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HomeMy WebLinkAboutAgenda Packets - 1997/09/02 »111111 GEN........ :>;s ;'' : >' ` IIII>IIIIII' Items Discussed Per Consensus 1. Discussion of Vacancy for EDC. Staff Report No. 97-2197WS (Presented by: Cathy Bennett, Director of Economic Development) 2. Discussion of Fire Board of Appeals. (Presented by:Nyle Zikmund, Fire Chief) 3. Discussion of Spring Lake Road Reconstruction Informational Update. Staff Report No. 97-2198WS (Presented by:Mike Ulrich, Public Works Director) 4. Discussion on City Hall HVAC Proposals. Staff Report No. 97-2199WS (Presented by:Mike Ulrich,Public Works Director) 5. Discussion on Personnel Policies. Staff Report No. 97-2200WS (Presented by: Chuck Whiting, City Administrator) 6. Update on HAY Job Evaluation System. Staff Report No. 97-2201WS (Presented by: Chuck Whiting, City Administrator) 7. Discussion of Mounds View Community Center Update. Staff Report No. 97-2202WS (Presented by: Cathy Bennett, Director of Economic Development) 8. Discussion of Continued Edgewood Drive Signalization Study. Staff Report No. 97-2203 WS (Presented by: Cathy Bennett, Director of Economic Development) 9. Discussion on 1998 Budget. Staff Report No. 97-WS (Presented by: Chuck Whiting, City Administrator) 10. Discussion of Management Contract for the Golf Course Manager. Staff Report No. 97-2204WS (Presented by: Chuck Whiting, City Administrator) 11. Discussion of Anthony Properties Exclusive Negotiating Contract. (Presented by: Chuck Whiting, City Administrator) 12. Discussion on General Community Meeting. (Presented by: Chuck Whiting, City Administrator) 13. Discussion of Acting Community Development Director. (Presented by: Chuck Whiting, City Administrator) 14. Discussion of City's Week. (Presented by: Chuck Whiting, City Administrator) MT at THIS IS IT ©um .4 , Ea_m r94r,v".ParttsQ A., AUGUST 29, 1997 ADMINISTRATION efforts will pay off All the committees have had at least one meeting except for the ethical It is hard to believe the end of summer is soon practices committee. Minutes are being upon us, but it is. That always means budget time distributed so if you haven't received some, give is in the air. The Council and staff have been Tracy Sanchez a call or check the minute board in working on the 1998 budget and here is the the City Hall copier room. We've been receiving current situation. After two work sessions, a some suggestions in the suggestion box as well. couple of department head meetings, all of which In addition, Jim Arnott spent this past Thursday spent time adjusting expenses and studying with the department heads going through trends, we have a preliminary budget with about a leadership style examination. The session was 6%tax levy increase, the franchise fee still pretty good and I think will help us as we move included, and long term deficit spending. I through the rest of the year. suspect each of these three variables in a final budget will get much more review and discussion. Hopefully, a new member of the management First, the tax levy increase is the maximum the team will begin this coming month. Rick Jopke state will allow for Mounds View due to levy of Roseville has been tapped as the top candidate limits set last session. Each percentage point of for the Community Development Director increase is about $15,000, meaning new revenues position. Terms and background are being from this source will not exceed about $90,000. completed for the Council's final decision The franchise fee expires December 31 and September 8. I think Rick will be a good addition typically brings in around $235,000 a year. It to our group. would have to be renewed in order to continue. Long term expense plans show the City's Chuck tendency to spend more than it takes in which will eventually bring down the City's general fund ECONOMIC DEVELOPMENT reserves. No need to panic just yet, but it does give us a lot to work on. In September staff will Tour for Prospects recommend the Council levy close to the I gave a tour of space at Mounds View Business maximum increase for the truth in taxation Park to a client of Metro East Development noticing, but I expect we will all be reluctant to Partnership. This tour resulted from an RFP that levy that much come the final levy setting in I responded to from MEDP. It would be nice to December. Anyone with money saving ideas or have this company choose Mounds View. I will new revenue source ideas feel free to pass them keep you posted. In addition, I provided along to me. information to Advantage Minnesota, the state marketing agency, who is working with a site In other matters, several of our communications selection consultant looking for space. conunittees are up and going and I sense the 2 THIS IS IT AUGUST 29,1997 Hotel Development to demo the Bel Rae sign on highway 10. This is Chuck and I are working with Dave Maroney scheduled to be done in the next week or so. A from Community Partners on initial projections true team effort! for potential increment generated by a Hotel Development with the Hall Family. We will be Cathy providing this information to Dan and Charlie next week to evaluate is they are interested in FINANCE continuing and to discuss alternatives. Effective October 1, the life insurance premiums 35W Corridor Coalition will increase. Employees will see a small increase I am attending a workshop of the 35W Corridor in the amount of premium withheld from their net Coalition to discuss options for use of the funds pay that were awarded during the last legislative session. I will provide more detailed information Utility bills for the second quarter are due Friday, as the process proceeds. August 29. Marge is assisting Mary by going through the 1985 accounts payable. Economic Development Commission The EDC will be meeting to discuss potential Diane programs to address multifamily housing and manufactured home parks. In addition we will be Election reviewing the possibility of applying for a grant With Julie Trude's resignation, a Special Election from the chamber in support of the Community will be held on November 4 to fill the vacant Profile. The City is scheduled to produce a new position. The polling location will be at Mounds community profile this year. See attached View City Hall in the City Council Chambers or agenda. possibly downstairs. Notices were sent to the papers notifying residents of the special election, NB/MV Chamber Board Meeting the change of polling location and the filing dates. I attended the NB/MV Chamber Board meeting. Filing began on Tuesday, August 26 and extends Items discussed included the Fall Gala Event that through Tuesday, September 9. Hours for filing is scheduled for September 18th on the Jonathan are 8:00 -4:30 p.m. Tracy Sanchez or Lynnette Paddle Boat. This is the chambers main has information regarding the election. fundraising event and is a great networking opportunity. Mayor McCarty has been asked to Elections judges which served at the last primary participate with the New Brighton Mayor as an and the advisory election will be contacted within MC. Unfortunately, both Chuck and I are unable the next few weeks. to attend but if any other Councilmembers are interested please let me know. Personnel A offer has been extended to Rick Jopke to fill Mounds View Community Center the vacant Community Development Director Thanks to John Hammerschmidt and his crew for position. It is anticipated he will start September painting the outside of the Community Center. 15 or 22. Rick has over 20 years of planning Although this is a temporary fix it make a huge experience and currently is the Assistant visual difference. We are working on punch list Community Development Director for the City of items and finalizing the remodeling of the kitchen Roseville. which is scheduled for completion on September Lynnette 8th. Thank also to Public Works for volunteering 3 THIS IS IT AUGUST 29,1997 COMMUNITY DEVELOPMENT additional drive-bys have been requested. 2091 Hillview Road Summer seasonal workers who are students will The building at 2091 Hillview Road is now be heading back to school after this week. We completely vacant. Staff inspected the property certainly will miss this seasonal crew-they have last week and found several broken window, been good workers. broken doors to the units and debris scattered throughout the building. Staff contact the Soccer fields are up and ready to go. Soccer mortgage company and requested that the teams begin practices this week and games begin building be secured and boarded. On Monday, in September. Silver View soccer field is out for August 25, the mortgage company did secure the Fall season due to re-seeding. There has been the units; however, they were not able to board a record number of kids registered for soccer this or repair the windows because of bid Fall. Eighteen(18)teams of 16 players each or a requirements by the Department of Housing and total of 288 kids are registered for Fall soccer. Urban Development (HUD). The mortgage company will be requesting quotes from RECREATION: contractors to determine the cost to board the units and submit a request to HUD. It is their Thursday, August 28 is Summer Program intention to hire a contractor to board the Supervisor Andy Singleton's last day. He will building next week. The foreclosure resume temporary work in a computer redemption period ends on September 18, 1997, programming company while he searches for full at which time the building will be transferred time work. Summer Intern Mike Schnur also back to HUD. concludes his internship this Friday, but will resume work with the Parks crew until the end of Registration of Multiple Family Buildings October or until he finds another job, whichever Staff has completed the majority of the comes sooner. Special thanks to Mike and Andy inspections for the 1997 registration. After the for all their work in the office this summer. multiple family owners complete their Activities could not have been implemented registration survey, pay their registration fees without their work. I especially appreciate their and pass the City inspection, they will receive a creativity, hard work, enthusiasm and quick Certificate of Registration. The Certificates responses to assigned tasks. Some employer will will be mailed out by the end of September. make a good choice when they hire either of these two guys. Wishing them the best in their Jennifer future endeavors. PARKS RECREATION & Fall Newsletters will be ready for distribution by the Irondale Football Boosters Club Tuesday, FORESTRY September 2. Registrations for programs will begin as soon as information is distributed. Flyers Greenfield Park has been hit with graffiti twice for the schools have been completed and will be within two days this week. Both the bangboard distributed to classrooms once school begins. and the basketball goal board were riddled with graffiti. Since graffiti is a priority project, the FORESTRY: crew dropped other work to repaint both the bangboard and backboard-twice this week. Rick took a well-deserved vacation this last week Police Department has been notified and and I haven't touched base with him. I know that 4 THIS IS IT AUGUST 29,1997 the crew was out working on trees in the city. City Hall. Rick continues to work with residents who have diseased trees that need to come down. The snow roadeo will be held on October 1 at the Unfortunately, diseased tree numbers increased Anoka County Fairgrounds. This is a yearly this year over other previous years. Rick is a bit event that allows MAC, Cities and Counties concerned and will be working on containing the throughout the state to compete in a"snow disease areas. plowing" obstacle course. The top (3)teams are presented awards at the MPWA Fall Conference. Mary On August 22, Larry assisted the City of PUBLIC WORKS Andover, with our Vactor, in cleaning some storm drains located in a new residential On August 11, 12 and 13, chip sealing was put development. (With the recent rains, top soil was down throughout the City. The initial sweep of washed away and plugged that drainage system.) the loose gravel will be approximately 2-3 weeks from August 13 and the 2nd sweep will be done The streets department will be repairing(2) storm 2-3 weeks after the initial sweep. We have had drains within the next week. (Police Department only a few complaints from our residents; the driveway and 5071 Bona Road.) main complaint is the"washboarding" on some of the roads. (The washboarding will be resolved Our seasonals have begun to leave; we thank when the contractor sweeps up the loose gravel.) them for their help and wish them luck in the upcoming school year! Due to the weather and scheduling conflicts; slurry sealing didn't start until August 27. Tracy J. Wally is still in therapy and is working 6 hour POLICE days. (Wally has a herniated disc in the neck and in the back. The doctors haven't determined Colonial Trailer Park became the first trailer park what's the best"plan of action" (surgery or in Ramsey County to be certified under the injections). Minnesota Crime Free Manufacturing-Housing Program. Bruce Meehan attended a class to become a certified Commercial Vehicle Inspector on The Chief signed and sent to the Minnesota August 26 and passed the exam. Congrats Department of Public Safety, updated"network Bruce! user agreements". These agreements allow us to use the computer system for criminal justice On August 19, a 2nd informational meeting was purposes. held regarding the proposed Spring Lake Road and County Road I reconstruction project. Barb Thank-you to the State Patrol for the use of their Haake has gotten a residential group together to radar trailer. We use it for about a week at gather information, via a survey, on what the selected locations with-in the City. We received residents would like to have (width of road, etc..) positive responses from the public. On August 26 and August 27, Mike, Cathy and On a sad note: Mike Kampa's father died. Our Jim Hess interviewed the (4)Engineering firms condolences go out to Mike and his Family. that submitted an RFP on the HVAC system for 5 THIS IS IT AUGUST 29,1997 Officers Meyer, Czarnecki and Menard recently completed their probationary period. Officer Menard was the last to complete his on August 26. Congratulations to all the officers. Steve Geringer's name was submitted to MADD as the Officer with the most DWI arrests for the calender year of 1996. Steve will be honored at a dinner on September 8, 1997. A new fax machine was purchased by the Police Dept. The old one may be good enough to use sparingly. We will be donating to the new Community Center. Tim ECONOMIC DEVELOPMENT COMMISSION AGENDA AUGUST 28, 1997 7:30 A.M. MOUNDS VIEW CITY HALL COUNCIL CHAMBERS 1. CALL TO ORDER P.M. 2. ROLL CALL (Present = P, Absent = A) Carlson Schmidt Goff Welsch Nelson McCarty (EDA Liaison) Sjoberg Quick (EDA Alternate Liaison) Bennett (Staff) 3. APPROVE EDC MINUTES July 24, 1997 Action: Motion Second Vote 4. SPECIAL BUSINESS Carol Frey, New Brighton/Mounds View Area Chamber of Commerce Chamber Activities Update 5. EDC BUSINESS A. Consideration of Application for Marketing Funds through the New Brighton/Mounds View Area Chamber of Commerce Action: Motion Second Vote Comments: B. Consideration of Establishing a Loan Program for the Improvement of Multi-Family Housing and Manufactured Homes Action: Motion Second Vote Comments: C. Consideration of Assigning EDC Member to participate in the Development of Design Themes for Highway 10 Corridor Action: Motion Second Vote Comments: 6. Report of Commissioners, Staff and EDA Liaison 7. ADJOURN P.M. Next Meeting September 25, 1997 Item No. 1 Staff Report No. 97-2197WS Meeting Date 9-2-97 Type of Business WK WK: Work Session;PH•Public Hearing; CA:Consent Agenda;EDAB:EDA Business Mounds View Economic Development Authority Work Session Staff Report To: Mounds View Economic Development Authority From: Cathy Bennett, Director of Economic Development Item Title/Subject: Discussion of Appointing an Economic Development Commission Member to Fill Vacancy Date of Report: August 29, 1997 Per EDA Board Members direction at the August 25th meeting I have invited Dan Moon, Steven Larson and Thomas Field who have completed applications to fill the vacancy for a resident on the Economic Development Commission(EDC). Attached are their completed applications. Per Chapter 408.06, subdivision 1 of the Mounds View Municipal Code,the EDA President with the approval of a majority of the Authority Board must appoint new members for the unfulfilled portion of the term that has been vacated. The term of Bev Tarhark, who resigned in May, expires December 31, 1998. Cathy B ett, Dir. of Economic Development APPLICATION FOR ADVISORY GROUPS OR COMMITTEES • Name of Group or Committee Applying For. �T� Second Choice (If Any): Full Name (First,Middle,Last): Jli, Address: 6Q7q Pleagan7 li/ew Years At This Address: -S Years You Have Lived In Mounds View: .S Telephone Number Home: 9!�(�-%�D77 Work or Other. /1/if • . QUALIFICATIONS ATIONS YOU WANT THE CITY COUNCIL TO CONSIDER Skills and Interests: Employment, Occupation, or Other Experience: �/ crAo �snJ/2d /44d46174- ° =4;4 . °01'4766Memberships,Accomplishments, or Other Qualifications: g To Serve On This C mittee- d t Please State Your Reasons For rled Yaz K�ijZ Gele; ecd � 4 �'�=�- �== /f1c Cmc Your response to any of the above may be continued on the back, and you may attach any other materials which you want the City Council to consider. Date Si�nazure 72( ,4. C- 117/ `' Theof Mounds View is committed to the policy that ail persons shall have equal e, ;l aacc ss to its City prom-ams, Facilities, and employment without re=ard to race, creed, color, origin, or handicap. To: Cathy Bennet, EDC and EDA June 25, 1997 From: Danny D. Moon Memberships, Accomplishments, or other; Member Mounds View 2000 Housing Committee Received Mounds View Resident Appreciation Award, Nov. 1992 • for suggesting savings on city printing costs Involved with the Hwy 10/U of M redevelopment hearings - I successfully helped stopped the overdevelopment of a piece of property in my neighborhood (the New Apostolic Church project) Have proposed and changes made to City code on PUC's in residential areas of Mounds View. Reasons for wanting to serve on the EDC I feel Hwy 10 has to be the starting point of general redevelopment of the City of Mounds View. After Hwy 10, the housing stock should and needs to be addressed from many angles. I know my neighborhood is not the only one that needs help, but I have successfully reduced the assessed value of my home two years in a row by just sending in pictures of my neighborhood. All this knowing that if my home were located just 6 blocks south the value would be approx. 30% higher. Our neighbors to the south, New Brighton, is considered a desirable place to live, Mounds View is not, I would like to helped change that perception. Thank-you for considering this application to the Economic Development Commission Canny D. Moon APPLICATION FOR ADVISORY GROUPS OR COMMITTEES Name of Group or Committee Applying For: co,vo cc Second Choice (If Any): Full Name (First, Middle, Last): S'i cn1 - Address: �LCi ( � Q nT� \, 74. • Years At This Address: -33 Years You Have Lived In Mounds View: 33 Telephone Number Home: 7s'f-7-228 Work or Other: „5-7)/— 3o / QUALIFICATIONS YOU WANT THE CITY COUNCIL TO CONSIDER Skills and Interests: JI2 7 Pc30P�� P`1671\ic-77 Employment, Occupation, or Other Experience: Memberships, Accomplishments, or Other Qualifications: Please State Your Reasons For Wanting To Serve On This Committee: ZvTe(a s i-p t y /11.0 v n.),0S U r cf../ A\ c c..o P i��(r IA) A- f-k Sc LL.,/ ? Sid /JS ' Le- Your response to any of the above may be continued on the back, and you may attach any other materials which you want the City Council to consider. Signature / Date The City of Mounds View is committed to the policy that all persons shall have equal access to its programs, facilities, and employment without regard to race, creed, color, sex, age, national origin, or handicap. APPLICATION FOR ADVISORY GROUPS OR COMMITTEES Name of Group or Committee Applying For: Second Choice (If Any): Full Name (First, Middle, Last): -live, lg j Address: way tG.•01 (wt,0 Da: Years At This Address: z_o Years You Have Lived In Mounds View: 7 Telephone Number Home: -754,_,(4.7-7( Work or Other: 7 r QUALIFICATIONS YOU WANT THE CITY COUNCIL TO CONSIDER Skills and Interests: NS�v '� �Y1i Gr 1e+ i2%X:r+=i2 A-.J. . �vArc Employment, Occupation, or Other Experience: Bu r (3 �c.%N 1 �r_ s irr+ � art. Plasm— Sa-o1G. M�eemberships, Accomplishments, or Other Qualifications: r it tlo6cFR- ortls /rsSoc._s.APFS ri► 10 bFrt. -4-CkA-i,R... DC Kr.,/1- Si feta -5hl; Ce-men. Please State Your Reasons For Wanting To Serve On This Committee: ' cor-A-ralov-430'i wNriv. ' pt,. v-itukic..•1 4-O irokrdflv5= 4-ke bvski cline D E t_14-40 Pcr w lel1 p S 74ipt4 4-Lia -mak Mr, Your response to any of the above may be continued on the back, and you may attach any Iother materials which you want the City Council to consider. Signature Date 74I/9-7 The City of Mounds View is committed to the policy that all persons shall have equal access to its programs, facilities, and employment without regard to race, creed, color, sex, age, national origin, or handicap. ECONOMIC DEVELOPMENT COMMISSION 1997 WORK PLAN Mission Statement.