ie hearing or the submission of briefs by the parties, whichever be
later, unless the parties agree to an extension.
5
C. '!he fees and expenses for the arbitrator I s services and proceedings
s..~ be bomeequally by the EMPLOYER and the UNION provided that each
party shall be responsible for compensating its own representatives and
witnesses. If either party desires a vertlatim record of the proceedings, it
may cause such a record to be made, providing it pays for the record. If
both parties desire a ve.rtlatim record of the proceedings the cost shall be
shared equally.
section 5 Waiver: If a grievance is not presented within the time limits set
forth above, it shall be considered "waived". If a grievance is not appealed
to the next step within the specified time limit or any agreed extension
thereof, it shall be considered settled on the basis of the EMPIDYER'S last
answer. If the EMPIDYER does not answer a grievance or an appeal thereof
within the specified time limits, the UNION may elect to treat the grievance
as denied at that step and immediately appeal the grievance to the next step.
'!he parties, by l11I..IbJal agreement, may waive any step and extend. any time
limits in the grievance procedure.
ARI'IClE IX - SENIORITY
Section 1: Seniority is defined as length of continuous service in any job
classification covered by ARI'IClE II - REa::GNITION. Any former employee of
the EMPLOYER who has ta.1"'!tlinated may be rehired only under the conditions of a
ner..., employee and no credit will be given for prior service.
Section 2: Employees who are promoted from a job classification covered by
this AGREEMENT and retlm1 to a job classification covered by this AGREEMENT
shall have their seniority calculated on their length of service under this
AGREEMENT for purposes of promotion, transfer and layoff.
Section 3: Seniority shall be calculated as total continuous length of
service with the EMPIDYER for other benefits under this AGREEMENT.
Section 4: 'Ihe EMPIDYER will maintain an up-to-date seniority roster. An up-
to-date copy of the seniority roster will be posted at least once each year
and a copy will be provided to the UNION. '!he names of all regular full-time
and any parttime members of the bargaining unit who have corrpleted their
probationary Periods shall be listed on the seniority roster in the order of
their seniority and shall shOYl the date from which seniority cormnences and the
employee's job title. Regular part-time employees seniority shall be pro-
rated on their hours of work as a percentage of a forty (40) hour work week.
Section 5: An employee's seniority shall be tenninated:
a. If the employee resigns, retires, is transferred outside the bargaining
unit or is discharged; or
b. If, when recalled to work follOYling a layoff, the employee fails to
report to work in accordance with ARI'IClE )ITI - IAYOFF AND RECALL.
c. A temporary transfer outside the bargaining unit shall not teJ:m.inate
the employee's seniority under Section 5, a.
6
Section 6: Employees who fail to report for work without notification to the
supervisor for three (3) consecutive work days shall be considered to
have resigned fran employment.
ARI'ICIE X - PROBATIONARY PERIOD
Section 1 : A probationcu:y employee may be tenni.nated at the sole discretion
of the E1-1PIDYER durin;r the probationcu:y periai.
Section 2: All newly hired or rehired employees will serve a six (6) months'
probationary periai. tm'in;r the probationary Periai, the newly hired or
rehired employee shall have no seniority status.
Section 3: For newly hired or rehired employees at the end of the
probationary periai, the City Administrator will reccmnend for Council
consideration one (1) of tw'O (2) actions:
a. Tennination of the employee, or
b. Regular employment status.
Section 4: All employees will serve a six (6) months I probationary period in
any job classification in which the employee has not served a probationary
period.
I
Section 5: '!he employee shall be demoted or reassigned at the sole discretion
of the EMPIDYER to the position held previously or to a comparable position
if, at any time durin;r the probationary Periai the Perfonnance of a promoted
or reassigned employee is 1.mSatisfacto1:Y or if the employee so requests. Such
action shall not be subject to the grievance procedure.
ARI'ICIE XI - JOB :rosr:mG
Section 1: All job openings shall be posted for ten (10) calendar days.
Section 2: '!he EMPIDYER and the ONION agree that regular job vacancies within
the designated bargaining unit shall be filled based on the con-
cept of promotion fran within provided that applicants:
a. have the necessary qualifications to meet the standards of the
job vacancy; and
b. have the ability to Perfonn the duties and responsibilities of
the job vacancy.
Section 3: '!he EMPIDYER has the right of final decision in the selection of
employees to fill posted jobs based on qualifications, abilities and
experience.
Section 4: Seniority will be the detennining criterion for transfers and
promotions when all job-relevant qualification factors are equal.
Section 5: Employees filling a higher job class based on the provisions of
this ARI'ICIE shall be subject to the conditions of ARI'ICIE X- PROBATIONARY
PERIOD.
7
ARI'ICIE )c[I - LAYOFF AND RECALL
Section 1: Seniority will be the detennini.ng criterion for lay-off and recall
only when the job-relevant qualification factors are equal. Rec;:lll rights
tmder this provision will continue for twenty-four (24) months after layoff.
Recalled employees shall have twelve (12) work days after notification of
recall by registered mail at the employee I s last known address to report to
work or forfeit all recall rights.
ARI'ICIE )c[II - ~ Samr::uLES
Section 1: '!he sole authority in work schedules is the EMPI.DYER. '!he nonnal
work day for an employee shall be eight (8) hours. 'lhe nonnal work week shall
be forty (40) hours Monday through Friday.
Section 2: Service to the public may require the establishment of regular
shifts for some employees on a daily, weekly, seasonal, or annual basis other
than the nonnal 7:00-3:30 day. '!he EMPIDYER will give seven (7) days advance
notice to the employees affected by the establishment of work days different
from the employee I s nonnal eight (8) hour work day.