- The Economic Development Commission shall serve as an advisory body to the Economic Development Authority to promote a positive economic climate and revitalize the community by developing programs to retain and expand existing businesses, attract desirable new businesses, and redevelop target areas in the City. Action Steps: a Review and make recommendations to the EDA on programs and opportunities to enhance business development and retention. ■ Advocate for an approved Redevelopment Plan for Highway 10, Section 9 and encourage further study and planning for the entire Highway 10 Corridor as an important element in the positive economic vitality of Mounds View. Continue to act as the catalyst for and provide input on the development of a Corridor redevelopment plan. ■ :Review and make recommendations to the EDA on applications for the Mounds View Business Improvement Partnership Program. ■ Provide comment to the Planning Commission in their analysis of the revision of the Mounds View Comprehensive Plan as it relates to the Highway 10 Corridor. ■ Evaluate staff research on innovative programs of other metro area cities as it relates to development, redevelopment and housing rehabilitation. ■ Work cooperatively with the Planning Commission in evaluating design standards for new development and redevelopment in the City. ■ Annually monitor and provide input on the Mounds View Housing Replacement Program. Evaluate the.program's effectiveness as a tool in providing the community with affordable and life cycle housing and generating positive long term economic growth and ensure that it meets the requirements under the Mounds View's Tax Increment Plan. ■ Participate with staff in retention calls to local businesses. ■ Communicate on a regular basis with the public on the Economic Development Commission activities, encouraging written or verbal comment, through the City Newsletter, cable and other interactive avenues. .. .e t� z Fire Department Memorandum To: Chuck Whiting, Mounds View Administrator Mounds View City Council From: Nyle Zikmund, Fire Chief Date: August 15, 1997 Re: Board of Appeals The Fire Department is requesting that the council for the City of Blaine support our desire to change the fire code Board of Appeals from its current status of being the City Council to that of being the Fire Department Board of Directors. The Uniform Fire Code, adopted by the State Legislature and applicable to the entire State of Minnesota requires under Section 103.1.4 that an appointed appeals board be created by the executive body, which in this case is the City of Blaine. The function of the Board is to provide reasonable interpretation of the code with respect to proposals, fire orders, and alternates. The Fire Code further states that the Board shall consist of five members who are qualified by experience and training to pass judgment on such matters. The Fire Chief shall be an ex-offico secretary of the Board. Should an appellant or the fire department disagree with the appeals board ruling, either party may subsequently appeal their case to a state board of appeals which can overrule the local board. Historically, amongst all three cites we serve, we experience about one appeal every four years. The most recent appeal you may recall was the sprinklering requirement for the Cross of Glory Church. The appeal did not actually come forward, rather, it was withdrawn by the Church before council had an opportunity to hear the issue. Changing the appeals board to the Fire Department Board of Directors is requested for the following reasons; the fire board is now comprised of five community directors and two firefighters, one of the five community directors is a Mounds View resident (Brook Shields) thus providing local input. The fire board is more knowledgeable and experienced with respect to fire department operations, codes issues, and code impacts. We serve three cities and consistent interpretation and application of the code provides for a safer community. Council members will not be placed in political situations that may require them to choose between volunteer firefighters and business (or church) interests. More appeals may be forthcoming due to our more proactive inspection program thereby warranting more workshop and council time. The disadvantage to the change would be a loss of control or perceived loss of control. However, since the council appoints the board they can always rescind the appointment. Additionally, there is nothing prohibiting a council liaison who would be a non-voting member but would have the ability to provide input and report back to the full council. Board of Appeals ADVANTAGES: 1. Provides for opportunity to experience more consistent code interpretation and application throughout the three cities protected. 2. Fire Board has more limited focus and is tasked with fire department operations oversight versus the much broader plate of issues council must deal with. 3. Issues can sometimes become very political. Change of appeals board can eliminate or minimize incidences. 4. Appeals, although infrequent, can take up considerable workshop and council meeting time. With more proactive inspection approach, _ there is a greater possibility of more appeals coming forward. DISADVANTAGES: 1. Loss of control or perceived loss of control. 2. Fire Board may be too limited in focus. Pending fire code issues with potential for an appeals application: Aveda, Airport Hangars Action Requested - Passage of Resolution similar to what was done for the Citizens Environmental Committee as the Tree Board. r. .. w 1 J J I ‘...•4. I r yr DL-M 1 P4C 014 r tS•-1 J0,04 r.CJ l C71 1991 UNIFORM FIRE CODE 2.302-2.304 or premises subject to the inspection of the department,the chief is authorized 1n I require the owner or the person in possession or control of the building orpremises to provide,without charge to the jurisdiction,a technical opinion and report.The opinion and report shall be prepared by a qualified engineer specialist.laboratory or fire-safety specialty organization acceptable to thechicf andtheowner and shall analyze the fire-safety properties of the design,operation or use of the building or =. premises end the facilities and appurtenances situated thereon.to recommend nee- essay changes. Board of Appeals See.2303.To determine the suitability of alternate materials and types of con- struction and to provide for reasonable imerpnerations of the provisions of this code,there shall be and hereby is created a board of appeals consisting of five members who are qualified by experience and training to pass upon perinscntmar- ters_The chief shall bean ex officio member and shall act as secretary orate board. The board of appeals shall be appointed by the executive body and shall hold office at their pleasure:.The board shall adopt reasonable rules and regulations for con- _ ducting its investigations and shall render decisions and findings in writing to the fire chief,with a duplicate copy to the appellant. M Standards See.2.304.(a)Uniform Fire Code Standards.The Uniform Fire Code Stan- dards referenced it:this code are those standards contained in the Uniform Fire Code Standards, 1991 edition,published by the International Fire Code Institute as listed below.The Uniform Fire Code Standards are hereby declared to be part of this code as if set forth in full herein. UNIFORM TIRE CODE STANDARDS U.R.G.STD.AND SEC.NOS. TITLE ARTICLE 9 9-t;9.108 Standard Method of Test for Flash Point by Tag Closed Tester 9-2;9.108 Standard Method of Test for Flash Point by the PenskyMamns Closed Tester 9-3;9.108 Standard Method of Test for Flash Point of Aviation Turbine Fuels by 9• Post-Ir Fax Note 7671 Date 1 {CM!A!Ares!. To Om/ { From r lit Co.JDept•{ Co. Phone A Phone fax#i Fax* TOTAL P.01 • I1. ordinance No. Fire Suppression Page 4 LS8.04 Standards. Asltomatic sprinkler systems must complywith the applicable standard _referenced in UBC Section 904. Whop a public water eunoly is not avail ahi e J an alter ate on-site Source of water supply which meets with the approval of the Building Official and Fire Chief shall be provided. Section 5. The Spring Lake Park Code is amended by adding Section 158.05 as follows: 158.05 Subotitute Construction. The installation of an automatic surinkler system as required by this chapter 4ges mat preclude the subetitution of one-hour fixe resistive constimmotion as permitted .in UBC Section 508. Section 6. The Spring Lake Park Code is amended by adding Section 15B.06 as follows: Section 158,06 anneals. To determine the uitability of alternate materials and type& Q1 construction and to provide for ramble in;prptatatiana of the provisions of this code. there shall be and harebv is created a hoard of appeals consimting of five members who are =all-fled by exneriopce and training to paps judgment upon pertinent ma ers. Ttp Fara Chief abuil be an X-officio Ya�_mber and shall act as Secretary of ttig board. The Board of Appeals • . - - . , . _ _ Inc.. Soard of Directors ansi shall hold ef�fi`ce at the pl asura o= the spring Take Park City Council. The Hoard jijull adopt reasonable . , . . ct ,investigations and shall render decisions and Zindings in writing to the Fire Chief, with a duplicate copy to the appellant. (Underline indicates new material) HUU-17-177r Qt3•G( Li l Y Ur MLH 1 Nt b1G (0J b1J0 r, L/C CITY OF BLAINE RESOLUTION NO. 97-170 APPOINTING THE SPRING LAKE PARK FIRE DEPARTMENT,INC.BOARD OF DIRECTORS AS THE FIRE CODE BOARD OF APPEALS WHEREAS,the Uniform Fire Code, Section 103.1.4, requires that a Fire Code Board of Appeals be created by the City Council and hold office at their pleasure; and WHEREAS,the best interests of the City and its citizens are served by having a Fire Code Board of Appeals which is experienced in and knowledgable of fire operations and related building materials and standards, and WHEREAS,the Spring Lake Park Fire Department,Inc. Board of Directors consists of knowledgable people who could capably serve as the Fire Code Board of Appeals, NOW,THEREFORE,BE IT RESOLVED by the City Council of the City of Blaine that the Fire Code Board of Appeals: I. Shall consist of five members of the Spring Lake Park Fire Department,Inc.Board of Directors who are qualified by experience and training to pass judgment upon pertinent matters; 2. Shall determine the suitability of alternate materials and types of construction and provide for reasonable interpretations of the provisions of the Fire Code; and 3. Shall adopt reasonable rules and regulations for conducting its investigations and shall render decisions and findings in writing to the Fire Chief with a duplicate copy to the appellant. BE IT FURTHER RESOLVED that the Fire Chief shall be an ex-officio member and shall act as secretary of the Fire Code Appeals Board. PASSED by the City Council of the City of Blaine this 17th day of , 1997. •'Ryan,Mayor / ATTEST: ajdth 7 ... Joyce Tw o ja4C, City Clerk Counci Action: 97-349 TOTAL P.02 Item No. Staff Report No.97' 2/QS o5 Meeting Date: September 2, 1997 Type of Business: W.K. WK: Work Session;PH:Public Hearing; CA: Consent Agenda;CB: Council Business City of Mounds View Staff Report To: Honorable Mayor and City Council From: Michael Ulrich, Director of Public Works Item Title/Subject: Informational update on Spring Lake Road Reconstruction Date of Report: August 27, 1997 Staff copied Council with the comments and concerns brought forth in the last informational meeting earlier this month. In an effort to reduce staff time and expense, please bring that packet of information with you to the meeting, if you have any questions. As mentioned in the memo, Barbra Haake has formulated a survey that will be distributed to the residents on Spring Lake Road. This survey addresses many aspects of the proposed project including street width, sidewalks, and funding mechanisms. Accompanying the survey is a fact sheet that she has assembled based on information provided by staff and received at the meetings. I have included copies of the information and survey that will be given to the residents. The residents will have three weeks in which to complete the survey and return it for tabulation. Ms. Haake has requested to be on the September 22, 1997 Council meeting to present the results of the survey to Council. The feasibility report is expected to be presented late in September or early October. Staff is waiting for a final decision from the MSA Screening Board to determine if the entire segments of Spring Lake Road will be designated Municipal State Aid streets. This report is merely to provide Council with up to date information regarding the proposed project. Staff will be in attendance to answer any questions and provide a brief summary of the events to date. If Council has any questions regarding this item,that could require additional research or expertise,please feel free to call me. Michael Ulrich, Director of Public Works August 26 , 1997 6 : 30 p . m. Mounds View City Hall , Lower Level Spring Lake Road and County Road I Upgrade Survey/Questionnaire for residents Meeting of Block Leaders Review of Survey/Questionnaire : Do the questions get reasonably close to the concerns the citizens have? Do they address the main issues? When canvassing your neighborhood , explain what you have learned from the meetings you have attended . Try to clarify questions your neighbors will have . One point to remember : if they want parking on their upgraded street , the road will have to be 32 ' wide to allow parking on one side . 1 . List of volunteers who will take segments of Spring Lake Road and County Road I to get survey/questionnaire filled out . ( 140 houses affected along these roadways . ) 2 . Leave behind piece "Fact Sheet" dated August 20, 1997 3 . Survey/Questionnaire for Spring Lake Road/County Road I residents RE: UPGRADING of these streets . 4 . Three weeks allowed to get results back ; Block Leaders return to City Hall , Tuesday , September 16 , 1997 at 6 : 30 p . m. with completed survey/questionnaires from 140 affected residents to compile survey results . S . Survey results will be submitted to Mounds View City Council at their regular Council meeting , Monday , September 22 , 1997 . 6 . The Council will be asked for their schedule of any meeting at which Spring Lake Road/County Road I . upgrade will be discussed , reviewed , feasibility study accepted , public hearing ordered , Order for Improvement to be made , bid openings , etc . Questions : Barbara Haake 784-8260 or 786-1022 Survey/Questionnaire for Spring Lake Road/County Road I . residents : UPGRADING of these streets (presently 24 feet wide in most places) . The City of Mounds View is considering upgrading Spring Lake Road and County Road I in the spring of 1998 . To date , the project has been presented to the public at two public meetings ; 6/24/97 and 8/19/97 . The next scheduled public meeting and public hearing dates will be announced later although the end of September or October is likely. In order to give the City Council as much information as possible from the affected residents regarding the upgrading the survey/questions/ answers below are compiled in an effort to explore as many options as possible to satisfy the most residents living along these streets. These questions will be distributed , gathered and tallied by block workers residing along these streets with the results presented to the City Council at their September 22 , 1997 council meeting , 7 :00 p. m. (The City recommends minimum road widths , curb to curb , within the City of Mounds View at 30 feet and that on MSA funded roadways side- walks/trailways are also installed : (sidewalk 7 feet wide and a boulevard 6 feet wide for a total of an additional 13 feet) . . . ie . 30 foot roadway with trailway , needs 43 feet of land ; 32 ' road , 45 feet needed ; 28 ' road , 41 feet . ) 1 . Do you want County Road I upgraded? Yes : No : (If no , only minimum repairs would be done) (Regardless of your answer to question #1 , please answer the following questions so if your road is upgraded , it will reflect your wishes . ) 2 . Width of road surface , curb to curb - (Only non-MSA allow 24 ' ) : 26 feet 28 feet 30 feet 32 feet Other : 3 . Do you want a curb installed : Yes : No : Curb design : Barrier curb & gutter surmountable curb 4. Do you want a sidewalk/trailway built ? Yes : No : (If you said No to question #4 , please answer the following questions anyway so if sidewalk/trailway is built it will reflect your wishes . ) 5 . Should sidewalk/trailway be built up on the land , away from the roadway? Yes : No : 6 . Should sidewalk/trailway be established on the side of the roadway pavement with painted demarcation lines? Yes : No : 7 . If a sidewalk/trailway is built up on the land , should it be on the North Side (water utility land) ? South Side? Both Sides? 8 . Width of sidewalk/trailway right-of-way: a . 7 ' sidewalk, 6 ' boulevard (City Policy) : Yes : No : b . 7 ' sidewalk against curb , no boulevard : Yes : No : c . Other sidewalk width: d . Other boulevard width : e . Other suggestions : • CHAPTER 8 PUBLIC IMPROVEMENTS AND SPECIAL ASSESSMENTS Section 8.01. Power to Make Improvements and Levy Assessments. The City may make any type of public improvement not forbidden by law and levy special assessments to pay all or any part of the cost of such improvements as are of a local character. The total assessments for any local improvement may not exceed the cost of the improvement, including all costs and expenses connected therewith, with interest. No assessment shall exceed the benefits to the property. Section 8:02. Effective Charter Provisions. Local improvements (the term "local improvement" shall mean a public improvement financed partly or wholly from special assessments) shall be carried out exclusively under the provisions of this Charter. '( Section 8.03. Local Improvement Ordinances and Regulations. Within 90 days after this Charter goes into effect, the Council shall enact suitable ordinance(s) governing. local improvements and special assessments. The ordinance(s) shall provide a complete working code covering the determination of assessments and assessment Districts,public hearings, appeals from a collection of assessments, penalties for delinquency in making payments, financing of said assessments, and the certifying of unpaid assessments for collection by the proper county officer. Said ordinance(s) shall also provide for installment payments and notices to be given thereof, appellate procedure, reassessment, if necessary, and all other matters appropriate to the subject of local improvements and assessments. After the adoption of such ordinance(s) providing for local improvements, all procedures in compliance therewith shall conform to the regulations as set forth in such ordinance(s) and as otherwise contained in this Charter. City of Mounds View Subdivision 4. When a proposed improvement is disallowed under the foregoing subdivisions, the Council shall not vote on the same improvement within a period of one year after the public hearing on said improvement. Section 8.05. Assessments for Services. The Council may provide by ordinance that the cost of City services to streets, sidewalks, or other public or private property may be assessed against property benefited and may be collected in the same manner as special assessments. Such costs shall not be deemed to be "special assessments" for the purposes set forth in Section 8.03 of this chapter. August 26 , 1997 QUESTIONNAIRE/SURVEY of residents along Spring Lake Road/Co. Rd. I . Resurfacing/rebuilding/widening/trailway for Spring Lake Road and County Road I . Facts : 1 . Spring Lake Road turned back to Mounds View by Ramsey County Board of Commissioners on Tuesday , June 24 , 1997 2 . County Road I to be turned back to Mounds View in 1999 unless requested earlier by Mounds View who has targeted 1998 as the year to take it back to coincide the Spring Lake Road work. 3 . MSA funds are available for reconstruction along with Ramsey County turnback funds which are given to the City of Mounds View. 4 . Mounds View, previous to 1995 , used MSA funds for rebuilding with no charge to residents living along those roads , ie . Long Lake Road , Quincy , Co . Rd . I . from Hwy 10 east , etc 5 . In 1995 , the City Council revised their previous practice on applying turned back funds to the specific road being upgraded and put said funding into a special account to use anywhere in the City for street work. Now residents are required to pay 50% per front running foot for a street 30 foot wide on a formula basis . Spring Lake Road and Co . Rd . I . assessment is estimated to be $40 . 30/foot (based on average MSA 32 ' wide street) . Costs above a 30 ' wide street for surface upgrading will be paid by the City . 6 . The City also set 30 feet as the preferred width of City streets . (MSA standard 32 foot roads will allow parking on one side . No parking on a MSA 30 ' road . Non designated residential streets with a 30 ' width allow random parking . ) 7 . In 1996 , the City applied this new law to Bronson Avenue. MSA funds were available but residents paid approx. $37/front foot . 8 . In 1997 , the City and Ramsey County rebuilt Old Hwy 8 , all four driving lanes paid by County ; curb , gutter , trail , paid by City . State aid used for 42% of storm sewer . It was assessed according to the current City policy . 9 . Traffic counts on Spring Lake Road and County Road I : . County Road J and Spring Lake Road : 1 , 050 daily trips . Spring Lake Road and Hwy 10 , north side : 1 , 350 . Entire length of Spring Lake Road , Hwy 10 to Co . Rd . I . : 1 , 060 . Spring Lake Road from Co . Rd . I . to H2 : 450 . County Road I from Fridley to Spring Lake Road : 4, 150 . Co . Rd. I . from Spring Lake Road to Silver Lake Road : 4 , 450 10. To stop a proposal for the upgrading of turned back streets by the City Council , a petition signed by 51% of the affected homeowners living within the project area is needed . 11 . Presentation on Tuesday night , 8/19 , indicated a need to achieve a consensus of opinion from Spring Lake Road/Co . Rd . I . residents to inform the City Council of the wishes of the affected residents regarding the upgrading of these City streets . (Survey needed . ) SCHEDULE : Meeting for- survey/questionnaire block leaders at lower level , Mounds View City Hall , 8/26/97 ; 6 : 30 p . m. Block assignments . - Three weeks for residents to return survey to their block leader . - Meeting at City Hall , Council Chambers , 9/16/97 ; 6 : 30 p . m. of block leaders to compile survey results . - Results presented to City Council at its regular meeting , 9/22/97 . Item No. Staff Report No. — '" WS Meeting Date: September 2, 1997 Type of Business: W.K. WK: Work Session;PH:Public Hearing; CA: Consent Agenda; CB: Council Business City of Mounds View Staff Report To: Honorable Mayor and City Council From: Michael Ulrich, Director of Public Works Item Title/Subject: City Hall HVAC Proposals Date of Report: August 27, 1997 Cathy Bennett, Jim Hess and myself interviewed the four consultanting firms that submitted RFP's for the City Hall building. All four candidates appear to be well qualified and have a grasp of the City's intent for the building survey. All of the candidates have expressed that the remainder of the engineering cost of the project, should it proceed to construction,will be based and the system that is chosen to replace or correct the building's HVAC deficiencies. Staff will attempt to contact references for all of the firms prior to Monday's meeting and present a report of the findings and possibly a recommendation for Council's consideration. • i ael Ulrich, Director of Public Works ITEM #5 STAFF REPORT NO. 97-2200WS interoffice MEMORANDUM to: Chuck Whiting from: Lynnette Morgam).\ subject: Personnel Policies date: August 28, 1997 Currently personnel policies are incorporated in the City Code as well as in the"Administrative Policy Manual." Those policies which are not in the code were adopted by Resolution or the City Administrator. The duality of personnel policies has created confusion regarding personnel procedures and interpretation. As discussed with Bob Long, several cities have a personnel handbook which serves as their cities personnel rules and policies thus eliminating the possibility of policy interpretation and inconsistency. Staff has revised policies to clarify language and intent, while also including gender neutral language. Draft policies have be reviewed by Department Heads and the City Administrator. The manual is divided into six sections. The following information is a brief overview of significant changes and newly created policies. Section 1 1.01 Appearance and Dress: appropriate dress and casual day language. 1.05 Conferences and Seminars: new. 1.10 Discipline: progressive discipline policy. 1.20 Drug and Alcohol Testing: workplace testing modified, includes data practices information. 1.25 Employee Orientation: condensed. 1.30 Employee Records and Data Privacy: relates to the Minnesota Data Practices Act regarding personnel file and public and private information 1.40 Hiring Policies: general description of the hiring process. 1.45 Offensive Behavior/Sexual Harassment: modified to includes garity/tennessen warning and Department Head and employee responsibility. 1.50 Outside Employment: employee should notify Supervisor, 1.75 Serving on Boards and Commissions: new 1.80 Smoking: Police garage non-smoking. 1.85 Travel Expenses: procedures developed. Airline travel credits policy has the employee bank the credit and notify the city of the amounted banked. 1.90 Tuition Reimbursement: condensed. Option of allowing City Administrator to grant an exception to the $750 limit. Chuck Whiting Page 2 August 28, 1997 Section 2 2.01 Family and Medical Leave: policy divided into 4 separate sections consist with Federal and State Regulations. Researching other cities parental leave length. 2.05 Blood Donation Leave: employees may use up to 2 hours of accrued sick time to donating blood. Section 3 3.05 Flex Time: language clarified. 3.15 Insurance Benefits: general information regarding insurances and benefits. 3.20 Misc Benefits: new, general information regarding non-core benefits. 3.30 Retirement Benefits: new, general information regarding PER 3.35 Sick: elimination of sick leave advance. Clarification of banked sick leave. Sick leave accrued over the maximum amount will be banked and used only when sick leave have been depleted. Section 4 Safety Policies being reviewed by Safety Committee. Section 5 5.01 Discharge: new,basis for discharge. 5.05 Insurance Continuation: new, information regarding COBRA, etc. 5.15 Reference Checks: new, information regarding employees consenting to allow the City to give a reference. 5.20 Resignation: new,procedures. 5.30 Termination and Separation Policies: new,procedures and severance information. Include severance language regarding health insurance continuation consistent with union contracts. Once completed, the entire manual would be presented to City Council for adoption. Future amendments to policies would be by Resolution rather than by Ordinance,thus creating less procedure requirements while still providing the opportunity for all parties to remain involved with personnel changes and decisions. Table of Contents Section Page Introduction City Organization City Organizational Chart City Administrator City Departments and Services Advisory Boards and Commission Section.One .Wor lace Issues 1.01 Appearance and Dress 1.05 Conferences and Seminars 1.10 Discipline 1.15 Discrimination Policies/American with Disabilities Act/AIDS/Equal Employmen Opportunity/Affirmative Action 1.20 Drug and Alcohol Testing 1.25 Employee Orientation 1.30 Employee Records and Data Privacy 1:35 Grievances 1.40 Hiring Policies 1.45 Offensive Behavior/Sexual Harassment 1.50 Outside Employment 1.55 Performance Reviews 1.60 Political Activity 1.65 Probationary Period 1.70 Service Time 1.75 Serving on Boards or Commissions 1.80 Smoking 1.85 Travel Expenses 1.90 Tuition Reimbursement/Educational Assistance 1.95 Vehicle Use Section Two:Attendance and Leaves 2.01 Family and Medical Leave 2.05 Miscellaneous Paid/Unpaid Leaves 2.10 Working Hours, Attendance, Breaks SeCtiii Three,;iiiiipensation and Bene fits .:..;.:.;:.;•:. . 3.01 Compensation Plan and Job Classification 3.05 Flex Time Leave 3.10 Holidays 3.15 Insurance Benefits 3.20 Miscellaneous Benefits 3.25 Payroll, Overtime, Compensatory Time 3.30 Retirement Benefits 3.35 Sick 3.40 Vacation Section Four; Safety/health Light (Alternate) Duty Damage to Personal Articles Emergency Procedures Safety Policies Worker's Compensation (Injury on Duty) Section Five:Separations 5.01 Discharge 5.05 Insurance Continuation (COBRA, Chapter 488& Flex Benefits) 5.10 Layoff 5.15 Reference Checks 5.20 Resignation 5.25 Retirement 5.30 Termination and Separation Policies 5.35 Unemployment Insurance Claims Section Six Admjn[Stratwe Polrc�es Access to Public Documents Administrative Offense Policy Contingency Funds Gifts and Gratuities Keys and Security MIS Meeting Notices/Public Hearings Motor Vehicle Safety Records Mowing of Weeds and Tall Grass Outside City Sign Policy Personal Use of City Property Purchasing Records Retention Snow and Ice Control Surplus Policy Definitions Appendix :: ... Introduction Welcome Welcome to the City of Mounds View! We hope your employment with the City will be an enjoyable and satisfying experience. Introduction The purpose of the Personnel &Administrative Handbook and supporting documents is to introduce new employees to the City of Mounds View and to provide all employees a source of general information on the City and its personnel policies. You should keep this packet for reference in order that you may have a full understanding of your rights and obligations as an employee of the City of Mounds View. Neither this handbook nor any of the City's policies are intended to be a contract between the City and its employees. Policies are not terms and shall not be regarded as or construed as contractual provisions. As such, employees are free to terminate employment with the City at any time for any reason. Conversely, the City remains free to terminate employment at any time for any reason not prohibited by law. The City reserves the right, at its discretion, to change or terminate any provision of this handbook or to add new provisions at any time without prior notification. Suggestions you have for changes in the City's personnel policies are welcome and should be submitted in writing to the Clerk-Administrator. If, and whenever, information in this packet conflicts with a union contract, the union contract shall override the packet information. The City encourages you to review the material contained in this handbook. If you need further clarification of policies, you are urged to discuss them with your supervisor. Policies outlined in this handbook replace and supersede all prior personnel policies, and such prior policies shall have no further force or effect. City Organization The City of Mounds View operates under the Council-Administrator form adopted by the City Charter. Under the Council-Administrator form of government, the City Council retains policy-making and legislative authority, and delegates administration of local government to an appointed Administrator, who is responsible directly to the Council for the proper administration of all affairs relating to the City. The Council consists of a Mayor and four City Council members, all of whom are elected at-large. The Council appoints citizens to various advisory boards and commissions. City Administrator The City Administrator is hired for an indefinite term and serves at the pleasure of the Council. According to the Mounds View City Charter, the City Administrator has the power and duty to: 1. Enforce all City ordinances and resolutions; 2. Direct the operations of the City; 3. Attend Council meetings but has no vote; 4. Recommend to the Council measures which he/she feels are necessary for the welfare of the citizens and for efficient administration; 5. Keep the Council fully advised as to the financial conditions and needs of the City; 6. Prepare and submit to the Council an annual budget; 7. Prepare and submit to the Council for adoption an administrative code incorporating the details of procedure; 8. Perform such other duties as required by the Council. City Department and Services Community Development Preparation of the City's comprehensive plan, review of development proposals, housing programs and inspections, building plan review, permits and inspections and code enforcement are the major functions performed by this department. Economic Development Economic Development coordinates development and redevelopment activities and tax increment financing. Finance and Administration Finance and Administration includes accounting, payroll, city clerk functions as well as all personnel-related items, such as recruitment hiring, employee benefits, and compensation. Fire Mounds View and the neighboring communities of Blaine and Spring Lake Park, are served by a volunteer fire department. Golf Course Adjacent to Highway 118 and 35W in the northeast corner section of the City, the Bridges Golf Course is a nine hole golf course and 47 station practice ranger. The Bridges Golf Course and Range offers an enjoyable and challenging time for beginning, intermediate and expert golfers. Parks and Recreation The Parks, Recreation and Forestry Department provides recreational, educational, social and cultural programs for residents. The department is also responsible for park planning, improvements, development and maintenance. Police The Police Department provides patrol and traffic forces, investigation and juvenile service, and related supporting activities. Public Works Public Works performs services including maintenance of streets, sewer and water systems, and all city vehicles. Public Works is also responsible for snow plowing. City Advisory Boards and Commissions There are six advisory boards and commissions. These commissions provide an opportunity for citizens to participate in the affairs of the City. Final decisions are made by the Council, but these commissions assist in performing studies and making recommendations on preparation of the City's comprehensive plan, development proposals, new ordinances, government problems and other areas of concern. They are: ► Economic Development Authority ► Economic Development Commission ► Planning Commission ► Parks and Recreation Commission ► Police Civil Service Commission ► Cable Committee Note: In addition to the City Council's advisory boards and commissions Mounds View also has a Charter Commission. A complete list of City Council members, City staff and Advisory Board Commission members, are included in the City's Municipal Directory. Section 1 POLICY: APPEARANCE AND DRESS Approved By: Clerk Administrator Section: 1.01 Revision History: 1997 The dress and appearance of City employees is a direct reflection on the professionalism of our services. City employees meet with the public daily as part of the regular work day. Employees should attempt to keep personal appearance and dress habits consistent with good taste. Departures from generally accepted business grooming styles may create an unfavorable image to the public. It may also create a work distraction to fellow employees. Employee discretion is advised. Guidelines: With prior approval from the Clerk Administrator, Department Heads establish rules and regulations governing appearance and dress code within their respective departments. Because dress needs vary by job function, individuals need to dress in a manner appropriate for their jobs. The Department Head will be responsible for determining if attire is inappropriate. Uniformed Personnel: Uniforms are provided to some City employees. Uniforms should be worn while at work unless an exception is made by their Department Head. Fridays have been designated as "Casual Day," which allows employees to wear more informal dress on those days. The Department Head shall be responsible for determining what type of dress is acceptable on Casual Day and shall inform employee. However, if an employee has a meeting off City premises, or a meeting with customers on City premises where more formal attire is appropriate, more business like attire shall be worn. Employees who have questions concerning dress standards should direct them to their immediate Supervisor or their Department Head. POLICY: CONFERENCES AND SEMINARS Approved By: Section: 1.05 Revision History: 1997 National or regional (multi-state) conventions, seminars, workshops or conferences may be attended by Department Heads or assistants. State and local conferences may be attended by Department Heads, Assistants, or other staff if specifically related to their technical area. Under certain circumstances, an employee who is not a Department Head or Assistant may be approved to attend national or regional conferences. The costs of all national and regional conferences, seminars, and workshops, are covered by the respective department's budget and attendance shall be dependent on available budget. When full funding cannot be provided within the budget, partial funding (i.e., meals and registration) may be available for an employee to attend training or conferences. However, the employee must be willing to pay any remaining costs. See Section 1.85 for reimbursable Travel Expenses. POLICY: DISCIPLINE Approved By: City Code Section: 1.10 Revision History: 1988, 1997 Disciplinary action for just cause may be handled as deemed appropriate by the City. This policy does not apply to new probationary employees. New probationary employees may be disciplined, at any time, for any reason which does not violate the law, subject to the rights of veteran's. The objective of this policy is to establish a standard disciplinary process for employees of the City of Mounds View. This policy encourages a positive, problem solving approach to discipline. The focus is on correcting unacceptable behavior, encouraging good performance, and not on punishment as an end in itself. Progressive discipline is a sequence of increasingly serious actions taken in response to inappropriate employee behavior. These actions must incorporate the principles of: Equal Employment Opportunity: Discipline may not result in discrimination based on race, color, creed, religion, national origin, sex, marital status, sexual orientation or identity, disability, age status with regard to public assistance or veterans status. Just Cause: The punishment must fit the infraction. Due Process: The employee must be informed of actions to be taken and why; the employee must be given the opportunity to respond or challenge the actions and to explain their behavior. Just Cause: The following list contains examples of conduct which may constitute cause for discipline, suspension or discharge. As it is impossible to predict every situation, this list should not be construed as limiting in any way the potential causes for discipline. 1. Incompetence or inefficiency in the performance of his/her duties. 2. Sleeping or inattention on the job. 3. Dishonesty in the performance of duties. 4. Carelessness and/or negligence in the handling or control of municipal property or property entrusted to the employee by the City. 5. Theft or intentional destruction of City property or another employee's property. 6. Failure to comply with safety rules, regulations and/or City safety procedures. 7. Deliberate or careless conduct endangering the safety of other employees, including the provoking of or instigating a fight during working time or on the City premises. 8. Sexual harassment or other offensive behavior. 9. Absenteeism. 10. Providing false or misleading information on an application form, cheating on an examination, falsifying a statement, certificate, or evaluation. 11. Intentional falsification of personnel records, time sheets or other City records or reports. 12. Violation of or fraud regarding the provisions of this handbook. 13. Soliciting political contributions from municipal employees, and engaging in political activities on or with City property and/or on City time. 14. Conduct impairing the efficiency of the City. 15. Conviction of a criminal offense. 16. Violation of any lawful or official work rule, regulation or City Ordinance. 17. Immoral or indecent conduct while on duty. 18. Reporting for work and/or working while under the influence of alcohol, drugs, or other controlled substances; and/or any violations of the Drug &Alcohol Testing Policy. 19. The use of offensive conduct or language toward the public, municipal officers or employees. 20. Inducing or attempting to induce a person, officer or employee of the City to commit an unlawful act or to act in violation of any lawful and reasonable official regulation or order. 21. Failure to report to work, refusal to work as assigned and directed, or insubordination, unless such instructions are injurious to the employee's safety or health. 22. Acceptance of a gift under circumstances from which it could be inferred that the giver expected or hoped for preferred or favorable treatment in the conduct of City business. 23. Use of Sick Leave for reasons other than those provided in Sick Leave Section. 24. Other behavior which the City deems to be irreconcilable with the City's best interests. The above list is not exclusive and is intended merely as illustrations and examples of behavior warranting discipline up to and including termination. PROGRESSIVE DISCIPLINE STEPS The following sequence of actions is the normal course of progressive discipline. These steps need not be followed in the case of dishonesty, gross insubordination, recklessness resulting in serious injury or property damage, a major violation of work rules, blatant sexual harassment or whenever it is judged that the behavior exhibited justifies immediate suspension or termination. At every step the employee is given an opportunity to explain their behavior. Step 1 Oral Warning Step 2 Written Warning Step 3 Suspension Step 4 Termination Oral Warning Supervisors, in consultation with the Department Head, have the authority to impose oral warnings without prior approval of the City Administrator. An oral warning should include the following: 1. An explanation of the nature of the violation and the behavior or results expected. 2. The consequences of a repeat violation or continuing inappropriate behavior. 3. The employee's response to the oral reprimand. 4. An explanation of the City's grievance procedure. 5. A record of the conversation should be made by the Supervisor for future reference. A copy of the "Record of Oral Warning" should be used. 6. Forward the completed form to the Human Resource Representative. Written Warning Supervisors, in consultation with the Department Head, have the authority to impose written warnings without the prior approval of the City Administrator. A written warning should include the following: 1. A written memo to the employee from the Supervisor explaining: • The nature of the violation and the behavior or results now expected. • The previous oral warning, if one was given. • The consequences of a repeat violation or continuing inappropriate behavior. 2. The employee should sign a photocopy of the written warning acknowledging that they have received the original copy. This does not mean that the employee agrees with the warning, only that they have received the notice. 3. The employee's response to the written reprimand. 4. An explanation of the City's Grievance Procedure. 5. A record of the conversation should be made by the Supervisor for future reference. A copy of the Record of Written Warning Form. 6. Forward the signed written warning and completed form to the Human Resource Representative. Suspension The City Administrator, or the Department Head with the concurrence of the City Administrator, may suspend an employee with or without pay. Pay of exempt personnel will not be reduced improperly under Department of Labor regulations for disciplinary reasons. A suspension should include the following: 1. A written memo to the employee from the Supervisor or Department Head explaining: • The nature of the violation and the behavior or results now expected. • The previous steps of discipline, if any. • The effective time of the suspension. • Procedures upon returning to work. • The consequences of a repeat violation or continuing inappropriate behavior. 2. The employee should sign a photocopy of the suspension notice acknowledging that they have received the original copy. This does not mean that the employee agrees with the suspension, only that they have received the notice. 3. The employee's response to the suspension (if any). 4. An explanation of the City's Grievance Procedure. 5. Forward the signed photocopy of the suspension notice to the Human Resource Representative. Termination The City Administrator, or the Department Head with the concurrence of the City Council, may terminate an employee. A termination should include the following: 1. A written memo explaining: • The nature of the violation. • The summary of all the previous steps of discipline, if any. • The effective date of discharge. • Procedures for termination, including the exit interview. 2. The employee should sign a photocopy of the termination notice acknowledging that they have received the original copy. This does not mean that the employee agrees with the termination, only that they have received the notice. In the event the notice is mailed to the employee, a signed acknowledgment is unnecessary. 3. The employee's response to the termination (if any). 4. An explanation of the City's Grievance Procedure 5. Forward the signed photocopy of the termination notice to the Human Resource representative. Seasonal/Temporary Termination Seasonal and temporary employees may be terminated at the discretion of the respective department head with concurrence of the City Administrator. A termination should include the following 1. A written memo explaining: • The nature of the violation. • The effective date of discharge. Other Disciplinary Action The City Administrator, or the Department Head with the concurrence of the City Administrator, may use some other form of disciplinary action such as involuntary demotion, forced transfer to a comparable position or withholding a salary increase in lieu of a suspension or termination. Other disciplinary action notices should include the following: 1. A written memo explaining: • The nature of the violation. • The summary of all the previous steps of discipline, if any. • The effective date of the action • The consequences of a repeat violation or continuing inappropriate behavior. 2. The employee should sign a photocopy of the notice acknowledging that they have received the original copy. This does not mean that the employee agrees with the disciplinary action, only that they have received the notice. 3. The employee's response to the disciplinary action (if any). 4. An explanation of the City's Grievance Procedure. 5. Forward the signed photocopy of the disciplinary action notice to the Human Resource Representative. 