Section 3: In the event that work is required because of unusual circumstanc-
es such as (but not limited to) fire, flood, snow, sleet, or breakdown of
municipal equipment or facilities, no advance notice need be given. It is not
required that an e."I1ployee working other than the nonnal work day be scheduled
to work more than eight (8) hours, however, each employee has an obligation to
work overtime or call backs if requested unless unusual circumstances prevent
the employee from so working.
Section 4: Service to the public may require the establishment of regular
work weeks that schedule work on Saturdays and/or SUndays.
ARI'ICI.E XIV - SAVINGS ClAUSEh
'!his AGREEMENT is subject to the laws of the United states, the State of
Minnesota, arx:i the City of Shorewood. In the event any provision of this
AGREEMENT shall be held to the contrary to law by a court of competent
jurisdiction from whose final judgment or decree no appeal has been taken
within the time provided, such provision of this AGREEMENT shall be voided.
'!he voided provision may be renegotiated at the request of either party. All
other provisions shall continue in full force and effect.
ARI'ICI.E XY - DISc:rPI..rnE
Section 1: '!he EMPLOYER will discipline employees for just cause only.
Section 2: Discipline, when admi.ni.s'-...ered, will be in one of the following
fonus:
a. Oral reprinand;
b. Written reprinand;
c. SUspension;
d. Ce.T[lQtion; or
e. Discharge.
8
Section 3: An employee who is reprimancled in writing, suspended, demoted or
discharged shall be furnished with a copy of such discipl.inary action. A copy
of arrj such discipl.inary action shall also be furnished to the exclusive
representative.
section 4. At the employee I s request, the Employer shall remove all
references to discipl.inary action in the personnel record in the following
manner:
a. Written repr.iJ:nands after two years with no si1niJ.ar occurrences.
b. References to suspensions and demotions after five years with no
si1niJ.ar occurrences.
ARl'ICLE XVI - RIGHI' OF SUBCONrnAcr
Nothing in this AGREEMENT shall prohibit or restrict the right of the EMPIDYER
from subcontracting work perfonned by employees covered by this AGREEMENT. '!he
employer agrees to provide notice to the Union and all employees at least
ninety days prior to subcontracting arrj work perfonned by employees covered by
this Agreement.
ARl'ICLE XVII - SICK LEAVE
Section 1: Sick leave shall be eazned. by regular, full-time employees at the
rate of eight (8) hours Per month of seJ:Vice. 'TI1ere is no maximum
accumulation of earned sick leave. Use of employees I accrued sick leave may
be used by employees as provided. for under the conditions of the Family
Medical Leave Act or arrj other govenring law.
Section 2: An employee who is receiving Workers I Compensation payments and
who is being fully compensated 'by the EMPlOYER will ttn:n over all Workers"
Compensation payments to the EMPIDYER upon receipt of suc..loJ. benefits.
Section 3: Regular, part-time employees will receive paid sick leave on a
pro-rata basis.
ARI'ICLE XVIII - SEVERANCE PAY
Section 1: Regular, full-tilne employees who leave the nn.micipal seJ:Vice in
good standing after giving at least two (2) weeks' advance notice shall
receive severance pay in accordance with Section 3.
Section 2: Conditions of severance from nn.micipal employment under which
regular employees will be eligible to receive severance pay are as follows:
a. Elimination of the employee's job by EMPlOYER;
b. Retirement;
c. Mandatory retirement or tenn.i.nation of employment due to health
reasons, service-connected injury or illness; or
d. Resignation in good standing.
9
Section 3: Eligible employees shall receive payment for one-half (1/2) of
unused accumulated sick leave which is in excess of eight hundred (800) hours
upon severance of employment with the EMPIDYER. SUch payment shall be made
based on the employee's hourly rate at the time of severance f:rcm employment
times the number of hours in excess of eight hundred (800) hours of unused
accumulated sick leave.
ARI'ICIE xrx - FUNERAL IEAVE
Section 1: Upon notice to the immediate ~isor, all regular, full-time
employees shall be granted three (3) paid days of leave for death or flmerals
in the inunediate family. Immediate family is defined as spouse, children,
parents, siblings, grandparents and corresponding in-laws.
Section 2: Upon notice to the immediate ~isor all regular full-time
employees shall be granted two days of leave for death or funerals of other
family members. other family members shall be defined as aunts, uncles,
nieces, nephews, cousins and corresponding step-relatives as defined in
inImediate family.
Upon notice to the irmnediate ~isor, one day of leave shall be granted for
death or flmerals of other relatives or friends. leave as grante:l in this
section shall be deducted f:rcm that empioyee' s accrued sick leave, vacation,
personal leave, comp time or may be without pay.
ARI'ICIE XX - DTSORANCE
Section 1: 'D1e EMPIDYER will contribute up to a maximum of three hundred and
ten dollars ($310.00) per month per regular, full-time employee for group
insurance including dependent coverage for calendar year 1994. D:ntal
insurance shall be available to employees within the maximums contributed, by
the EMPLOYER. 'D1e EMPLOYER contribution for coverage as provided for in this
section, shall be three hundred and thirty ($330.00) for 1995.
Section 2: '!he insurance carrier shall be selected by the EMPI.OYER.
Section 3: Ceductibility of group insurance premiums as pre-tax dollars for
employees covered by this Agreement shall be available as per.mitted by
Intenlal Revenue Service regulations.
Section 4: In accordance with M.S. Statute 471.61, SuJ:d. 2b an employee who
elects to retire early shall be allowed to continue to par-....icipate in the
Employer's group health insurance plan at the employee's expense.
ARI'ICIE XXI - VACATION
Section 1: Accroal for Reqular, Full..JI'ime Employees. Regular full-time
employees shall accrue paid vacation on the following basis:
10
I..encrth of Continuous Service
Accrued Vacation Hours
start through 5 years
Begi.rming 6 through 9 years
Begi.rming 10 through 19 years
Begimring 20 years and over
96 Hours ( 8 hours/lOOnth)
120 Hours (10 hoursjmonth)
160 Hours (13.333 hrs./lOOnth)
200 Hours (16.667 hrs./lOOnth)
Section 2: I..encrth of Continuous Service. I.ength of continuous service for
the purpose of det:eJ::m:i.ning vacations is calculated from the date of full-time
employment with the EMPlOYER.