6. In the event of a demotion or forced transfer, completed Personnel Action Notice authorizing the action. Demotions and transfers are required to complete a probationary period. For additional information pertaining to Probationary Periods, see Section Exceptions to Procedures In some instances all of the steps listed above may not be practicable and are not required to be included in the process. The City reserves the right to make exceptions to these procedures. (e.g. Seasonal/Temporary Employees). POLICY: DISCRIMINATION POLICIES Approved By: Federal/State Statute Section: 1.15 Revision History 1989, 1997 A. Equal Employment Opportunity (Title VII, MN §363) The City of Mounds View provides equal opportunities to all employees and applicants for employment in accordance with all applicable Equal Employment Opportunity and Affirmative Action laws, directives and regulations of Federal, State and Local governing bodies or agencies thereof, specifically Minnesota Statute 363. The City of Mounds View doesnot discriminate against or harass any employee or applicant for employment because of race, color, creed, religion, natural origin, sex, disability, age, marital status, status with regard to public assistance, membership or activity in a local commission, disability, sexual orientation, or age as defined in Minnesota Statutes §363.01, subd. 23. The City takes affirmative action to ensure that all employment practices are free of such discrimination. Employment practices include, but are not limited to, hiring, upgrading, demotion, transfer, recruitment or recruitment advertising, selection, layoff, disciplinary action, termination, raises of pay or other forms of compensation, and selection for training, including apprenticeship. The City of Mounds View uses its best efforts to afford minority and female business enterprises with the maximum practicable opportunity to participate in the performance of subcontracts for construction projects that are engaged by the City. The City is committed to achieving the goals of the Equal Employment Opportunity and Affirmative Action and fully supports the incorporation of non-discrimination and Affirmative Action Rules and regulations in contracts. EEO/AA Procedures: Compliance with Affirmative Action and Equal Opportunity Laws: The City of Mounds View will review their involvement in achieving Affirmative Action objectives as well as other established criteria. Any employee of the City who does not comply with the Equal Employment Opportunities Policies and Procedures as set forth will be subject to disciplinary action. Any subcontractor to the City not complying with all applicable Equal Opportunity/Affirmative Action laws, directives and regulations of the Federal, State and Local governing bodies or agencies thereof, specifically MN §363 will be encouraged to come into compliance or risk the loss of future contracts. The Equal Employment Opportunity Program is managed by the City Administrator and he/she will designate personnel to complete responsibilities including monitoring all Equal Employment Opportunity activities and reporting the effectiveness of this Affirmative Action Program, as required by federal, state and local agencies. If any employee or applicant for employment believes they have been discriminated against, they should contact the City Administrator. If at any time this Manual is found to be in conflict with the City's Affirmative Action Plan, action shall be taken that will allow the goals of the Affirmative Action Plan to be fulfilled. B. AMERICAN WITH DISABILITIES ACT(Federal 45 CFR 84) Revision History: 1997 The American Disabilities Act of 1990 (ADA) ensures that qualified individuals with disabilities have equal access to all services offered by local government. The City of Mounds View does not discriminate on the basis of disability in the admission or access to, or treatment or employment in, its services, programs or activities. Upon request, a reasonable accommodation will be provided to allow individuals with disabilities to participate in all City services, programs and activities. Requests shall be forwarded to the Office of the City Administrator. The following section is a legal procedure for the City to act on grievances relating to alleged discrimination on the basis of disability. The City also welcomes suggestions or recommendations for making its programs and facilities more accessible to all its citizens beyond the basic requirements. Any individual who believes that he or she has been subject to unlawful discrimination of the basis of disability by the municipality may file a grievance. PROCEDURES Grievances should be submitted to City of Mounds View, City Administration, 2401 Highway 10, Mounds View, MN 55112. Grievances may be written or verbal, but in either case a written record of the complaint shall be kept the City Administrator. The grievance should include: • Name of the person(s) discriminated against, address, and telephone numbers, • Detailed description of the grievance (i.e., barrier to a City Program, service or facility); • Any Additional background information. If the individual is an employee of the City of Mounds View and the grievance is based on conditions of that employment, the complaint shall be referred to the City Administrator. For grievances not based on the conditions of employment by the City of Mounds View, the following steps will be followed: First Step 1: Submit complaint of alleged discrimination on the basis of disability to the City Administrator for resolution. The City Administrator will review the complain and render a decision within 30 working days. A record of the complain and actions taken will be maintained in the City Administrator's office. Second Step: If the grievance cannot be resolved by the City Administrator to the satisfaction of the individual, it will be forwarded to the Mounds View City Council. The affected employee(s) and/or the City Council may request to hold a public meeting on the complaint. If an employee desire a public hearing to be held on the complaint, then a written request must be submitted to City Administrator. In conformance with applicable public notice laws, the public meeting will beheld at the next available City Council meeting, pursuant to applicable laws governing data privacy and public meetings. The City Council will issue a decision within 30 days of hearing the complaint. A record of actions taken on the complaint by the City Council will be maintained in the Office of the City administrator. The City Administrator will make every effort to resolve the complaint at the local level, however, complaints are not required to exhaust the City of Mounds View's grievance procedures before filing a complaint at the federal level. Following are agencies who receive complaints at the federal level: U.S. Equal Employment Opportunity Commission 1801 "L" Street NW Washington, DC 20507 202-663-4900 (Voice) 202-663-4394 (TDD) U.S. Justice Department Washington, DC 20530 202-514-0301 (Voice) 202-514-0301 (TDD) U.S. Department of Transportation 400 - 7th Street NW Washington, DC 20590 202-366-4011 Federal Communications Commission 1919 "M" Street NW Washington, DC 20054 202-632-7260 Individuals may also file a complaint with the Minnesota Department of Human Rights, Bremer Tower, St. Paul, MN 55101, 296-5663 (Voice) or 296-1283 (TTY). In accordance with MN 363.06, Subd. 3, the deadline for filing an unfair discriminatory practice complaint to the Department of Human Rights Commissioner is not later than one year from the date of the alleged discrimination. C. AIDS POLICY Revision History: 1997 AIDS (Acquired Immune Deficiency Syndrome) will be treated like any other catastrophic illness. Any employee with this condition is covered by City benefits and policies relating to insurance, health and disability, non-discrimination, and equal work opportunity. The City of Mounds View recognizes that AIDS and HIV positive persons pose significant issues in the workplace. In an effort to maintain a healthful and safe worts environment, guidelines and procedures have been established for handling issues that arise when an employee is affected by the disease. POLICY GUIDELINES The City of Mounds View will treat all medical information obtained from employees with AIDS or HIV Positive with confidentiality, and in compliance with the law. Consistent with the commitment to maintaining a safe and healthful work environment for all employees, the City of Mounds View, with respect to group health and life insurance benefits, shall treat AIDS and HIV Positive persons the same as other life-threatening illnesses, such as cancer and advanced heart disease. The City of Mounds View recognizes that employees who have AIDS or are HIV Positive, continue to be valued employees of the City. This policy is based on respect for the individual employee and that any employee suffering from a potentially terminal illness may want to maintain a normal lifestyle for as long as the employee maintains acceptable performance standards and the medical evidence indicates that there is not safety threat to the employee or to others. Based on overwhelming preponderance of available medical and scientific opinion, there is not evidence that the HIV(AIDS) virus is casually transmitted in ordinary social or occupational settings or conditions. Therefore, co-workers have not basis upon which to refuse to work or withhold their services for fear of contracting for transfer requests will be make for employees who feel threatened by a co-worker's AIDS/HIV infected condition. Recognizing the need for employees to be accurately informed about AIDS, the City will to the best of its ability make available general information about the disease. POLICY: DRUG AND ALCOHOL TESTING: Drug Free Workplace (41 USC, 403; MN §181) Commercial Driver's License (49 USC 1507; CRF 40.25) Approved By: Federal, State, City Council Section: 1.20 Revision History: 1988, 1996, 1997 DRUG FREE WORKPLACE The City is committed to the health, well being and safety of its employees and property. All employees have a responsibility to report to and be at work in a fit condition to perform. The policy has been established for the purpose of providing a safe workplace for all and to comply with the Drug Free Workplace Act. Unless specifically authorized as part of the employee's work duties, no employee shall use, possess, manufacture, distribute, dispense, sell, or transfer drugs, alcohol, or drug paraphernalia while the employee is working or while the employee is on the City's premises or operating City equipment. Employees are required to report to work on time and in appropriate mental and physical condition to work. No employee shall be under the influence of any illegal drug or alcohol while working. No employee shall operate, use or drive any equipment, machinery, or vehicle of the City or perform duties for the City while under the influence of alcohol, marijuana, controlled substances, or other mood altering drugs. Employees have a duty to immediately notify their Supervisor if they are not in appropriate mental or physical condition to perform their job duties. An employee shall notify the City of any criminal drug statute conviction for a violation occurring in the workplace no later than five days after such conviction. Such a conviction will be grounds for termination unless the employee satisfactorily completes a drug abuse assistance or rehabilitation program. Violations of the policy may lead to discipline, including discharge. Each situation will be evaluated on a case-by-case basis depending upon the severity and circumstances. The entire policy is included in the Reference Section of this manual FEDERAL OMNIBUS TRANSPORTATION EMPLOYEE TESTING ACT AND RELATED REGULATIONS IMPLEMENTATION POLICY The purpose of the policy is to establish programs designed to help prevent accidents and injuries resulting from the misuse of alcohol or use of controlled substances by drivers of commercial motor vehicles. The policy implements the requirements of the Federal Omnibus Transportation Employee Testing Act of 1991 and the U.S. Department of Transportation Regulations, 49 C.F.R., Part 382. The policy is in addition to and separate from the City's Drug and Alcohol Testing Policy, which implements the requirements of state law and the federal Drug Free Workplace Act of 1988. The policy is intended only to establish rules necessary under 49 C.F.R. Part 382. The City and its employees may have other rights and obligations under state and federal law. All employees who operate commercial motor vehicles on behalf of the City shall comply with the terms of this policy. The City requires that all employees report to work on time, either scheduled work hours or call-back, iri appropriate condition for work. Any employee found to be in violation of this policy is subject to discipline up to and including termination of employment. The entire policy is included in the Reference Section of this manual. POLICY: EMPLOYEE ORIENTATION Approved By: City dministrator Section: 1.25 Revision History: 1994, 1997 New Employee Orientation was developed in an effort to help a new employee to become acquainted with the responsibilities of the position, the organization, and to develop a sense of belonging, loyalty and interest in the City. Full-time employees will be introduced to the City through the New Employee Orientation Program. The new employees respective department head will assist with the orientation process in a cooperative manner following the guidelines as outlined below. Procedures In addition to the offer of employment letter, a Handbook will be provided welcoming the new employee aboard. The employee is requested to bring the Handbook the first day on the job. The new employee will report to the department head on the first day of employment. The individual responsible for orientation will meet with the new employee, making sure the new employee is receiving the proper information from the assigned supervisor and department head. As a guideline to ensure all policies are covered, the individual responsible for orientation should utilize the Employee Orientation Checklist located in the reference section of this manual. As part of the orientation process, (the "employee designate"), will schedule the employee to meet with each department head during the first week of employment. Meetings within each of the departments will provide the employee with an opportunity to meet all department heads and discuss the purpose and organization of the unit. As part of this meeting, the Department Head will introduce the new employee to the members of the department and take the employee on a tour of the department and its facilities. POLICY: EMPLOYEE RECORDS AND DATA PRIVACY Approved By: State Statute Section: 1.30 Revision History: 1997 The Administration/Finance department maintains personnel records of each employee. A separate file will be kept for any medical information collected regarding each employee. The Government Data Practices Act regulates the access to data on employees of public employers. Pursuant to the Government Data Practices Act, the following information is considered "Public" and can be accessed by anyone pursuant to the procedures set out in Minnesota Statute §13.03, subd. 3: • name; • actual gross salary; • salary range; • actual gross pension; • the value and nature of fringe benefits; • the basis for and the amount of any enumeration in addition to salary, including expense reimbursement; • job title; • job description; • education and training background; • previous work experience; • dates of employment; • the existence and status of any complaints or charges against the employee regardless of whether the complaint or charge resulted in a disciplinary action; • the final disposition of any disciplinary action, including the specific reasons for the action and supporting documentation; • the terms of any agreement settling any dispute arising out of the employment relationship; • work location; • badge number; • honor and awards received; • payroll time sheets or the equivalent; and city and county of residence. (This information is not made public, however, for undercover law enforcement officers or applicants for such positions). Employees are responsible for providing current information for their personnel files, including changes of name, address, telephone number, dependents, professional development, named beneficiaries, and emergency contacts. Employees' access to personnel files is governed by the Government Data Practices Act, Minnesota Statute §13.04, subd. 3. Employees may request access to their personnel files, which will be granted as soon as possible and no later than five (5) working days after the request is made. The files are available in the City Administrator's office. Copies can be forwarded to employees upon request. The City can deny employees access to their personnel records if access has been given within the preceding six months unless a dispute or action is pending under the Government Data Practices Act or new data has been collected or created. Any employee who contests the accuracy or completeness of their personnel record should notify the City Administrator in writing of the objections to the contents of the file. The employee should also supply names and addresses of individuals or entities believed to have received information from the personnel file. Within 30 days, the City will either correct the personnel file and attempt to notify individuals believed to have received the incorrect information or will notify the employee that the City considers the data to be correct. Information will not be disseminated from the personnel file without a copy of the employee's acknowledgment. The employee may appeal the City's determination that the information is accurate pursuant to the Administrative Procedure Act (Minnesota Statute §14.01, et. seq.) POLICY: GRIEVANCES Approved By: City Code Section: 1.35 Revision History: 1988, 1997 Disagreements may arise because an employee does not know, understand or agree with certain policy interpretations or management decisions. Such disagreements are commonly referred to as grievances. It is the policy of the City to address all grievances promptly and fairly. Employees are encouraged to utilize this process when a negative employment situation arises. Every effort shall be made to address grievances in such a manner as to be satisfactory to the employee and the Supervisor involved. Employees exercising their rights under this Section shall be free from reprisal. City employees may not avail more than one grievance procedure on any one complaint. Employees covered by a collective bargaining agreement shall follow the grievance procedures outlined in that agreement rather that the procedures set forth below. To the extent permitted by a negotiated agreement, Union employees shall be allowed to pursue the grievance policy set forth herein to the Clerk-Administrator level. PROCEDURES All grievances shall state the fact upon which they are based, when they occurred, the specific provisions(s) of the Rules allegedly violated, the remedy requested, and the avenue through which redress is sought. The grievance must be signed by the employee who is aggrieved. Step 1: The employee shall file, in writing, the grievance with the employee's Department Head within ten (10)working days of the date of the grievance or the employee's knowledge of its occurrence. Step 2: The grieving employee's Department Head is required to investigate the grievance and attempt to provide a response or decision within ten (10)working days of receipt of grievance. Step 3: If the grievance is not satisfactorily dealt with at the Department Head level, it can be appealed within ten (10) working days to the Clerk-Administrator. Step 4: Upon receipt of the grievance appeal the Clerk-Administrator shall review the grievance and respond within ten (10) working days. Step 5: If the grievance is not satisfactorily dealt with at the Clerk-Administrator level a petition for the City Council to hear the grievance must be filed within ten working days with the Clerk- Administrator who will then place it on the next available City Council agenda. Any grievance not appealed, in writing, to the Fifth Step by the employee within 10 calendar days of receipt of the Clerk-Administrator's answer shall be waived. 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 time limits, it shall be considered settled on the basis of the City's last answer. If the City does not answer a grievance, or an appeal thereof, within the specified time limits, the employee may elect to treat the grievance as denied at that step and may appeal the grievance to the next step. The time limit in each step may be extended by mutual written agreement of the City and the employee in each step. POLICY: HIRING POLICIES Approved By: Section: 1.40 Revision History: 1997 Position Vacancy Announcement Position vacancies in the City are published by posting announcements at City Hall, and various media sources as deemed necessary. Announcements specify the title and salary range of the positions; the nature of the work to be performed; the qualifications required for the job; the time, place and manner of making application; the closing date for receiving applications; and other pertinent information. Police, temporary and seasonal hiring may vary from this procedure. Qualified internal candidates are encouraged to apply for position vacancies and will follow the same application procedure described below. The City will also attempt to include those individuals who have submitted an application for a specific position prior to the official position announcement. This will include applications submitted within the past one-year period immediately prior to the time of the announcement. Application Forms General application forms requiring information covering training, experience, references, and other pertinent information, including Immigration and Naturalization Service documents are available at City Hall. There may also be a supplemental application for position vacancies. Applications may be required to submit certificates from examining physicians, educational and training institutions, and reasonable proof of any statements made. Applications may be accepted by the personnel department at any time for a position. Applications shall remain on file for a period of one year. The appropriate application must be completed and signed by the person applying. Selection of Candidates Applicants are scored on a point system which measures qualifications for the position and veteran's status according to the DD Form 214. Based on the scoring, candidates are then chosen for interviews. Examinations which will test fairly the capacity and fitness of the candidate to discharge efficiently the duties of the position are held. Skill testing may also be performed for certain positions. Recommendations requesting approval to hire regular full time and part time employees will be presented by the City Administrator to the City Council for action. All temporary and seasonal employees are appointed by the respective Department Head with approval from the City Administrator. Disqualification: An application may be rejected if: • The application or supplemental application indicates the candidate does not possess the minimum qualifications required for the position, including a valid driver's license for positions requiring operation of a motor vehicle; • the candidate fails to file the application and supplemental application by the announced closing date for receiving applications; • the candidate is not a citizen of the United States and does not posses the appropriate documentation from the Immigration and Naturalization Service for employment; • after a conditional offer of full-time employment has been made, the candidate is found to be unable to perform the essential functions and duties of the position with or without reasonable accommodation; • after a conditional offer of full-time employment has been made, the candidate is found to have a criminal record which disqualifies the applicant from the position pursuant to Minnesota Statute §364.03; or • the candidate has made false statement of any material fact, omitted material information or attempted to practice any deception or fraud in the application process. Medical Examination After a conditional offer of employment has been made to the candidate, a physical examination will be conducted by a City approved physician. The physical examination will also include a drug screening. The City's Drug and Alcohol Testing Policies are set forth in this Manual. The medical examination and the drug and alcohol screening may be waived for part-time, temporary or seasonal positions. The physician will render an opinion regarding whether the candidate can perform the essential functions of the position, with or without reasonable accommodation. The physician's report and any supporting documentation will be kept in a confidential file separate from the personnel file. Pre-employment Background Check (MN §299C.60, §363) In accordance with federal, state and local law, the City may conduct a pre-employment background check, including a criminal record check of candidates who have received conditional offers of employment. Volunteers working with children are required to undergo criminal background check. Residency Requirements (MN §415.16) Employees are not required to become a resident of Mounds View at any time, however, employees are encouraged to live within Mounds View. Employment of Relatives To maintain proper control and accountability of City functions and operations and to reduce potential organizational conflicts of interest or perceived conflicts of interest that may arise due to employment of an employee's relative, the policy stated in this section was implemented. The City permits the employment of relatives except as prohibited below. The term "relative" when use in the policy means any two (2) or more individuals who reside in the same dwelling unit or who are related to each other by blood, common law marriage, or adoption, where one of the individuals is the spouse, parent, grandparent, child, brother, or sister of the other. The City will not employ relatives under any of the following circumstances: • Where an employee directly or indirectly supervises a relative. • Where an employee is responsible for auditing the work of a relative. • Where a conflict of interest or the perception of a conflict could exist. Promotions The City will fill vacancies by promotion of qualified full-time or part-time employees whenever practicable. Veterans Preference • A veterans preference in employment with the City shall be in accordance with MN and US Statutes. POLICY: OFFENSIVE BEHAVIOR/SEXUAL HARASSMENT Approved By: City Administrator Revision History: 1986, 1997 Section: 1.45 The sexual harassment of any employee of the City of Mounds View by any employee or non- employee is demeaning to both the victim of the harassment and to the City. It can result in high turnover, absenteeism, low morale, and an uncomfortable work environment. Some forms of sexual harassment, including certain kinds of unwelcome physical contact, may also be criminal offenses. The City will not tolerate the sexual harassment of any of its employees, and will take immediate, positive steps to stop it when it occurs. Conduct found to be in violation of this policy constitutes just cause for discipline which may include, but is not limited to, suspension or termination. This policy applies to all of the City's employees, including elected officials, members of boards and commissions, consultants rendering professional services to the City and volunteer personnel. This policy supersedes an other policy or practice concerning sexual harassment/inappropriate conduct previously y established by the City. "Sexual harassment/inappropriate conduct" includes unwelcome sexual advances, requests for sexual favors, sexually motivated physical contact or other verbal or physical conduct or communication of a sexual nature when: • Submission to the undesirable conduct or communication is made a term or condi either explicitly or implicitly, of an individual's employment; tion, • Submission to or rejection of such conduct or communication by an individual is used as a factor in decisions affecting that individual's employment; • Such conduct or communication has the purpose or effect of substantially interfering with an individual's employment or creates an intimidating, hostile or offensive working environment and the City knows or should know of the existence of the harassment and fails to take timely and appropriate action; or • Such conduct or communication occurred because of the sex of the recipient even though it is not clearly sexual in nature or an explicit sexual advance. "Sexual Harassment/inappropriate conduct" may come in various forms including, but not limited to: • Physical - unwelcome sexually motivatedattin • Verbal - sex-oriented teasing and use of offensive or demeaning terms, pinching, cornering, huggingwhiich have mg sexual connotations. • Visual-suggestive cartoons, calendars, posters or jokes displayed or circulated in the workplace. • Sexual favors -subtle or explicit demands or pressure for sexual favors or sexual activity. • Nonsexual conduct that is demanding, degrading or harassing directed towards someone that would not have occurred but for the individual's gender. Reaggigi If any employee has knowledge of sexual harassment/inappropriate conduct or believes they are being harassed by a City employee (i.e., co-worker, Supervisor, ordinate) or by someone who is not a City employee but with whom the employee hascontact becau a of work duties, the employee should make this known to the employee's Supervisor immediately. If the employee feels that the matter cannot be discussed with the immediate Supervisor, the employee should arrange a conference with the Department Head, Human Resource Representative, Clerk Administrator or City Attorney. The employee's Supervisor or the person to whom the employee spoke with, should notify the Clerk Administrator as soon as is practicable after receiving notice of the concerns. The matter will be investigated in a thorough and timely manner by the Clerk Administrator or his/her designee and appropriate action will be taken. All investigations will be conducted in compliance with applicable state statutes, union contracts, and this policy. Any employee under investigation for possible violation of this policy will be informed of his/her rights and responsibilities under the Garrity/Tennessen advisory and, if covered by a collective bargaining agreement, will be given the opportunity to have a union representative present while a formal statement is taken. Garrity/Tennessen warning advises the employee why the data is being collected and how the City intends to use the data; whether the individual may refuse or is legally required to supply the data; any consequences to the individual of either supplying or refusing to supply the data; the identity of other persons or entities authorized by law to receive the data. Once the investigation is complete, the designee will forward all reports and statements along with a recommendation to the Clerk Administrator, or in the event the complaint is against the Clerk Administrator, to the City Attorney. If the facts support the allegations of sexual harassment or that violations of this policy have occurred, disciplinary action up to and including immediate termination may result. If the Clerk Administrator determines the complaint of sexual harassment is founded, he/she shall recommend that the City Council take immediate and appropriate disciplinary action against the employee guilty of sexual harassment, consistent with its authority under the municipal charter, ordinances, rules and regulations pertaining to employee discipline. The disciplinary action shall be consistent with the nature and severity of the offense, the rank of the employee, and any other factors the City Council believes relate to fair and efficient administration of the City, including but not limited to the affect of the offense on the employees morale, public perception of the offense, and the light in which it casts the City. The disciplinary action may include demotion, suspension, dismissal, warning, or reprimand. A determination of the level of disciplinary action shall be made on a case-by-case basis. The Clerk Administrator will advise the complainant of his/her decision on the complaint in a timely manner. Any employee found to have knowingly given false information during an investigation of such complaint may also be subject to disciplinary action subject to legal limitations regarding privacy issues. No retaliatory action will be taken against any person because he/she makes a complaint of sexual harassment/inappropriate conduct or participates in an investigation regarding such conduct. All reports of harassment or violations of this policy will be handled as confidentially as possible by the City, while complying with the Minnesota Government Data Privacy Act. Res onsi ility Each Department Head and Supervisor is responsible for: • The implementation of this policy within their area; • Assuring that all employees are informed of this policy by issuing a statement that will make it clear to all employees that sexual harassment/inappropriate conduct is considered a form of employee misconduct and discipline will be enforced against any employee engaging in such conduct and against any Supervisor, or Department Head who knowingly allows such behavior to continue; • Taking steps to encourage individuals who believe that they have been the recipient of • sexual harassment/inappropriate conduct to report such incidents to their Supervisor, Department Head, Human Resource Representative, Clerk Administrator or City Attorney; • Cooperating fully with any ongoing investigation regarding any incident of sexual harassment/inappropriate conduct; and • Monitoring the work place to ensure no sexually suggestive material is displayed. Ern olovee Res onsibili Each employee will be responsible for complying with both the spirit and letter of the Sexual Harassment/Inappropriate Conduct Policy. POLICY: OUTSIDE EMPLOYMENT Approved By: City Administrator Section: 1.50 Revision History: 1992, 1997 The City of Mounds View expects regular employees to consider City work their primary employment. Any other job must be compatible, without conflict of interest or schedule. The primary concern is that there be no conflict of interest between the outside work and the City position. A secondary concern is the scheduling of outside work could result in an employee reporting to their City job without proper rest. CONFLICT OF INTEREST It is expected that every employee will exercise good judgement to avoid becoming involved in a conflict of interest. Example of conflict of interest situations include: • Those in which an employee's official capacity with the City, or with the outside organization, may enable him or her to influence the placing of City business. • Those in which an employee accepts a paid or unpaid position elsewhere, where such activity interferes with their duties and job performance at the City. • Those in which an employee may gain access to information not generally available to the public which may allow him or her to directly or indirectly gain anything of value. Any employee included in a collective bargaining agreement entered into accordance with the 1984 Public Employee Labor Relations Recodification Act, Minnesota Statues Section 179A.01 to 179A.25, as amended, shall be exempt from any provision of the personnel policies which is inconsistent with such agreement. An employee must notify the City Administrator in writing with regards to outside employment and must sign the following waiver: "The undersigned, an employee of the City of Mounds View, does hereby waive and release said City from liability, expense or cost because of any injury or sickness incurred by reason of any employment accepted by the undersigned other than as an employee of said City. During the absence caused by an injury or sickness incurred by reason of non-City employment, I waive any claims against the City for wages or other benefits accepting therefrom my right to use previously accrued sick leave." POLICY: PERFORMANCE REVIEWS Approved By: City Code Revision History: 1986, 1997 Section: 1.55 The primary objective of performance evaluation is to provide information to employees concerning their success in accomplishing the responsibilities of their jobs. To meet this objective, the City needs open and on-going communication between Supervisors and staff members. The City's goal is to conduct a performance review for each new regular full-time and regular part-time employee prior to the sixth month of employment andafter one year of service. Performance reviews shall be conducted on a annual calendar basis thereafter. If for any reason a performance review cannot be conducted pursuant to this schedule, it will be conducted as soon thereafter as practicable. Supervisors and Department Heads may choose to conduct performance reviews more frequently than expected by the City. All reports shall be discussed with the employee before being submitted to the City Administrator. Performance reviews will be maintained in each employee's personnel file. POLICY: POLITICAL ACTIVITY Approved By: City Council Revision Histo Section: 1.60 rY: 1992 City employees are prohibited from participating in political activities during normal working hours, while on City property or While wearing any uniform, device or equipment, etc. which could serve as identification of the employee as a City employee. Any employee seeking public office within the City shall terminate employment or have an approved leave of absence prior to filing for such office and comply with the provisions of Minnesota Statute 211.B. Any employee seeking public office in other than the City, shall not permit such candidacy for office or performance of the office to interfere with his/her duties with the City. Campaigning or conduction of other business shall not take place during work time. The selection shall not be interpreted or enforced in a manner which conflicts with the provisions of the City Charter and/or laws of the State of Minnesota. POLICY: PROBATIONARY PERIOD Approved By: City Code Revision History: 1988, 1997 Section: 1.65 New, promoted and otherwise transferred employees are required to successfully complete a probationary period of not less than six (6) months or one (1) Maintenance employees. During this time, new and transferred probationary employees become acquainted with the work assigned to them and can decide whether they wish to continue their employment in that position. At the same time, the City can decide whether it wishes to continue to retain the employee in that position. New, probationary employees are employees at will and may be terminated by the City with or without cause at any time, subject to the right of veterans. If during the probationary period the City determines that a transferred probationary employee is not able to adequately y perform the duties of the new position, the City may, as its discretion, reinstate the transferred probationary employee to the position and rate of pay previously held, with no loss of seniority, subject to the rights of veterans. Probationary employees do not have the right to grieve employment decisions made concerning them including termination, subject to the rights of veterans. During the initial probationary period, but not during a promoted and otherwise transferred probationary period, an employee will not be paid for any absence from work with the exception of legal paid holidays. After six months of service, an employee will be entitled to sick leave and vacation leave to be accrued from the start of probationary employment. Health care and other benefits shall be according to the terms of the group health policy. At any time during the probationary period, the employee's Supervisor, may submit a written report to the City Administrator on observation of the employees work and judgement as to the employee's willingness and ability to perform duties satisfactorily. Copies of all reports will be maintained in the employee's personnel file. The duration of the probational period may be extended in excess of the initial period. Successful completion of the probationary period does not reflect any right of continued employment. POLICY: SERVICE TIME Approved By: City Administrator Revision History: 1992, 1997 Section: 1.70 Service time is the employee's length of continuous service with the City commencing with the first day of hire as a regular, part, or full time employee. Upon successful completion of the probationary period, service time will be accumulated from the first day of hire. From time to time, personal circumstances, illness or civic duty require an employee's absence from work for periods of varying duration. Absences such as sick leave, funeral leave, etc. that have been authorized by the City will not interrupt the accumulation of continuous service, provided the employee meets the conditions required by the City of such leaves. Other absences, including but not limited to, FLMA, Parental Leave, or other unpaid leaves, will not effect employment dates, but may affect step adjustments. For specifics regarding Paid and Unpaid leaves, see Section Two: Attendance and Leaves. POLICY: SMOKING Approved by: City Council, Clerk Administrator Revision History: 1987, 1991, 1997 Section: 1.80 In accordance with the Minnesota Clean Indoor Air Act and in recognition of the need to provide a smoke-free environment for City employees and visitors, a smoking and tobacco use policy is established. It is the intent of the City to accommodate the preference of non-smokers and smokers. This policy restricts smoking in areas of City-owned building and facilities, but also recognizes the preference of some employees to smoke. Smoking is to be allowed only where it does not endanger life or property or cause discomfort and unreasonable annoyance to other employees. Each employee is asked to approach any unresolved questions or problems with tolerance, consideration, and common sense in order to assure compliance to the policy without undue hardship to anyone. Policy Smoking of any kind; including pipes, cigars, and cigarettes, or the use of chewing tobacco, will not be permitted in any Mounds View City building or City owned vehicles (excluding Public Works Garage). Smoking by City employees will not be permitted outside of the front entrance of City Hall. The Police Department is granted special discretion in regard to this policy when witness or suspect of a crime. This smoking and tobacco use privilege may only be granted to a member of the public and not to a City employee, including Police Officers, unless they are being questioned. Violations Employees who violate the smoking and tobacco use policy will be subject to disciplinary action as follows: First Violation - verbal warning; Second Violation -written warning; Third Violation - suspension without pay; Subsequent Continual Violations -could result in involuntary termination of employment An employee who has a grievance or a concern shall follow the Grievance Policy or the grievance procedure outlined in their respective collective bargaining agreements. POLICY: TRAVEL EXPENSES Approved By: City Code/City Administrator Section: 1.85 Revision Histo : 1985, 1988, 1997 Travel Expenses An employee's expenses incurred while conducting City business, or attending approved conferences or training are paid by the City. Expenses incurred by a spouse attending a conference with an employee must be paid by the employee. Meals Reimbursement for meals while on travel is only for actual expenditures. The reimbursement rate within Minnesota will follow the IRS Guidelines. However, the amount may be adjusted for travel outside of Minnesota. Liquor is not an allowable expense. Lodging The actual cost for lodging is paid by the City. Room service, personal phone calls and other extras must be paid for by the employee. A phone call home of reasonable length will be paid if the employee's schedule has changed, and the return time/date is different than originally planned. Transportation Airline: The actual cost for coach class is paid by the City. Prizes, bonuses or free trips awarded by the airlines as a result of travel paid by the City, become the property of the City and may not be accepted for personal use. Airline Travel Credits: MS §15.435 Whenever City funds are used to pay for airline travel by an elected official, employee, the employee for whom the ticket is purchased is responsible for ensuring airline travel credits (i.e., frequent flyer miles) or benefits resulting from the travel are transferred to the City. This policy applies to all airline travel paid for by the City for City employees. Automobile If an employee uses their own personal vehicle, they will be reimbursed for the amount allowed by the IRS Guidelines. However, staff cars are to be used in most instances. This amount will automatically be adjusted per IRS Guidelines and recognized by the City. See Vehicle Use Section for automobile usage. Reimbursement Complete an expense statement form and attach receipts for any allowable meals, lodging, transportation and/or parking expenses incurred. After obtaining Supervisor approval, submit the completed form to the Finance Department. All expenses must be supported by receipts. POLICY: TUITION REIMBURSEMENT/EDUCATIONAL ASSISTANCE Approved By: City Administrator Revision History: 1992, 1997 Section: 1.95 The City encourages its employees to improve job performance in their present position and to prepare for advancement with the City through self development. The City may share the cost of education which directly relates to the performance of the employee in the employee's present assignment or which prepares the employee for advancement with the City in the foreseeable future. The City may reimburse eligible regular full time employees upon presentation of their final grades. In order for a class to qualify for reimbursement, the following conditions must be met: A. The class must be job related. An employee may be reimbursed for 50% of the costs, for courses whic are directly relevant, 25% if somewhat relevant and 0% if not relevant. The determination of relevancy shall be made by the Department Head and City Administrator. B. The class must be taken from accredited institutions of higher learning or vocational- technical schools. C. The employee must receive a passing grade C or equivalent in order to qualify for reimbursement. D. The employee must complete a Tuition Reimbursement Form prior to class registration. The maximum amount the City of Mounds View will reimburse is 50% of the total cost of tuition for the course or courses being requested with a maximum amount of $750 annually, if sufficient funds are available. The City Administrator may grant an exception on the $750 limit on a case by case basis. E. The Department Head is responsible for reviewing the request and making a recommendation to the City Administrator with an explanation of approval or denial. The City Administrator has the final authority in approving or denying the request. An explanation of approval or denial shall be provided. F. After the class has been competed, the employee must provide a photocopy of the grade sheet and the original receipt for tuition. G. Participation in the program shall be on a voluntary basis, i.e outside normal working hours. However, in certain circumstances, a Department Head may allow an employee to attend class during normal working hours. In order to do so, the employee is to use personal or vacation leave or flex or compensatory time. H. If the employee wishes to not use personal or vacation time or flex or compensatory time, unpaid leaves may be granted to attend class. The tuition reimbursement program may not reimburse the employee for those hours of the normal working day during which he/she is in class. However, all Department Heads are encouraged to schedule work time to assist employees with a flexiable work schedule. An employee may not receive assistance from other sources and receive tuition aid reimbursement from the City for the same courses taken. The City may reimburse individuals for selected job related non-accredited courses at its sole option. This program does not apply to seminars, mini-courses or other training authorized through the normal training budget. POLICY: VEHICLE USE Approved By: City Administrator Effective Date: 1982 , 1987, 1995, 1997 Section: 1.95 CITY VEHICLES City employees are encouraged to make use of City vehicles whenever possible for