Section 3: Probationary Employees. Probationary employees may accrue paid
vacation time but shall not be allowed to take vacation leave until after
completion of the initial probationary period.
Section 4: Oloice of Vacation and Prior Approval Reauired. Preference in
choosing vacation time is given on the basis of length of continuous service
for the first ten (10) days (80 hours) of vacation. An employee with lOOre
than ten (10) days (80 hours) of accroed vacation will be allowed to choose
additional vacation time only after all other regular, full-time e.-rnployees
have made their initial choices. Preference in choosing vacation time beyond
the initial selection will be given on the basis of length of continuous
service. Vacation leave may only be taken aE-...er prior approval has been
granted by the EMPlOYER-designated representative.
. Section 5: Vacation Salary Advance. Employees may request vacation salary in
advance for the period during which they will be away. A vacation salary
advance request must be submitted by the employee to the EMPLOYER-designated
representative one (1) week in advance of the vacation period.
Section 6: Pay in Lieu of Vacation. Employees continuing in the EMPLOYER'S
employment shall not be given pay in lieu of vacation. All vacation must be
taken prior to the separation of an employee from employment except in the
case of retirement due- to disability.
Section 7: Vacation Carry-OVer. Employees may cany-over up to ten (10) days
(80 hours) of vacation into the next calendar year.
Section 8: Pro-Rata Vacation. Regular, part-time employees will reCeive paid
vacation on a pro-rata basis.
ARrICLE XXII - HOLIDAYS
Section 1. Paid Holidays: Regular, full-time employees shall be provided
with the following paid holidays:
Holiday
When Observed
New Year's Day
January 1
'Ihird Monday in January
'Ihird Monday in Febrt.1a1:y
Martin Iuther King's Birthday
Presidents' Day
11
Memorial Day
Last Monday in May
Fourth of July
July 4
First Monday in September
November 11
Labor Day
Veteran's Day
'Ihanksgi ving Day
cay After 'Ihanksgi ving
Olristmas Eve (one-half day)
Olristmas Day
Goa:l Friday (one-half day)
Fourth '!hursday in November
Fourth Friday in November
Cecember 24
Cecember 25
One half day the Friday before Easter
SUnday
Personal Leave cay
Prior Approval Required
Section 2: Personal Leave cav. An employee may take the personal leave day
with the prior approval of the EMPLOYER-designata:i representative. An
employee shall request the P€rSQnal leave day at least three (3) calendar days
in advance. '!his requirement may be waived with the prior approval of the
EMPI.OYER-designated representative.
Section 3: Certain Holidays Fallinq on Saturdav and sunday. When New Year's
Day (January 1), Independence Day (July 4) or C1ristmas Day (I::ecember 25) fall
on sunday, the following day shall be observed. as a holiday. wnen N&.v Year's
Day, Independence Day, or O1risbnas Day fall on Saturday, the preceding day
shall be observed as a holiday.
Section 4: Pro-Rata Holidays. Regular, part-time e.1tIployees will receive pro-
rata holiday pay.
ARI'Icr.E XXIII - LEAVES
23.1 arildren' s School Activities - Leave for children I s school activities
shall be granted as provided for by statute.
23.2 Parenting Leave - '!he Employer shall grant Parental leave in accordance
with applicable federal and state laws.
23.3 An employee who is temporarily disabled. due to pregnancy or childbirth
may use earned sick leave in accordance with Article XVII - Sick leave
ARI'Icr.E XXIV - UNIFORMS
'!he EMPLOYER shall provide five (5) clean tmiforms, consisting of shirts and
pants to each regular, full-time employee each week.
12
ARI'ICLE xxv - OVERI'IME PAY
Section 1. Hours w"Or.ked in excess of eight (8) hours within a twenty-four
(24) hour pericd (except for shift changes) or more than forty (40) hours
within a seven (7) day pericd will be compensated for at one and one-half (1
1/2) ti1nes the employee's regular base pay rate.
Section 2: OVertime will be distributed as equally as practicable.
Section 3: OVertime refused by employees will for record purposes 1.U1der
Section 2 be considered as unpaid overtime worked.
Section 4: For the purpose of computing overtime compensation, overtime hours
worked shall not be pyramided, compounded or paid twice for the same hours
worked.
Section 5: At the option of the EMPLOYER employees may take compensatory time
off in lieu of overtime pay. Compensatory time off will be provided at the
same rate as overtime pay. Compensatory time off must have the prior approval
of the EMPIDYER-designated representative.
ARl'ICLE XXVI - CALL BACKS
Section 1: An employee called in for work at a time other than the employee's
nonnal scheduled shift will be compensated for a minimum of two (2) hours' pay
at one and one-half (1 1/2) times the employee's base rate of pay.
Section 2: '!he employee who is scheduled to work Call Backs as deteJ::mined by
the EMPLOYER shall receive an additional three (3) hours of pay per week. All
employees who are required to be available for holiday call backs shall be
paid an additional two hours pay per holiday. '!he employee may elect to use
compensatory time off in lieu of holiday pay in accordance with ARI'IcrE )C{IV _
OVERI'IME PAY, Section 5.
ARI'ICLE XXVII - WAIVER
Section 1: Any and all prior agreements, resolutions, practices, policies,
roles and regulations regarding tenns and conditions of employment, to the
extent inconsistent with the provisions of this AGREEMENT, are hereby
superseded.
Section 2: '!he parties mutually acknowledge that during the negotiations
which resulted in this Agreement, each had the unlimited right and opportunity
to make demands and Proposals with respect to any tenns or condition of
employment not removed by law from bargaining. All agreements and
understandings azrived at by the parties are set forth in writing in this
AGREEMENT for the stipulated duration of the AGREEMENT. '!he EMPIDYER and the
UNION each voluntarily and unqualifiedly waives the right to meet and
negotiate regarding any and all tenns an conditions of employment referred to
or covered in this AGREEMENT or with respect to any term or condition of
employment not specifically referred to or covered by this AGREEMENT, even
though such terns and conditions may not have been within the knowledge or
contemplation of either or both parties at the time this contract was
negotiated or executed.
13
ARI'ICI:.E XXVIII - CXJRATION AND EFFECI'IVE DATE
'!his AGREEMENT shall be effective as of the 1st day of January, 1994 and shall
remain in full force and effect to and including the 31st day of Cec=nher,
1995 subject. to the right on the part of the EMPIDYER or the UNION to open
this AGREEMENT by written notice to the other party, not later than September
1st of the final year of the AGREEMENT. Failure to give such. notice shall
cause this AGRm1ENT to be renewed automatically for a period of twelve (12)
months fram year to year.
AGREEMENT entered into this 14th day of February
FOR 'IRE CITY OF ~D:
iiiz;:/1I4tt< (J
. '- J f~cel
Mayor V
J~vv... ( 1I1AAw1
J C. Hunn
CitY Administrator
, 1994 .
FOR LCCAL 224, a::uNCIL 14,
AMERICAN FEDERATION OF STATE,
aJUNI'Y' AND MUNICIPAL EMPLOYEES,
AFL-CIO
tL.~~~
Business Representative
J~~~'
14
APPENDIX A
I. '!he following hourly wage rates shall be effective January I, 1994:
JOB CIASSIFICATION
Light Equipment Operator & laborer
Start
$11.28
Six Months
$11.99
Working Foreman
start
$13 . 05
Six Months
$13.76
One Year
$12 . 69
One Year
$14.46
Two Years 'Ibree Years
$13.39 $14.10
Two years 'Ihree Years
$15.16 $15.87
II. '!he following hourly wage rates shall be effective July I, 1994:
JOB CLASSIFICATION
Light Equipment Operator & laborer
Start
$11. 39
Six Months
$12.11
Working Foreman
Start
$13.18
six lwf..onths
$13.90
One Year
$12.81
One Year
$14.61
Two Years 'Ihree Years
$13.52 $14.24
Two years 'Ibree Years
$15.32 $16.03
III. '!he following hourly wage rates shall be effective January I, 1995:
JOB CIASSIFICATION
Light Equipment Operator & laborer
start
$11.67
six Months
$12 . 41
Working Foreman
Start
$13 .51
Six Months
$14.25
One Year
$13.13
One Year
$14.97
Two Years 'Ibree Years
$13.86 $14.60
Two years 'Ihree Years
$15.70 $16.43
At the sole discretion of the Employer, an employee may be assigned to the job
classification of Working Foreman by the employee r s supervisor to perfonn the
full duties and responsibilities of that classification. In case of such
assigrnnent, the employee shall be paid at a rate of pay which corresponds to
the employee r s current step on the Working Foreman I s pay sdledule.
15
Upon notice to the Union with reasons for doing so, the Employer may hire
qualified new employees at up to eighty five percent of the top of the salary
schedule. '!he Employer may grant new employees end of probation increases up
to ninety five percent of the salary schedule. The employee shall then
continue to move through the salary schedule on the annual anniversary date of
their employment.
16
CITY OF S"rlQRB'\QJO
Public Works Cepart:ment
Seniority List
January, 1994
Employee Name
O1arles S. ravis
Seniority
Job Classification Date
Light Equipment Operator 07-15-85
Light Equipment Operator 01-01-74
Light Equipment Operator 12-14-87
Working Foreman 04-01-90
Light Equipment Operator 07-01-73
Light Equipment Operator 06-01-84
Light Equipment Operator 07-09-84
Cennis Johnson
Joseph P. I.ugowski
Lawrence A. Niccum
Daniel J. Randall
Howard V. Stark
Ralph A. Wehle
17
RESOLUTION NO. 94-
A RESOLUTION REVISING THE CITY OF SHOREWOOD I SWAGE &: SALARY
RANGE CHART FOR 1995 AND SETTING THE MONTHLY CONTRIBUTION
TOWARD THE MONTHLY INSURANCE PREMIUM FOR CITY EMPLOYEES
WHEREAS, the City Council has established the current salary and
wage range chart and its current contribution toward the monthly
insurance premiums for City employees by its Resolution No. 94-12; and,
WHEREAS, it is the intention of the City Council to, from time to
time, revise such salary and wage range chart and contribution toward
the monthly insurance premiums for City employees within the parameters
of State Statutes.
NOW, THEREFORE, BE IT RESOLVED that:
1. The City of Shorewood's Salary and Wage Range Chart 1S
hereby revised for the year 1995 as listed on Exhibit A,
attached to and hereby made a part of this resolution.
2. The Ci ty I S contribution toward the monthly insurance
premiums for City non-contract employees is hereby set
at $330.00 per month for the year 1995.
BE IT FURTHER RESOLVED that this resolution shall be effective
January 1, 1994.
ADOPTED BY THE CITY COUNCIL of the City of Shorewood this 12th
day of December, 1994.