City business. Vehicles are provided for the performance of employee responsibilities relating to their job functions. Vehicles may be checked out at the front counter in Community Developmenl. EMPLOYEE-OWNED VEHICLES When no City vehicle is available, an employee will be reimbursed for using their own vehicle at the standard mileage rate of the IRS, determined and as acknowledged by the City. Mileage and Expenses forms are available form the Payroll office. See Section 1.85 for additional information on Travel Expenses. USE OF CITY VEHICLES The following rules for City vehicle use apply to all City Vehicles: • Vehicles are only to be used by employee conducting official City business. Incidental stops (non routine and unpredictable) are permitted only on the normal route of travel between the employee's residence and the city or the route between the city and business related activity. Stops for personal business other than for meals will be limited to convenience stores, etc. • City vehicles shall be operated only on official city business related to the employees normal job. Special circumstances such as: transportation to and from meetings, training, conferences, out of town training, etc. In addition, vehicles shall not be taken home by departmental employees and retained overnight without expressed authorization. The only exception to this policy are Public Works and Park employees on call and authorized uses of the Police Department personnel. • Any employee operating an official city vehicle may only ca rs, in said vehicle, other city employees on official city business and/or such other as epeersons whose transportation via city vehicle is in the best interest of the city. At no time are members of an employee's family to be passengers or operators of city vehicles. MOTOR VEHICLE RECORDS No employee shall be permitted to operate city owned vehicles unless they have in their possession a valid driver's license permitting them to drive in the State of Minnesota. The City has the right to revoke any employee's privilege to operate a City vehicle at any time and may obtain Motor Vehicle reports on employees assigned or authorized to use City vehicles. Any city employee who is unable to perform the job functions as the result of the revocation of a driver's license may be subject to suspension, demotion, reassignment or dismissal. TRAFFIC VIOLATIONS Any employee convicted of a traffic violation while traveling in a city vehicle is responsible for payment of the associated fines. Section 2 POLICY: FAMILY AND MEDICAL LEAVE Approved By: Federal Section: 2.01 Revision History: 1992, 1997 The Family Medical Leave Act (FMLA) is intended to balance the demands of the workplace with the needs of families, to promote the stability and economic security of families, and to promote national interests in preserving family integrity. It is intended to benefit employees as well as employers by providing up to twelve weeks of unpaid, job protected leave for the birth of a child, adoption, foster care and certain family and medical reasons. Family and Medical Leave includes the following types of leave of absences: MEDICAL LEAVE. Leave of absences for personal illness. (See Section 2) FAMILY CARE LEAVE. Leave of absences for the illness of a family member. (See Section 3) PARENTAL LEAVE. Leave of absence related to the birth of a child or adoption of a child. If an employee qualifies for FMLA Leave and Parental leave, these leaves occur simultaneously. (See Section 4) The fundamentals of the City's policy regarding these various types of unpaid leaves in accordance with the federal Family and Medical Leave Act are set forth below. Certain circumstances may require special interpretation of the policy or involve application of laws other than the federal Family and Medical Leave Act. As it is impossible to anticipate every circumstance which might arise under the policy, employees are encouraged to contact the Human Resource representative if they believe that the policy description below is applicable in whole or in part to their specific circumstance. ELIGIBILITY Unless otherwise required by law or indicated below, the combined total of available leave under this policy is 12 weeks in any 12 month period measured backwards from the date an employee initially uses the Family or Medical Leave. Parental leave however, may be up granted up to a maximum of 6 months. An employee is eligible for Family and Medical Leave if they: • Have been employed by the City of Mounds View for at least 12 months; and • Have worked a minimum of 1,250 hours within the previous 12 month period. Hours of service are defined as the number of hours actually worked and do not include other paid or unpaid leave taken by the employee during the previous 12 month period. • Parental leave may be available for employees who work less than 1,250 pursuant to the Minnesota Parenting Leave Act. Insurance Continuation Except where otherwise provided below, the City will continue to make group health insurance available to an eligible employee during an approved Family and Medical Leave of Absence. This means the City will continue to pay its portion of the applicable premiums for the employee and his/her dependents during the time of leave. The employee is still responsible to continue payment of the employee's portion of the health, life and/or dental premiums. For leaves without compensation for 30 days of less, the City will continue to pay its normal premium contribution or as policy allows. If a Family and Medical Leave Absence extends beyond the approved period, the employee becomes responsible for the full amount of the group health insurance premiums with no co- payment from the City. In the event an employee elects not to return to work upon completion of an approved Family and Medical Leave of Absence, the City may recover from the employee the cost of any payments made to maintain the employee's insurance coverage, unless the failure to return to work was for reasons beyond the employee's control. If an employee is laid off during the Family and Medical Leave Absence and employment is terminated, the City's responsibility to maintain group health insurance ceases at the time of the layoff. Status of Benefits Unpaid Leave/Combination of Unpaid and Paid The employee will not accrue benefits such as vacation leave, sick leave or holiday pay while on Unpaid Family and Medical Leave of Absence. Employees using a combination of paid and unpaid leave, or intermittent unpaid leave, will accrue benefits on a pro-rated basis. Step adjustments will be extended by the length of the unpaid leave. Employees on intermittent leave will be evaluated on a case-by-case basis with regard to extending the length of the step increases. Paid Leave Employees using Paid leave will continue to accrue benefits. Step adjustment will occur at the regularly schedule time. Paid and Unpaid Leave does not constitute a break in service for purposes of eligibility for pension and retirement benefits. Use of Vacation, Sick Leave and Holiday Pay An employee can elect, or the employer can require, an employee to substitute accrued paid vacation leave, or sick leave for any part of an employee's Family or Medical Leave. If paid leave is exhausted prior to length of the Leave, the remainder of the Leave may be granted without pay. Use of Sick Leave for Family and Medical Leave must be the Sick Leave Use qualifications as outlined in the Sick Leave Policy. If the Family and Medical Leave does not meet the qualifications to use sick leave, vacation leave may be used. The use of vacation and/or sick bank hours used with FMLA Leave and does not extend the length of the FMLA Leave. Intermittent Leave When medically necessary, a Medical Leave of Absence may be taken intermittently or as part of a reduced work schedule. In such cases, the City may require the employee to temporarily transfer to an available alternative position which better accommodates recurring periods of absences or part-time schedules, provided the position has equivalent pay and benefits. Return to Work As a general rule, an employee that is granted a Family and Medical Leave of Absence under this policy will be reinstated to the position the employee held when the leave commenced or to an equivalent position with equivalent pay, benefits, and other terms and conditions of employment. If the employee on a Family and Medical Leave of Absence is a salaried employee who is within the highest paid 10% of City employees and keeping the job open for the employee would result in substantial economic injury to the City, reinstatement may be denied in accordance with the Family and Medical Leave Act. If during the Family and Medical Leave of absence, the City experiences a layoff and the employee would have lost his/her position had the employee not been on leave, the employee is not entitled to reinstatement in the former or comparable position An employee returning from a Family and Medical Leave of Absence of more than one month should notify his/her immediate Supervisor at least two weeks in advance of returning to work. Upon approval of the employee's immediate Supervisor, an employee may return to part-time work at any time during the leave period. An employee shall commence normal working hours when the leave period has ended. SECTION 2: MEDICAL LEAVES OF ABSENCE An unpaid Medical Leave of Absence will be provided in accordance with the Family and Medical Leave Act to any employee who has a serious health condition that makes the employee unable to perform the functions of his/her job. A "serious health condition" is defined as any illness, injury, impairment, or physical or mental health condition that requires: • Inpatient care in a hospital, hospice, or residential medical care facility or • Any period of incapacity due to pregnancy or prenatal care; or • Any period of incapacity requiring absence from work, school, or other regular activities, or more than three calendar days, that also involves continuing treatment by , or under the Supervisor of, a health care provider; or • Continuing treatment by, or under the supervision of, a health care provider for a chronic or long-term health condition that is incurable or so serious that, if not treated would likely result in a period of incapacity of more than three calendar days. Medical Certification Prior to granting a Medical Leave of Absence, the City will require sufficient certification from the employee's health care provider. The certification must include a statement regarding the nature of the serious health condition, the employee's inability to perform the functions of his/her position, and such other factors as the City deems appropriate. Certification must be provided, when possible, in advance or at the start of the leave. If the City has reason to doubt the validity of the certification, it will require the employee to obtain a second opinion from the health care provider approved or designated by the City. In the case of conflicting opinions, the City may require a third opinion. The health care provider giving the third opinion shall be jointly approved or designated by the City and the employee. The third health care provider's opinion is final and binding. Second and third medical opinions are at the City's expense. Notice When a Medical Leave of Absence is foreseeable based on planned medical treatment, the employee must make a reasonable effort to schedule the treatment so as not to disrupt City operations and must give the City at least thirty days' notice before the leave is to begin, or, in the case where such notice is not possible, the employee should give as much notice as practicable. The City may require period reporting from the employee as to his/her status and intention to return to work. The City may also require periodic medical recertification on a reasonable basis. As a condition of reinstatement, the City will require a certification from the employee's health care provider that the employee is able to resume work. SECTION 3: FAMILY CARE LEAVE The City understands the need for employees to maintain the health and security of their families and will comply with the Family and Medical Leave Act. The City will grant an eligible employee an unpaid leave so the employee may care for a spouse, child, or parent who has a serious health condition or is unable to care for his/her own hygienic or nutritional needs or safety due to medical impairment. Definition of"serious health condition" is defined above. "Child" includes a biological, adopted or foster child, a step child, legal ward or a child for whom the employee stands in local parentis, who is under 18 years of age, or 18 years of age or older and incapable of self care because of a mental or physical disability. "Spouse" is the legally recognized marital partner of the employee. "Parent" means the biological parent or an individual who stands or stood in local parentis to an employee when the employee was a child; the term does not include in-laws. Medical Certificate The City will require medical certification to support a claim for leave to care for a seriously ill child, spouse, or parent. The certification must include an estimate of the amount of time the employee is needed to provide care. Notice When the need for a Family Care Leave is foreseeable based on planned medical treatment, the employee must give the City at least 30 days' notice before the date the Family Care Leave is to begin. When the need for Family Care Leave is unforeseeable, the employee must provide notice as soon as practicable. SECTION 4: PARENTAL LEAVE Regular full-time and regular part-time employees who have worked for the City at least six months and have successfully completed their probationary leave up to a maximum of six months upon the birth or adoption of�a child.eligible are for parental Employees who have been employed for the previous 12 months and have worked more the 1,040 hours but less than 1,250 required under the federal Family and Medical Leave Act are eligible for six weeks of unpaid leave under the Minnesota Parenting Leave Act. Parental Leave under the Minnesota Parenting Leave Act must begin within six weeks of the birth, adoption, or placement of the child in foster care, unless the child is hospitalized at birth. • Employees are responsible for all insurance premiums during such leave. Parental Leave may not be extended by use of other forms of paid leave. Return to work is administered in the same way as with other Family and Medical Leaves. Notice When the need for a Parental Leave is foreseeable, such as the expected birth, adoption or placement of a child, the employee must provide the City with at least 30 days' notice. If the exact date of the birth, adoption or placement is unforeseeable, the employee must provide notice as soon as practicable. POLICY: MISCELLANEOUS PAID/UNPAID LEAVES Approved By: Federal, State, City Code Section: 2.05 Revision History: 1992, 1997 A. Blood Donation As the City recognizes the societal benefits derived from giving blood, employees may take up to two hours give blood every seven weeks. This time limit may be extended in certain circumstances (i.e., rare blood type). Employees must request time off from their respective supervisor in advance. B. Bone Marrow Donation Leave (MN §181.945) Employees who work an average of 20 or more hours per week may take up to 40 paid hours to undergo a medical procedure to donate bone marrow. Verification by a physician of the purpose and length of leave is required. If there is a medical determination that the employee does not qualify as a donor, the paid leave taken prior to the medical determination is not forfeited. Vacation, sick leave and holiday time will accrue during the leave. C. Emergency Leave (Clerk Administrator) In cases of serious emergency, including death or serious illness in the employee's family, with family as defined in Funeral Leave Policy, or other emergency of a serious nature, a regular employee's Department Head may authorize use of sick leave benefits for such absences up to a maximum of three days for each emergency. The number of emergency leaves per employee shall be determined on a case-by-case basis by the City Administrator. D. Funeral Leave (State) A maximum of up to three (3) days off with pay will be allowed following the death of a family member, defined as a spouse, son, daughter, father, brother, sister, grandmother, grandfather, father-in-law, mother-in-law, sister-in-law, brother-in-law, daughter-in-law or grandchild. Regular part-time employees will be granted three (3) half days funeral leave, as requested. Additional days may be approved by the Department Head, taken as needed and charged to accrued sick leave and/or vacation. If sick time and/or vacation time is not available, the additional days may be taken as time off without pay. The number of additional days taken off with or without pay will be determined on a case-by-case basis by the City Administrator. Time off for the funeral leave of any other relative or friend may be granted by the Department Head, but such time off shall not be eligible for funeral leave pay and shall be charged to vacation leave or taken as time off without pay. E. Jury Duty (State) Any regular or probationary employee who is required to serve as a juror or who is under subpoena as a witness in court on City matters, will be granted leave with pay while serving in such capacity. The employee must give any fees received for such service, with the exception of mileage, to the City. Temporary employees will be given leave without pay and may retain all fees received. F. Military Leave (Federal) Employees who are members of any reserve component of the military forces of the United States or National Guard, will be granted leaves of absence with compensation not to exceed 15 working days per year when ordered to training or active service. The City must receive a copy of the orders from the proper authority directing the employee to report to duty. Military leave beyond 15 days for service or training will be without pay as provided by law. Unpaid Military Leave of Absence Any employee who engages in active service in any of the military or naval forces of the state or the United States for which leave is not allowed under the Paid Military Leave of Absence policy, shall be entitled to Unpaid Military Leave of Absence pursuant to state and federal laws. G. Parental Leave For School Related Activities (MN §181.941) Employees who work an average of 20 or more hours per week and have worked for the City for at least a year may take leave to attend school related activities of the employee's child. If the employee's child receives child care services as defined in Minnesota Statute §256H.01, subd. 2 or attends a pre-kindergarten regular or special education program, the employee may use the leave time to attend an activity or to observe or monitor the services or program. The leave is only available if the activity cannot be scheduled during non-work hours. Employees must provide reasonable prior notice of the leave and make an attempt not to disrupt the operations of the City. This is an unpaid leave; however, employees may use accrued vacation leave. Sick leave may not be used. A total of 16 hours during a 12 month period is allowed. H. Sick or Injured Child Care Leave (MN §181.9413) Employees are allowed to use sick leave for reasonable absences due to the illness of the employee's child on the same terms as the employee's own illness. Voting Time (Federal) All employees are encouraged to exercise their voting privileges in local, state, or national primary, special or general elections. The employee is permitted reasonable and necessary paid time off to vote with approval from their Supervisor. J. Severe Weather Conditions (Clerk Administrator) As a general policy, City offices will be open for business during regular business hours regardless of inclement weather conditions. Employees should use their own personal judgement and discretion about factors affecting their health and safety of reporting to work or leaving work early. If an employee decides that they cannot report to work or remain at work for reasons of personal health or safety, accommodations will be made to ensure the employees pay is not reduced as a result of this absence by allowing employees to use accrued vacation time or compensation time; by modifying work schedules or by making any other reasonable adjustments with the approval from the respective department head. However, when the following extraordinary circumstances exist, the City Administrator may determine the City Offices should be closed: • the building is unfit or unsafe for employee to occupy • weather conditions make travel impossible (e.g. highways are closed);main r break); • a natural or man-made emergency jeopardizes the health and safety of employees. If it is necessary to close City offices due to extraordinary circumstances, the office closing will be announced on WCCO-AM radio and on a pre-recorded message on the City's main telephone number if possible. In such circumstances where City offices are officially closed, the City Administrator may grant paid time off to employees. Employees who are not scheduled to be at work on a day when offices are closed for extraordinary circumstances will not receive paid time off. The provisions of this policy shall apply to all employees who are not members of a union whose contract with the City may specifically set forth contrary provisions dealing with the subject matter of this personnel policy. K. Unpaid Leave of Absence (Clerk Administrator) The City of Mounds View may grant an unpaid leave of absence to an employee upon written request and approval. Prior to requesting leave, an employee must first exhaust all available paid leave (i.e., vacation leave, accumulated compensatory time, flex time, or sick leave if conditions for which leave is requested meet those conditions required for usage of Sick Leave as defined in Section ) An unpaid leave of absence requires advance written approval of the City Administrator. The unpaid leave of absence may be granted at the discretion of the City Administrator based on consideration of the following factors: • Municipal service needs; • The employee's performance record and length of service; • The reason(s) for the request; • Any other relevant information; and • The Supervisor's and/or Department Head recommendation. If granted, the unpaid leave of absence may not exceed ninety (90) continuous calendar days. An extension beyond that period may be requested in writing and granted at the discretion of the City Administrator based on the above considerations. An unpaid leave of absence shall not exceed one (1) calendar year, except as noted below. Employee's serving in the armed forces or who have been disabled while performing job duties at the City of Mounds View, may have their unpaid leave of absence extended beyond one (1) calendar year, at the discretion of the City Administrator, based on the above considerations. Status of Benefits During unpaid leave of absences of less than 30 calendar days, the employee retains all benefits - i.e., accrual of sick, vacation, and holiday leave and City contributions for City sponsored benefits. A leave of absence without pay in excess of 30 calendar days, benefits including sick, vacation, holidays or other forms of indirect compensation will not accrue during an unpaid leave of absence. Step increases and probationary periods