Barbara J. Brancel, Mayor
ATTEST:
James C. Hurrn, City Administrator
95PAYPL..'l
2.5:S lVJJ 1/1/95
8/8/94
Exec. Secty./Deputy Clerk
4
CITY OF SHOREWOOD
PAY PLAN I E'ROPOSED PAY RANGES
1995
RANGE
1 2 3 4 5
28.488 30.269 32.049 33.830 35.610
20.2ll 21.474 22.738 24.001 25.264
17.909 19.028 20.147 21.267 22.386
17,056 18.122 19,188 20,254 21,320
39.935 42.431 44,927 47,423 49,919
24,467 25,996 27,526 29,055 30,584
38,362 40,760 43,158 45,555 47,953
30.673 32.590 34,507 36.424 38,341
27,264 28,968 30,672 32,376 34,080
24.380 25,904 27,428 28,951 30,475
27,342 29,051 30,760 32,469 34,178
39.236 41,688 44, 141 46.593 49,045
45.450 48.291 51,132 53,972 56.813
31.210 33.160 35,lll 37,061 39,012
21.401 22.738 24,076 25,413 26.751
13,054 13,870 14.686 15.502 16,318
POSITION
CURRENT
STEP
Receptionist/Secretar/
5
PIT Clerical
Election Clerk
Finance Direccor/Treas
5
Senior Accounting Clerk
5
planning Director
5
Building Inspector
5
Planning Assistant
5
Light Equipment Operator
Public Wks Working Foreman 5
Public Works Director 5
Administrator/Clerk 5
Liquor Operations Manager 5
Liquor Assistant Manager 5
Liquor Clerk
NOTES:
1. Step 5 is the normal salary/wage cap (TOP). It is based on averages for similar positions
in cities with similar populations. number of employees. location and job descriptions.
2. Normally. an employee would be hired at Step 1 - 80% of the TOP
3. After prObation (6 months), an employee would go to Step 2 - 85% of the TOP.
4. After 1 year, an employee would go to Step 3 - 90% of the TOP.
5. After 2 years. an employee would go to Step 4 - 95% of the TOP.
6. After 3 years. an employee would go to Step 5 - 100% of the TOP.
This plan. like the proposed Union contract. would allow us to hire a person at Step 2 if the
person is highly qualified and/or has significant experience and we need to offer a higher wage to
attract them. !t should also allow us to offer up to Step 4 after probation for the same reasons.
Employees may move more slowly through the range if not meeting expectations. and the City should be
able to exceed Step 5 for exceptional performance.
MUNICIPAL INSURANCE CONTRIBUTION
The following is information taken from the 1994 Salary and
Benefit Survey taken annually by the Stanton Group.
Municipal maximum monthly contribution toward employee
insurance (area cities) :
Mound $ 403
Chanhassen 373
Tonka Bay 331
Waconia 325
Wayzata 324
Shorewood 310
Deephaven 305*
Minnetrista 298
Excelsior 293
Orono 290
* Was listed at $285 but has since been adjusted to $305
retroactively.
~
FROM:
James C. Hurm, City Administrator
~
To:
Mayor and City Council Members
DATE:
October 20, 1993
RE:
staff City Engineer/Associate Director of Public Works
The position of City Engineer/Associate Director of Public Works
was first proposed two years ago. Although the position was favored
3 to 2 by the City Council, it was felt a greater consensus was
needed. The position should be revisited in one to two years. Two
years have gone by. The need for the position has not changed. The
analysis of 4 years shows that the position can be justified
financially. Don Zdrazil's support for the position continues. Joel
Dresel understands and recognizes the need.
Attached is an analysis of consulting engineering fees for the
years 1992, 1991, 1990 and 1986. Joel Dresel estimated the amount
of work which could have been done by a staff engineer, thereby
save consulting fees. The savings is estimated to be $84,200 of
$200,000 in 1992; $77,200 of $262,800 in 1991; and $53,500 of
$99,500 in 1990.
The Engineering Department will be treated like an enterprise fund
of the general fund. We will "charge out" the engineer's time at
perhaps $50 per hour to the various elements of the City. Currently
the consulting engineer is charging out at about $85 per hour. In
short, instead of the various funds of the City paying a private
consultant, the funds (at a lesser rate) will go to the general
fund to lower levy dollars needed for engineering (see Page 31 of
the proposed budget). Consulting engineering may still be needed
for design work and large projects.
I have worked under this system before and can assure you nothing
unexpected will come along. Funds have been budgeted for supplies,
equipment, staff support, etc. Keep in mind that even if we did not
see significant cost savings here we would still be recommending
this position because of the efficiencies of the position. Valuable
time can be spent learning the nuances of the City from Don. More
cost effective time could be spent on timely responses to inquires
from the public, City Council, Public Works and staff. More time
could be spent acquiring all possible state aid funds through a
thorough needs analysis and familiarity with MnDot. More time could
be spent on attempting to reduce sewer commission charges at a
reasonable cost. Some City Engineering services could perhaps be
contracted to neighbors (i.e. Excelsior) at a reasonable cost,
creating revenue for Shorewood. Some park related consulting fees
could be saved by doing project management in-house.
The time has come for the city to take this step.
JHjtln
102093.1
f
October 20, 1993
Position:
City Engineer/Associate Director of Public Works
Obiective and Scope:
As City Engineer this position plans, budgets, oversees, and in
general manages all contracted Public Works improvement projects;
assists and advises the various departments of the City in
engineering and technical matters; and performs the duties and
responsibilities of City Engineer as set forth in the City Code.
As Associate Director of Public Works this position works with the
Director and performs the duties of the director upon the
Director's absence; and will fully assume those duties upon the
position of the Director becoming open.
Relationship:
Reports to:
Supervises:
City Administrator/Clerk
Any person assigned to the engineering department.
Specific Responsibilities:
1. Planning/Budgeting
A. Coordinates the preparation of the annual 5-year capital
improvement program under the direction of the ci ty
Administrator.
B. Responsible for preparing and managing the engineering
department annual operating budget.
C. Responsible for implementation of the annual capital
improvement budget.
D. Develop, maintain, and administer engineering and design
standards for public improvements.
2. Project Management
Is responsible for project management of all City capital
improvement projects (ie. drainage, parks, sanitary sewer,
streets, buildings and water).
A. Is responsible for the organization of all engineering
and capital project files.
B. Oversees and coordinates all consulting engineering
services.
· prepares, recommends,
engineering services
and oversees contracts for
· reviews and approves bills for engineering services
1 of 4
'\
Position: city Enqineer/Associate Director of Public Works
C. For each capital improvement project the engineer shall
be responsible for:
. project budget and cost estimates
. schedules, memos, and correspondence
. engineers preliminary report (feasibility report)
. prepares hearing notices, advertisement for bids and
addendums
. produces or reviews project plans and specifications and,
makes recommendations to the City Council
. prepares bid tabulations
. functions as construction contract administrator
. responsible for project related applications and permits
. responsible for letters of credit, security agreements I
warranty bonds and insurance certificates
. prepares and recommends approval of change orders
. approves invoices and progress payments
. identifies and prepares for the acquisition of required
easements and r.o.w., including oversight of survey and
preparation of legal description activities.
. recommends project final acceptance to the City Council
and is responsible for all releases
. prepares the special assessment report and certifies
special assessment rolls to the City Clerk
3. Is responsible for the structural integrity of the City's
infrastructure (ie. buildings, streets, bridges, utilities,
etc) .
4. Advise the Public Works department of ongoing Public Works
matters in relation to engineering accountabilities.
5. Is responsible for quality control for public improvements
undertaken by a private developer including developing design
standards, review and approval of plans and specifications,
inspecting and testing all improvements in preparation for
recommending public acceptance by the City Council.
2 of 4
l'
Position: City Enqineer/Associate Director of Public Works
6. Is responsible for filing necessary reports, keeping proper
records, and complying with all requirements in relation to
the Municipal state Aid, (MSA) Highway program.
7. Is responsible for Park improvement project management. Works
with the Park Planner on planning and designing functions, and
the Administrator on project budgets. Attends Park commission
meetings, as necessary, as a staff resource.
8. Assists with planning and inspection issues relating to site
improvements (ie. elevations, fill, drainage and utility hook
up questions).
9. Reviews and comments on plats, rezoning, variances,
conditional and special uses and other issues as requested in
relation to engineering concerns.
10. Assist with health and safety issues (ie. traffic flow,
signage, and parking) .
11. Ensures responsiveness to the public through effective
relations with City residents.
12. Works with the Director of Public Works to assist the general
public in solving problems related to streets, right-of-way,
utilities, parking, drainage and all matters related to City
owned facilities.
13. Is responsible for City refuse collection and recycling
programs.
14. Acts as official representative of the City in meetings with
the Metropolitan Council and other agencies from the state,
County, Federal government and neighboring communities in
matters relating to engineering. Cooperate with private
enterprise in matters affecting the city.
15. Respond to resident concerns and complaints relating to
engineering accountabilities and keep affected residents
informed throughout the improvement process.
16. Other matters as may be assigned by the City Administrator or
City Council.
3 of 4
f
Position: City Enqineer/Associate Director of Public Works
Requirements:
1.
Bachelors Degree
background.
in civil
Engineering or equivalent
2. Registration as a professional engineer with the state of
Minnesota.
3. Ability to manage a budget and have experience in project
management.
4. Ability to handle public contact with tact and effectiveness.
5. Coordinate effectively with other departments.
6. Because this position is intended to gradually transform into
an Engineer/Director of Public Works, some experience in a
Public Works supervisory capacity, with considerable
demonstrated technical expertise in the public works field,
and demonstrated skill in personnel management, planning and
controlling the work of others is preferred.
7. Ability to deal effectively with a variety of audiences,
including City Administrators, ci ty Council Members, the
public, contractors and suppliers, and officials from other
jurisdictions.
8. Ability to utilize engineering tools, such as a transit and
must be computer literate.
9. Experience with, and working knowledge of the statutory public
improvement special assessment process.
4 of 4
11/22/91
tln.JOBDESCC
I
FUND: #10 General
Code
# ITEM
ACTIVITY: City Engineer
DEPT # 61
Annual Proposed Adopted
EST-93 1994 1994
Actual
1991
Actual
1992
Budget
1993
Jan-July
1993
---------------------------------------------------------------------------------------
Total
SUPPLIES
20 Office Supplies
21 Motor Fuel & Lube
22 Small Tools
23 Maint-Equipment
24 Maint-Builaings
26 General Suppl~es 300
-------------------------------------------------------------------------~-------------
Total 0 0 0 0 0 300 0
PERSONAL SERVICES
01
02
03
06
07
08
09
10
Regular Salaries
0.'1'. Salaries
Part Time Salaries
FICA City Share
PERA City Share
.Ins. City Share
Medicare City Share
Other Withhold.
51,450
6,000
4,395
2,305
4,500
o
o
68,650
o
30
31
32
33
34
35
36
37
38
39
40
41
42
43
OTHER SERVICES
Legal
Financial
Audit
Engineering
Planning
Contract
Conununication
Travel, Conf,Sch
Print/publish
Utilities-
Gas./Elec.
Improvements
Ins.-Total
Debt Service
Misc. Services
o
o
o
67,397
68,813
34,854
70,000
5,000
39,000
1,500
2,500
400
--------------------------------------------------------------------------------------~
SO
52
53
54
55
56
Total
OTHER CHARGES
Rental
Licenses-Taxes
Subscrip-Member
State Surchgs
Interest-
Interfund Loan
Allocated Expense
from other Depts
67,397
68,813
60
61
62
63
64
65
Total
CAPITAL OUTLAY
Land
Buildings
Machinery-Equip
Other Improve
Future
Furn & Fixtures
70,000
9,400
o
Total
TRANSFERS
70 Permanent
71 Temporary
72 Refund-Reimburse.
Total
39,000
34,854
300
o
o
o
300
o
o
o
3,500
1,500
o
o
5,000
o
o
o
o
o
o
o
o
o
o
o
=======================================================================================
TOTAL ACCOUNT
67,397
70,000
o
83,650
68,813
39,000
34,854
-31-
I
Summary Budget
FUND:
General
City Engineer
DEPARTMENT MISSION:
. .