will be extended by the length of the unpaid leave. The newly established anniversary date will be used for all future pay increases, however the employees hire date will not change because of such leave. Insurance Continuation During unpaid leave, the employee may continue to be covered by group health, dental and life insurance, but will be responsible for paying one hundred percent (100%) of the premium costs. During the first calendar month the employee will be responsible for paying the pro-rated portion of their monthly insurance premiums for the days they are on unpaid leave. The employee must return to work the first day following the end of the leave and must notify their Department Head or City Administrator at least one (1) month prior to that date of their intention to return. L. Job Related Leave (Clerk Administrator) A job related leave policy has been established to grant employees an extended period of time off without pay for job related reasons. A regular full-time employee may request a period of time off without pay for a period of not less than three or more than six months. The employee must substantiate the request for such leave by relating it to the exploration of career change, to educational advancement which would enhance present position performance, or to stress factors associated with the employee's present situation. Procedures for approval and policies regarding status of benefits and continuation of insurance stated under"Unpaid Leave of Absence" shall also apply to related Job unpaid Leave of Absences. POLICY: WORKING HOURS, ATTENDANCE, and BREAKS Approved By: City Code Revision Histo Section: 2.10 ry 1988, 1997 Working Hours and Attendance Each employee is vital to the operation of the City and therefore each employee must comply with City rules and department rules. Employees are expected to work the normal hours and the minimum number of hours per week as established for the position. The City expects each employee to come to work on time, and regularly. From time to time, absences and tardiness are unavoidable. If an employee is must be absent or late, they are expected to notify their. Supervisor, or the person designated by their Supervisor, as soon as possible. Excessive tardiness or absence may result in disciplinary action, including discharge. Each employee shall ensure that time worked and absences are correctly reported and the distribution of hours worked are charged to their proper accounts. Supervisors are also responsible for proper time sheet entries. Lunch And Rest Breaks Employees are allowed 30 minutes for lunch and 15 minute rest breaks per four-hours of work scheduled, in the morning and afternoon. Travel time, if any, will be included in the break period. The break periods may be taken as one fifteen minute rest period per day and one forty-five minute lunch break or as two fifteen minute rest periods and one thirty minute lunch break per day. Such times are to be determined by the respective Supervisor. Break time can not be used to leave work early or other compensation. Break periods should be scheduled, if possible, so that no department is left unattended during the normal hours of operation. Section 3 POLICY: COMPENSATION Approved By: City Council Section: 3.01 Revision History: 1992, This chapter of the Administrative Code established policies governing compensation. The Chapter described specific policies of the three Phases of the Compensation Policy: Phase I. The Five Step Compensation Plan Phase II. The Annual Compensation Adjustment; and Phase III. The State-mandated Pay Equity Act, its implementation and maintenance OBJECTIVES: 1. To develop and maintain a Comprehensive Policy which will attract and retain competent personnel. 2. To establish and maintain a compensation schedule consistent with the Pay Equity Act of 1984 and its subsequent amendments. 3. To provide a climate in which employees will be encouraged to develop their abilities and effectiveness in performing assigned duties. 4. To recognize the quality of job performance demonstrated by each employee. 5. To establish and maintain compensation levels which are competitive with those provided by comparable jurisdictions. 6. To maintain an overall compensation policy with sufficient flexibility to meet changing economic and competitive conditions. PHASE I. FIVE STEP COMPENSATION PLAN A. USE OF STANTON MEAN The City shall use a Five (5) Step Compensation Plan for regular, full-time and part-time employees not represented by a collective bargaining unit. The Five Step Compensation Plan is the first phase of the overall compensation policy and shall consist of five (5) increments with the highest step, Step 5, being equal to 100% of the mean of the DCA Stanton Group 5 cities contained in the Twin Cities Metropolitan Area Salary Survey published annually by the DCA Stanton Group. The steps shall descend from Step 5 in increments of 5%. The values for the Steps are indicated below: STEP 1 STEP 5 COMPENSATION PLAN STEP 2 STEP 3 STEP 4 STEP 5 0 0/0 85% 90% 95% 100% B. PROGRESS THROUGH THE STEP PLAN 1. Advancement from the initial Step 1 occurs at six months after employee's date of hire and on the employee's anniversary date thereafter until the employee reaches Step 5, unless otherwise recommended by the City Administrator and approved by the City Council. 2. Advancement to each step shall occur only after a performance evaluation rated satisfactory or better has been conducted by an employee's Supervisor and approved by the Department Head, City Administrator, and the City Council. 3. The City Administrator shall determine and make recommendations to the City Council at which step a new employee shall begin on the Five Step Plan. The initial Step placement shall be based on experience and training. C. STEP 5 ANNUAL ADJUSTMENT 1. The Stanton Mean for each position will be adjusted annually. In order to remain consistent with the fluctuations of the Stanton Group 5 Mean and to also remain consistent with each position's professional compensation comparison. 2. In July of each year, DCA Stanton publishes the current year's position salary ranges and position means. If, in July, it is indicated that the Stanton mean for a position is higher than originally projected at the end of the previous year, the position's Step will be adjusted in December to the July Stanton mean. The new Step 5 will become the year end Step 5 for purposes of calculating the subsequent year's highest salary step. 3. A sample computation is indicated below: (All calculations in each sample computation are based on monthly salary) STEP 5 ANNUAL ADJUSTMENT MONTHLY SALARY CURRENT YEAR STEP 5 $1758 JULY STANTON MEAN $1775 DIFFERENCE $17 ADJUSTED STEP 5 $1775 D. TIME FRAME The annual adjustment of a position's Step 5, not represented by a collective bargaining unit, shall occur prior to the end of December and prior to the Annual Compensation Adjustment or any Pay Equity Adjustment. The Adjusted Step 5 is a calculation used to determine the subsequent year's Step 5 and is not implemented until the following January 1st. E. COMPENSATION STABILITY In the event a position's Step 5 pay is in excess of the Stanton Mean, as indicated by the July publication, the difference will be allowed to continue with annual charges in the step plan limited only to the change in the Annual Compensation Adjustment or any Pay Equity Adjustment. F. NON-STANTON POSITIONS In the event a position does not have a DCA Stanton Comparable position, the City Administrator will survey other cities to determine a position equivalent. G. SALARY ADJUSTMENT RESULTING FROM PROMOTIONS In the event an employee receives a promotion into a position of higher responsibility, a salary adjustment shall be made consistent with a comparable Stanton position or position survey as previously outlined, and the initial step level shall be consistent with experience and qualifications. H. DEPARTMENT HEAD STANTON ADJUSTMENTS In 1992, all Department Heads will be adjusted to 90% of the Stanton mean for their respective positions. In 1993, an adjustment will be made to 95% of the mean and in 1994, the adjustment will be equal to 100% of the Stanton mean. All adjustments will be based on quality of performance and subject to the availability of funds and Council approval prior to each scheduled increase. PHASE II. ANNUAL COMPENSATION ADJUSTMENT A. DEFINITION 1. The Annual Compensation Adjustment is the Council-approved annual compensation increase formally defined as the Cost of Living Adjustment (COLA). B. TIME FRAME 1. The Step Five of each position will be adjusted at the end of each year for all regular full-time and part-time employees not represented by a collective bargaining unit, by the Mounds View City Council's approval of the Annual Compensation Adjustment (ACA). The percentage increase approved by the Council will be the second phase in the overall compensation policy. The ACA will establish the Step 5 for the subsequent year unless an additional step, a Pay Equity Adjustment is determined as outlined in Phase III of the Compensation Policy. 2. A sample computation is indicated below: ANNUAL COMPENSATION ADJUSTMENT CURRENT YEAR STEP 5 $1758 ADJUSTED STEP 5 $1775 COUNCIL APPROVED ACA OF 3% $53 SUBSEQUENT YEAR STEP 5 $1828 C. CRITERIA FOR ANNUAL COMPENSATION ADJUSTMENT(ACA) 1. The ACA shall be granted only when earned based on demonstrated on-the-job performance, supported by the recommendation of the immediate Supervisor and preceded by a year-end performance evaluation rated satisfactory or above. 2. All recommendations will be reviewed by the City Administrator who will recommend approval or denial of the ACA to the City Council for final approval. 3. If a performance evaluation is rated less than satisfactory or it is determined that the employee has areas of job performance which need improvement, the employee may receive less than the full ACA percentage increase. PHASE III. PAY EQUITY COMPLIANCE AND MAINTENANCE PROGRAM INTRODUCTION: The State of Minnesota's Pay Equity Law requires that: ..."every political subdivision of this state shall establish equitable compensation relationships between female-dominated, male-dominated and balanced classes of employees in order to eliminate sex-based wage disparities in public employment in the state." (M.S. 471.992, subd. 1) "'Equitable compensation relationship' means that the compensation for female- dominated classes is not consistently below the compensation for male-dominated classes of comparable work values..." (M.A. 471.991, subd. 5). A. In order to comply with the Pay Equity Law, the City Administrator shall annually conduct an analysis of compensation using the job evaluation study method determined • by the City Council. B. The Pay Equity Analysis and any subsequent compensation adjustment represents the final Step in the overall compensation process. C. The compensation analysis shall consist of several factors, including but not limited to the following: 1. Specific analysis of female-dominated positions which appear to be paid consistently below male-dominated positions. 2. Adherence to the compliance tests as put forth in the Department of Employee Relations Pay Equity Regulations. 3. Recruitment and retention practices and patterns. D. ANALYSIS 1. A compensation analysis shall be conducted each September to determine the compensation patterns for all job classifications. The analysis will be presented to the Department Heads no later than October 1st for review and comment. E. ADDITIONAL RE-EVALUATIONS/NEW CLASSIFICATION EVALUATION 1. When substantial changes in an assigned classification have occurred, a position evaluation shall be conducted. 2. When a new classification has been established a position evaluation shall be conducted after the employee,has completed 12 months of service in that position. 3. In those instances where the City Administrator determines that the job evaluation points derived from a benchmark or jurisdictional score do not reflect the job, the City Administrator may survey similar jobs in other jurisdictions in order to provide an accurate score and may also provide for the testing of the position. F. PAY EQUITY ADJUSTMENT A Pay Equity Adjustment will be necessary if: 1. The Annual Analysis indicates a pattern of compensation for female and male- dominated classes which is inconsistent with the requirements of State Law and the Pay Equity Regulations as set forth by the Department of Employee Relations. 2. In the event a Pay Equity Adjustment is indicated by the analysis, it will be implemented on the following January first and will be the final phase in the overall compensation process to determine the subsequent year's Step 5. 3. Position classes will be determined to be female-dominated or male-dominated based on the requirements stated in Minnesota Statutes 471.991, Subdivision 6- 8. 4. A sample computation is indicated below and demonstrates the three steps of the overall compensation process and the timelines for adjustments: Process Timeline With Pay Equity Without Pay Adjustments Equity Adjustments Current yr Step 5 January 1758 1758 Adjusted Step 5 December 1775 1775 ACA (3%) December 1828 1828 Effective 1/1 Pay Equity Adjustment December 50 -0- Effective 1/1 Subsequent Year's Step 5 January 1 1878 1828 G. APPEAL An employee may submit an appeal of a job evaluation value change. All appeals must be filed with the employee's Supervisor no later than November 1st of each year. A determination regarding the appeal will be made by the City Administrator no later than December 1st. H. MAINTENANCE OF THE JOB EVALUATION SYSTEM 1. State law requires that all job evaluation systems be: "maintained and updated to account for new employee classes and any changes in factors affecting the comparable worth value of existing classes." 2. Each job class in Mounds View's job evaluation system will be reviewed once every three (3) years to determine the need for more detailed re-evaluation. If indicated, re-evaluation of selected employee classes will occur prior to September as part of the annual compensation analysis. The City Administrator shall determine which class(es) of employees will be reviewed each year and which of these classes require more detailed re-evaluation. Changes, if any, in job evaluation points will become effective the following January 1st. I. PROCEDURE FOR PAY EQUITY ADJUSTMENTS FOR YEAR 1992 1. The initial Pay Equity Adjustment for 1992 will be paid prior to December 31, 1991. 2. All other Pay Equity Adjustments in 1992 will be included in bi-weekly pay at the same time as other bi-weekly compensation. POLICY: FLEX TIME LEAVE Approved by: Clerk Administrator Section: 3.05 Revision History: 1994, 1996, 1997 Flex Time Policy is an attempt to establish a consistent method of tracking regularly scheduled work hours and additional non-regularly scheduled work hours which applie to exempt status employees. Flex time may be earned and accrued, one hour for each extra hour worked over a 40 hour work week. Flex time should be used within a reasonable period from when it was earned; perferably during the same week. Flex time can be used in increments of a maximum of 16 hours in a two week pay period. Use of Flex time must be approved by the employee's supervisor prior to its use. Recording of Flex time should be accruately maintained be each employee. Accrued flex time balances will be reduced to fourty hours on December 31 of each calendar year. (This reduction does not apply to Golf Course exempt status personnel). Upon an employees termination from the City, there will be not pay out of Flex Time accurals, either partial or total. POLICY: HOLIDAYS Approved By: City Code Section: 3.10 Revision History: 1988, 1996, 1997 All regular full-time, part-time averaging 20 hours or more hours per week, and probationary employees receive the following holidays: 1. New Year's Day 2. Martin Luther King's Birthday (3rd Monday in January) 3. President's Day 4. Good Friday 5. Memorial Day 6. Independence Day 7. Labor Day 8. Veteran's Day 9. Thanksgiving Day 10. Day after Thanksgiving 11. Christmas Day 12. 4 hours Christmas Eve Day and New Year's Eve Day in years where Christmas Eve and New Year's Eve falls on a Monday, Tuesday, Wednesday, Thursday. If Christmas Day, New Year's Day, Independence Day or Veteran's Day falls on a Saturday, the preceding Friday will be considered a Holiday. If Christmas Day, New Year's Day, Independence Day, or Veteran's Day fall on a Sunday, the following Monday will be considered a holiday. Employees shall receive eight hours straight time pay unless otherwise established by a bargaining agreement. Regular part-time employees shall receive pro-rated holiday pay. Working on a Holiday In the case where a non-exempt employee works on a designated legal holiday, which has been approved by their respective Department Head, the employee shall receive eight hours straight time or eight hours compensatory time off as compensation for the holiday and shall receive one and one half(1 '/) time the employee's normal straight pay for hours worked, unless they are receiving call out pay. Exempt employees, who have received prior approval, who work on one of the holidays listed above shall receive eight hours straight time pay for the holiday and shall receive the employees normal straight time pay for those hours worked. Absences and Holiday Pay Holidays which occur during vacation leave or sick leave shall not be charged against said vacation or sick leave but shall be charged against holiday pay. Wages shall not be paid for a holiday to an employee who is on leave of absence without pay the day before the holiday. Temporary and seasonal employees are excluded from holiday pay. POLICY: . INSURANCE BENEFITS Approved By: City Council Section: 3.15 Revision History: 1988, 1997 The outline of the following benefits should not be construed as a claim of entitlement. These benefits may be changed from time to time. The City may change, delete, modify or otherwise revise employee benefits, coverage, premium amounts, eligibility requirements, and/or administrative procedures regarding benefits at any time. Provisions describing various plans and insurance policies are for information only. In all instances the actual plan or policy language and statutory requirements are controlling. HEALTH. DENTAL AND LIFE INSURANCE The City currently contributes $330/mo. for employee insurance of which can be used towards the cost of: • $10,000 basic life insurance, • employee, spouse and dependent health and dental insurance and, • supplemental life insurance of up to three times an employee's annual base salary. Life Insurance All regular full-time and regular part-time employees averaging 20 hours or more of work each week, including new probationary employees, are provided $10,000 of Life Insurance. Supplemental Life Insurance of up to three (3) times an employees annual base salary is available with the employee paying the premium charges through payroll deductions. Health and Dental Insurance All regular full-time and regular part-time employees averaging 20 hours or more of work each week, including new probationary employees, and their dependents are eligible for group health and dental insurance benefits. The City pays a portion of the overall total costs for health and dental benefits. The City Council determines the City's monthly contribution towards the premium for employees and their dependents. Employees pay any remaining premium charges through payroll deductions. Information pertaining to medical coverage and brochures explaining each of the plans is available from the Finance Department. Enrollment All new probationary employees are eligible to enroll in the group insurance program with the City, however, coverage enrollment dates are subject to the terms and conditions of the City's contracts with its insurance carriers. Dental and life insurance coverage will not commence until the initial 30 days of service is completed. Health insurance coverage will begin the following month after hire, if employment begins after the 15th of the month. If employment begins prior to the 15th of the starting month, health insurance coverage will commence that month. Coverage during Approved Leave of Absence Without Pay An employee can elect to continue life, health and dental coverage while on leave of absence without pay. However, during this period, the employee shall be responsible for all premiums due. Worker's Compensation Managed Care Services The City enrolled in a worker's compensation certified management care plan with Comprehensive Managed Care (CMC). Managed care allows employers to better coordinate medical care for injured workers and control worker's compensation costs. Under managed care, a trained case worker actively manages the employee's workers' compensation claim. The case worker assists the employee in getting proper medical treatment and ultimately returning to work. Specific information pertaining to procedures are available from the Payroll office. 