DEPARTMENT:
DEPT NO:
Provide engineering and construction
management services for the City.
61
------------------------------------------------------------------------------------------
OBJECTIVES:
- Produce a readable map of the City of public distribution
- Complete an inventory of right-of-way needs on collector street system
- Keep construction project files up-to-date and accurate
- Communicate in written form to affected residents at least two
(2) times during a construction project
- Keep change orders at less than 5% of original contract amount
aIGHLIGHTS/COMMENTS:
Staffing:
New City Engineer Position, part of Assistant Clerk time and
part-time inspector/technician
Support/Materials:
Books and Misc. supplies
Support Services:
Contractualengineerin9 for 1994
Communications - addit~onal phone line, cellular phone
Travel mileage, conferences, continuing education
Misc. printing & publishing
Charges & Fees:
Subscriptions and memberships
Capital Outlay:
Comouter hardware and software, engineering equipment
Office furniture - drafting table, etc.
-30-
I
FUND: #10
DEPARTMENT: City Engineer
DEPT # 61
. ;.
---------------------------------------------------------------------------------------
BUDGET
ITEM
Actual
1991
Actual
1992
Budget
1993
Jan-July Annual Proposed
1993 . Est-93 1994
Adooted
1994
---------------------------------------------------------------------------------------
Staffing
Supplies/Materials
Support Services
Charges & Fees
Capital Outlay
Transfers
61,068
68,813
39,000
34,854
70,000
68,650
300
9,400
300
5,000
TOTAL
=======================================================================================
o
61,068
68,813
39,000
34,854
70,000
83,650
---------------------------------------------------------------------------------------
SERVICE INDICATORS:
Engineering/Inspection
as % of project cost
- street projects
- Lift stations
- Pine Bend
- Shady Hills
- Old Market Road
- P.W. Facility
- SE Water Trmt Plant
COST INDICATORS:
---------------------------------------------------------------------------------------
Expenditures
Program Revenues
Park Cap. Imp. Fund
Water Fund
Sewer Fund
MSA
Public Projects
Private projects
Levy Dollars
other Dollars
61,068
61,068
68,813
68,813
39,000
39,000
34,854
34,854
70,000
70,000
83,650
15,000
2,000
5,000
13,750
5,000
42,900
o
o
---------------------------------------------------------------------------------------
STAFFING:
Full Time:
Engineer
Asst. Clerk
Part Time:
Inspector/Tech.
-31-
1
.25
1
OFFTI
GENERAL TlllITHl Y PASS GRANO
----------u-----ALS TMRUS TOT Al
2 575 20 7..-------------04-----------
2'562'89 6:j~G.45 412.89 I.,sOU4
4'928'20 51 U7 2,050.32 1'1, 27U'1
3'403'00 44 US 932.03 20.,120..61
I'SOG'50 58 7.13 131.21 8,258.34
2 '156 '1' 341U3 6'14.35 '1,80.'1.08
, . ~ 0..55 3,m.87 17,'137.42
3,084.25 81 9.4'1 2,981.26 27,440.75
2,063048 68 U5 4,057.36 35,854.11
3.0.78.69 5811i5.06 I,U'1.16 28.034.82
2, 712.50 61~1. '1'1 585.00 9,30.6.'19
1.859.75 58Oj4 84 0.0.0. 5,854.84
2,173.06 10:03 '108. U 21, US. 41
.. -.... -------------.. ..----- -----.. ------ ------_.....-
19'12 TOTALS 32,397.65 6,(83)937 1793'1.4'1217 848.86
EST t " GEM CITY EHGR 100.00 100' '66.67 .
EST $ " GEM CITY EHGR32,397.65 6,48310.25 11,'159.66
1992
DECEIIBER
HOYEllBER
OCTOBER
SEPTEIIBER
AUGUST
JULY
JUNE
IIAY
APRIl
/lARCH
FEBRUARY
JANUARY
OFFTC~HLY PASS GRANO
) 1991 GEHERAl mEllS THRUS TOT Al
------------------,,-------------------------_..
OfCEllBER 1,406.61 13.20 0.00 6,413.20
NOVEMBER B98.29 976\7.41 0.00 20,117.41
OCTOBER 2,929.06 1,399U.61 0.00 41,743.61
SEPTEIIBER 2,998.88 20910.54 531.75 40,182.29
AUGUST 986.75 732';7.67 3,865.84 30,823.51
JUNE/JULY 6,560.00 1.116~5.13 0.00 38,705.13
/lAY 1.754.00 19.27 697.50 62.806.77
APRIl 1 ,727.75 ;6.75 488.25 3.125.00
/lARCH 2.440.61 iU8 0.00 8,583.98
FEBRUARY 2,49U8 .9.83 279.0.0 4,818.83
JANUARY 1,300.40 :3.66 302 . 63 5,646.29
-------------------._--------------------------
1991 TOTALS 25,491 .73 4,433.11.05 6,164.97 268,966.02
EST t - GEM CITY ENGR 100.00 100.
EST $ - GEH CITY EHGR 25,m.23 4,433.4.92 4,109.98
TER GRANO
SHADY rSIR & /I0NTHl Y PASS
1990 GEHERAl BRG rNSls TOTALS THRUS TOTAL
----------------..--... -------- -- ---- ----.. -- ..---------------
OECElIBER 705.50 6,859.84 791.44 i,65l.28
NOVEMBER 1,342.28 1,115.1 10,979..12 1,482.45 12,461.77
OCTo.BER 783.69 13,545.43 t,93U3 15,479.76
SEPTEMBER 1,135.55 24,297.17 2,.\43.35 26,640.52
AUGUST 627.34 8,965.65 2,834.17 II, SOU 2
JULY U4.01 7,372.28 2,383.17 9,155.45
JUNE 1,501.57 3,430.68 3,489.42 6,920.10
/lAY 1 , 353.54 5.69 5,053.85 4,325.67 U79.52
APRll 705.50 8,725.38 508.26 '1,233.64
MARCH 1,219.09 5,254.21 703.72 5,m.95
FEBRUARY 875.31 1,774,51 821.01 1,595.52
JANUARY 648.98 U3 3,269.69 195.48 3,465.17
------------------------------ --------- --- ------------ ---
1990 To.TAlS 11 , 642.96 1,115.84.52 99,528.01 21,813.07 121,341.08
EST \ - GEN CITY EHGR 100.00 80.00.00
EST $ - GEN CITY EHGR 11,642.96 8n.6uo 53,499.29 14,542.05
1986
DECEM8ER
HOVEMBER
OCT08ER
SEPTEMBER
AUGUST
T. H. 7TDllN ORDINANCE
CORRJDORLE COOIFfC. MONTHLY PASS GRAND
GENERAL STUDY r TOT AlS THRUS To.T Al
.. -----------------
.m~;i~~~m---:ii~i....---------.-----i:9B2~iim "796.50 2,178.71
671.38 298.61 . 6.566.91 3,967.81 10,534.12
288.13 431.4. 4,625.38 6,225.32 10,850.70
405.06 232.3i ll,m.71 7,000.99 18.43.1.70
41U4 265.5( 55,260.12 2,366.45 57,626.57
~
JULY
JUNE
IIAY
APRIl
HARCH
FEBRUARY
JANUARY
10116 TOTALS
705.51 464.03 4,609.48 4,590.32 9,1?9.80
345.50 464.63 3,593.94 2,618.07 6,212.01
305.50 1,327.50 11,021.29 578.25 171,55992'~~
577.82 !.S6 6,621.95 531.01 ,1..
.145.50 !.56 722.36 28,997.18 611.07 2'1,668.85
710.56 3,328-8'1 U2.92 3,771.81
170.00 4,539.26 753 .19 _~:~:~:~~_
-.--------.---------- ---------72.2--. ~6--i~2",579~92"-io:5;i~9o-i 73,121.112
5,473.84 3,517.891.l2 _
To:
Mayor and City Council
From:
James C. Hurm, City Administrator
Date:
January 5, 1995
Re:
Administrator's Review
Enclosed is a copy of the evaluation tool we have attempted
to use over the last several years in reviewing the
Administrator's performance. Also enclosed is a final report
on the budgeted objectives for 1994 and a report on the
status of issues prioritized by the City Council for 1994.
These should be helpful in evaluating the performance of the
Administrator who is responsible for efforts to address
issues as prioritized by the Council and for objectives set
by the Council in our budget document.
Bob had concern that the three new members have not had
sufficient interaction to fully evaluate the Administrator's
performance. Therefore, Rob Daugherty and Dan Lewis have
been asked to contact Bob to offer their input on the
Administrator's performance. All are requested to complete
the form to the extent possible.
In any case, Kristi and Bruce are being asked to fill out the
evaluation forms to share with the rest of the Council at the
work session January 10. Bob will have reviewed Jim's
emploYment agreement with Jim and will be prepared to discuss
it with the Council.
JCH/tln
Issues Facing the
priorities Set by
Priority
1
Resolve MWCC rate increase lssue
2
Review policies on municipal water,
including extending water to new
developments and a water system
analysis
City
City
in 1994
Council
Agreement reached,
Administrator appointed to
serve on Technical Advisory
Committee
Not done
3 Pursue joint efforts with neighbor- Administrator is 1994 Chair
ing municipalities of Cooperation Steering
Committee
4
Consideration of a
South Shore Senior Center
5
Relocation of liquor store
6
Assist in making senior housing
available
Leadership role taken by
Shorewood in getting City
Commitments
Lease completed
Not done
7 Reconsider feasibility of engineer- position budgeted for 1995
ing position
8 Continue the effort to reduce No progress made
regional transit levy on Shorewood
9 Finalization of a special assess- Not done
ment ordinance for street
reconstruction
10 Consider contracting for municipal Not done
garbage service
11 Development and maintenance of Not done
Shorewood's parks through a
foundation
12 Address the question of additional Not done
land vs. lighting softball fields
at Freeman Park
13 Address lake access on the west Not done
side of the City
14 Revise Planning Commission Foundation operating
ordinance
15 Complete negotiations for a new Completed
2 year AFSCME agreement
January 4, 1995
INFORMATION ON CITY ADMINISTRATORS I SALARY
Area Comparables (Hioh to Low Salary) :
Salary
Rank
1994
Salary
City Population
1
Shakopee 12,344
$70,000
2
Chaska 12,251
68,844
3
Chanhassen 12,863
67,500
4
Mound 9,652
64,600
5
Orono 7,303
60,100
55,946
6
Excelsior 2,395
7
South Lake 10,700 (combined) 55,7441
Police Chief
8
Shorewood
54,0752
6,430
9
3,882
52,000
Wayzata
10
Deephaven
3,681
52,0003
11
Victoria
49,400
2,669
12
Minnetrista 3,555
47,100
13
Tonka Bay
1,474
39,000
1
Chief will make $57,416 in 1995.
Transportation
Allowance
$300/mo
275/mo
200/mo
Day use of
city car
200/ mo
24<::/mi or
use of pickup
Car provided
29<::/mi
350/mo
22<::/mi
210/mo
Car provided
28<:: / mi
2
No adjustment has been made since January 1993.
This is new Part-time Administrator position at $25/hr.
Old Clerk/Treasurer/Administrator position has been at
$48,000 for 2 years.
3