'POLICY: MISCELLANEOUS BENEFITS Approved By: City Council Section: 3.20 Revision History: 1992, 1997 Flexible Spending Account The City of Mounds View offers to its employees Flexible Spending Accounts pursuant to Internal Revenue Code Section 125. The flexible spending account applies to costs related to medical care deductible, health insurance co-payments, any uncovered medical and dental expenses and child care expenses which allows to you to use pre-tax dollars for these expenses. Participants must be regular full or part time employees who have successfully completed their probationary period. The maximum annual reimbursable expenses under the health plan are $2,000. Specific information pertaining to reimbursable expenses are available from the Finance Department. Payroll Options The City has a program of direct deposit of paychecks for all employees. Your paycheck can be automatically deposited in your account by completing a brief form and submitting a deposit form and void check from your checking or savings account. Credit Union For information regarding the credit union and its service, please contact the City-County Credit Union. Health Club Membership Employees are reimbursed for a health club membership in exchange for accrued Sick Leave, An hour of Sick Leave is valued at the employee's current rate of pay. Employees can participate if a minimum balance of 80 hours sick leave is maintained. The maximum monthly contribution amount is $40 per month. Balance and contribution amounts are pro-rated for part-time employees. POLICY: PAYROLL, OVERTIME, COMPENSATORY TIME Approved By: City Code Section: 3.25 Revision History: 1988, 1997 Payroll Employees will be paid every two weeks or 26 times per year. Wages are paid for the two- week period commencing at 12:01 a.m. on a Saturday and ending at 11:59 p.m. on a Friday, fourteen days later. When paydays fall on a holiday, checks are issued the day preceding the holiday. The City is required by law to make deductions from an employees check including Social Security, PERA (Public Employees Retirement Association), Federal Income Tax and State Income Tax. Employee Time Sheets Time sheets must be submitted to the Finance Department for payroll processing completely filled out and properly signed by the employee and the appropriate Department Head. The calculations of vacation, sick leave and compensatory time should have been reviewed and the sheets should bear all appropriate signatures. Department Heads are responsible for verifying that the time sheets are properly completed before they are submitted to the Finance Department. Overtime Pay Non-exempt regular full and part time employees are paid overtime for all hours worked in excess of 40 hours per work week. Certain seasonal and temporary employees are not eligible for weekly overtime. Overtime pay is computed on time worked in excess of forty hours (during a seven day work week) at a rate of one and one-half times their hourly rate of pay. Paid holidays, vacation leave and sick hours are not counted as time worked for the purposes of computing overtime hours. Overtime pay or compensatory time will not be paid for time not worked. All employees defined "exempt' by the Fair Labor Standards Act will not receive cash payments for overtime. Compensatory Time Compensatory time off in lieu of cash payment is allowed only in accordance with the Fair Labor Standards Act. Compensatory time is computed at a rate of one and one-half times the hours worked in excess of the established work week. The maximum total accrued compensatory time shall not exceed 240 hours per employee. Accrued compensatory time may be taken as paid leave by non-exempt employees with prior written approval of their respective department head. If an employee is terminated from employment they will be compensated for accumulated compensatory time earned, up to the above stated maximum. Call Back Pay A non-exempt employee called back to work at a time other than a normal scheduled shift for reasons other than training shall receive a minimum of two hours pay at one and one-half times the employee's regular straight time hourly rate. Reporting early for a shift or extension of a shift does not qualify for a call-back premium. Information pertaining to Overtime pay, Compensatory time, Court Duty, or Call-Out pay may vary for unionized personnel. Specific information pertaining to these procedures is provided in the respective contracts. POLICY: RETIREMENT BENEFITS Approved By: Section: 3.30 Revision History: 1997 PERA PERA or Public Employees Retirement Association is available to elected and non-elected public employees who meet eligibility requirements. If you are a non-elected public employee meeting income and position requirements set by state statute, you automatically become a member when you begin public service. If you are a qualified elected officer or are appointed to an elected office, membership is optional. Any employee hired after January 1, 1968 is a member of the coordinated PERA-FICA program. To participate in this program, each employee has a deduction from his/her paycheck and the City then pays a portion of the employee's salary as a "match" (match percentage varies for Patrol Officers). Early Retirement If you retire before age 65, you may be eligible for a reduced benefit providing you are at least age 55 and have three or more years of service; or you have 30 or more years of service, regardless of age (if first hired prior to July 1, 1989). Deferred Compensation Deferred compensation is an IRS approved method for deferring federal and some state income taxes on savings until retirement. Taxes are paid on the savings and earnings when withdrawn, usually during retirement when the employee is presumably in a lower tax bracket. Two plans are currently available including ICMA Retirement Corporation (RC), and Minnesota State Deferred Compensation Plan. You may defer a maximum of 25% of your total salary or $7,500 per year, whichever is less, with a minimum of$10.00 per payroll period. Specific information pertaining to either plan is available from the Finance Department. POLICY: SICK LEAVE Approved By: City Code Section: 3.35 Revision History: 1988, 1997 Regular full-time and part-time employees averaging more 20 hours or more per week are eligible to receive sick leave with pay after completion of their initial six month probationary period. Although new probationary employees are not entitled to use paid sick leave, sick hours begin accruing on the first day of employment. Promotional probationary employees may make use of sick leave however, if the sick leave exceeds a total of five working days, the probationary period shall automatically be extended a like period of time. Sick leave accrues at the rate of 8 hours per month unless otherwise established by a bargaining agreement. Regular part-time employees eligible for paid leave earn it on a pro- rated basis. Sick leave may be accumulated to a maximum of 120 days. Employees who have accumulated the maximum 120 days sick leave shall be permitted to accrue an additional "bank" of sick leave at the rate of one day per month. Additonal banked hours may be used only in the event regular sick leave hours are exhausted. Banked sick leave shall not a counted in the calculation of severance benefits and can only be used the employee has accumulated the Banked Sick Leave hours. (See Section 5.30 Termination and Separation Policies). Sick Leave Use Sick leave should not be considered a privilege or vested right that may be used at employee's discretion but shall be considered as a type of insurance used for the case of an illness, disability of the employee, or to receive dental or medical care when approved by the employee's Supervisor. Sick leave may also be used by an employee to care for an employee's spouse, child, sister, brother, mother, father, mother-in-law, or father-in-law who has a serious health condition (as definition section). Sick leave may be used by an employee to attend the funeral of the employee's family member(See Section 2.30 regarding Funeral Leave). In order to be eligible for sick leave with pay an employee must: • Report promptly to the employee's Department Head or Supervisor the reason for absence and keep the Department Head or Supervisor informed of the employee's condition if the absence continues for more than three (3) days. • Keep the Department Head informed on a weekly basis of their condition. If the absence is more than three (3) days a doctor's note may be required. • If deemed necessary by the City Administrator, a doctors statement may be required for sick leave absences of less than three (3) days. Claiming sick leave when physically fit, except as permitted in this section, may be cause for disciplinary action, including transfer, suspension, demotion or dismissal. Employees are not permitted to use sick leave in the same manner as vacation time off on dates immediately preceding an employee's termination or retirement date, except in the case of disability. POLICY: VACATION Approved By: City Code Section: 3.40 Revision History: 1988, 1997 VACATION All regular full-time and part-time employees averaging 20 hours or more per week are eligible to receive vacation with pay after completion of their initial six-month probationary period. Vacation hours will begin accruing on the first day of employment. However, new probationary employees are not entitled to use accrued vacation until competition of their six month probationary period. Regular part-time employees eligible for paid vacation will receive it on a pro-rated basis. Accrual Schedule Years of Service Days per Year 6 months - 1 year 10 days 1 through 5 years 10 days After 5 years through 10 years 15 days After 11 years 16 days After 12 years 17 days After 13 years 18 days After 14 years 19 days After 15 years 20 days Each department shall establish a vacation schedule to ensure the needs of the department whi be met while allowing employees to use accrued vacation time. Requests for time off shall be made in advance, with the length of the notice to be determined by the Department Head. All vacation time must be approved by the employee's Supervisor or Department Head. The City encourages employees to use their full amount of vacation each year. If this is not possible, an employee is permitted to carry over no more than ten days vacation time plus the amount accrued up to December 31 of the present year. In most circumstances, if an employee is entitled to more than one week vacation, is it recommended the employee combine vacation weeks consecutively. The rate of vacation pay is the employee's normal base straight time rate of pay. Section 4 (policies not included) Section 5 POLICY: DISCHARGE Approved By: City Code Section: 5.01 Revision History 1988, 1997 The City may dismiss any employee at any time for misconduct, inefficiency, incompetence, violation of work rules, or other just cause. Employees who are involuntarily terminated will be paid through their termination date. In addition, employees will receive the value of any accrued vacation and sick leave, under the conditions of Section 5.30, Termination and Separation Policies. Employees will be paid for wages earned within 24 hours of their termination if requested by the employee. The basis of a discharge shall not be predicated on the employee's race, sex, creed, religion, color, age, national origin, disability, marital status, sexual orientation, political affiliation, or status with regard to public assistance. New probationary employees may be terminated at any time for any reason that does not violate local, state or federal law with or without notice subject to the rights of veterans. For additional Information regarding just cause and termination procedures, see Section 1.10 Discipline. POLICY: INSURANCE CONTINUATION: COBRA, Chapter 488 & Flex Benefits Approved By: 26 CFR Part 1, MS §62A, 62D &471.61 Section: 5.05 Revision History: 1997 Certain State and Federal laws allow employees and their eligible family members to continue purchasing Mounds View's group health plan, dental and life insurance after the employee leaves City employment or reduces their hours below benefit earning levels. This purchase is at the employee's own expense and is known as "insurance continuation." COBRA "COBRA" stands for Consolidated Omnibus Budget Reconciliation Act of 1985. This federal and Minnesota state law allows health, life, and dental insurance continuation for up to 18 months. In some instances, the federal law allows an employee and eligible family members to continue health and dental insurance for 29 or 36 months. Life Insurance Continuance of Coverage Whenever a covered employee ceases employment with the City, insurance coverage will be discontinued on the first day of the month following the date of termination. Pursuant to State Law, a terminating employee may elect to continue life insurance for a period up to 18 months at the terminating employee's expense. Health/Dental Continuance of Coverage Employees are notified by the City's group health care provider and the City regarding dental continuation coverage. Retirement Benefits (Chapter 488) If an employee is retiring and is eligible for a retirement annuity or is receiving disability benefits from a Minnesota public retirement plan (such as PER, the employee may remain on Mounds View's group health/dental insurance plan programs indefinitely, at their own expense, provided the employee continues to reside within the health/dental plan's service area. When the former employee reaches age 65, the City may transfer the former employee and covered dependents to a non-active employee pool. This "indefinite" continuation is made available under MN §471.61, also known as "Chapter 488." Retiring employees who wish to continue purchasing insurance coverage through the City will be asked to elect their continuation through COBRA or through Chapter 488. FLEXIBLE BENEFITS Dependent Care Expenses Employees can submit claims for dependent care costs which were incurred before leaving City employment, until December 31 of the plan year. Dependent care expenses incurred after the employee leaves the City are not eligible for reimbursement. Other Medical Costs Employees may continue to file reimbursement claim forms for"Other Medical Costs" after termination of employment or reduction in hours. Claim forms can be submitted through the end of the plan year on the Fridays which are scheduled as Flex Claims Due days. OR Employees can continue to participate in the Flexible Benefits Plans on an after-tax basis for up to 18 months, in which case claims for expenses incurred after the termination/reduction in hours date may be submitted. Further information on continuing Flexible Benefits participation is provided when the employee leaves employment or reduces their hours below benefit earning levels. Conflicts with Federal/State Law This policy is intended to be a general summary of these laws. If this information conflicts with the applicable Federal Law or State Statute, the law or statute will apply. POLICY: LAYOFF Approved By: City Code Section: 5.10 Revision History: 1988, 1997 Layoff The City Administrator with approval of the City Council may lay-off any employee whenever such action is deemed necessary by reason of shortage of work or funds, the abolition of a position, changes in organization or other causes. The duties performed by any employee laid off may be reassigned to other employees who occupy positions in other classes, except that duties performed by veterans covered by the Veterans Preference Act shall not in bad faith be transferred to non veterans. No regular employee shall be laid off while another provisional appointment or an appointment to temporary position exists in the same class in the same department. No suspension, demotion or dismissal of an employee from the armed services as disciplinary action shall be considered as a Layoff, nor shall separation as a result of reduction or cessation of federally or state funded programs be considered a Layoff. Order of Layoff It is recognized that reduction in force may not impact all departments or divisions to the same extent; therefore, it may be necessary to transfer employees from one department or division to another. When all other factors are equal, longevity shall be the determining criterion for layoffs of employees in their respective classifications. Reductions in grade, i.e., demotions may be made in conjunction with layoffs. Past performance and longevity shall be considered in the event of a reduction in grade instead of a layoff. An employee being demoted must be qualified for the position in which the employee will be employed. No regular employee shall be laid off or reduced in grade while another provisional appointment or probationary appointment or an appointment to a temporary position exists in the same classification. Notice of Layoff The City Administrator shall give written notice of a Layoff to a regular or probationary employee at least 14 calendar days before the effective date of the Layoff. A copy of the notice shall be provided to the Human Resource Representative. This policy only applies to regular part-time and full-time employees. Written notice of Layoff may be given to provisional or temporary employees at any time prior to the effective date of Layoff. POLICY: REFERENCE CHECKS Approved By: Section: 5.15 Effective Date: 1997 The City of Mounds View provides reference information on former employees within the scope of the Minnesota Government Data Practices Act. The laws regarding data privacy are carefully followed. If a former employee would like to authorize someone to have access to private data about them, they must complete an authorization form available from the Human Resources Representative. This form meets specific data practices requirements, including the informed consent provision, as outlined by State Law. For additional information on employee records and data privacy, see Section 1.30 POLICY: RESIGNATION Approved By: Section: 5.20 Effective Date: 1997 When an employee voluntarily resigns from employment with the City, they must submit a written notice at least two weeks in advance. Advance notice will assist the City in preparing to fill the position. Procedures The letter of resignation is submitted to the immediate supervisor, and should include the following: • An indication that the resignation is voluntary. • The reason for leaving • The last day of actual work • The employee's signature Failure to Give Notice If an employee fails to submit a letter of resignation two weeks prior to their actual last day of work, it may result in loss of"good standing" and influence future employment opportunities with the City. In addition, it may impact the content of future reference reports on the individual. If an employee quits, but refuses to submit a letter of resignation, the supervisor will need to complete a written report on the circumstances surrounding the matter. Unauthorized Absence Unauthorized absences from work for a period of three (3) consecutive work days may be considered as a resignation without proper notice. Checking Out The letter of resignation is given to the Human Resource Representative. See Section 7.20 for check out procedures and further information. POLICY: RETIREMENT Approved By: City Code Section: 5.25 Revision History: 1988, 1997 Retirement is defined as separation from City employment when the employee is immediately eligible, based on age/or service requirements, for an annuity from the Public Employees Retirement Association (PERA). Retirement benefits are provided to City employees who terminate employment and are eligible to draw pensions under City retirement programs. Eligibility requirements, including age and length of service, vary among City retirement programs. Mandatory retirement age for the City is age 70. Employees who intend to retire are encouraged to obtain forms and benefit information from their retirement program administrator at least one year in advance of an estimated retirement date. An employee will be eligible for an unreduced retirement benefit from PERA wed • Age 65 with one year of service, • Age plus years of service credit totaling at least 90, or • A member of the Police and Fire Fund, and at least three years of service at age 55. An employee is eligible for a reduced benefit from PERA, which requires: • At least threefunds.)years of service at age 55, or • 30 or more years of service at any age. (Service can be all PERA service credit, or combined service with one or more of the other state covered POLICY: TERMINATION and SEPARATION POLICIES Approved By: Section: 5.30 Revision History: 1997 A terminating employee is someone who is leaving City employment as a result of discharge, termination, retirement, Layoff or death. The following procedures will assist the employee in a smooth transition when leaving the City of Mounds View. Check Out The supervisor/Department Head should notify Human Resources of the employee terminating as well as forwarding the original letter of resignation. In the event the termination is a discharge or Layoff, a copy of the notice to the employee should be attached in place of the resignation letter. It is important to notify Finance well in advance of the last day of employment so arrangements may be made to prepare the final paycheck. The last day on the job is the last day the employee works a regularly scheduled shift. If the employee is eligible to receive vacation and/or compensatory accumulated time, that time will also be paid effective the last day. All outstanding expense reports or monetary advances shall also be resolved. Employees who wish to continue their health insurance coverage through the City, may be able to use their last paycheck to pay for future premiums on a pre-tax basis. See Section 7.25 to determine eligibility and for additional information on Insurance Continuation. Requests for PERA refund may not be submitted until the day of termination. ICMA withdrawal decisions must be made within 60 days of leaving employment. Exit Interview Exit interviews may be conducted by the City Administrator if deemed appropriate. Return of City Property Employees leaving City employment are required to return all property and equipment issued by the City prior to their last day of employment. This equipment includes, but is not limited to, building keys, gas pump and vehicle keys, identification badges, and all such other property issued to employees during the course of their employment. Employees may be asked to sign a form indicating they have returned all such property. SEPARATION COMPENSATION Vacation An employee will be compensated for accrued vacation and compensatory time upon separation provided the employee has a minimum of six months continuous employment as a regular employee with the City of Mounds View. Sick Leave Severance Severance pay shall be granted in the amount of fifty percent (50%) of unused sick leave to employees who have completed ten years of service. Maximum accumulation of sick leave is 120 days. Additional banked sick leave hours will not be computed in severance pay. The spouse or family of an employee is eligible for severance benefits, if the following conditions are met: • Employee worked for the City for ten (10) years prior to the termination of employment; and; • The employee died while an employee of the City. Severance benefits will be paid at the employee's regular rate of pay on the last date as an employee. Death If termination of employment is caused by death of the employee, any wages earned but not paid and any unused vacation benefits will be paid to the estate of the deceased employee. All such payments are subject to ordinary state and federal payroll deductions. In some instances the guidelines listed above may not be practicable. The City Administrator reserves the right to make exceptions to the above policy in unusual circumstances. POLICY: UNEMPLOYMENT COMPENSATION CLAIMS Approved by: Clerk Administrator Section: 5.35 Revision History: 1989 The policy on unemployment compensation claims is critical to the financial well-being of the City. This is due to the fact that the City does not contribute to the unemployment compensation pool through the payment of premiums, instead the City is charged directly for its share of any benefits paid. Therefore, any payment of claims is a direct cost to the affected department's budget. To avoid the payment of unemployment compensation to former employees who are ineligible, all notices of unemployment claims should be forwarded to the Finance Department. Section 6 (policies not included) Item No. (D Staff Report No. 91-.1.9(.91,4s- ,, Meeting Date: 9-2-97 Type of Business: WK WK: Work Session;PH:Public Hearing; CA:Consent Agenda;CB:Council Business City of Mounds View Staff Report To: Mayor and City Council From: Lynnette Morgan Item Title/Subject: Update on HAY b Evaluation System Date of Report: August 28, 1997 At the April 28, 1997 City Council meeting, Council authorized staff to proceed with the conversion of the job evaluation system from PDI to HAY Evaluation Systems. The purpose of converting the job evaluation system is to comply with Minnesota Statutes 471.994, "every political subdivision must use a job evaluation system in order to determine the comparable work value of the work performed by each class of its employees. The job evaluation system must be maintained and updated to account for new employee classes and any changes in factors affecting the comparable work value of existing classes." The City had not formally reviewed it's job evaluation system since 1987. The first step in converting systems consisted of reviewing job descriptions to ensure job descriptions matched the position functions. Description were review by employees and management. The description format was modified to follow a universal format(Attachment A). Benchmark values are assigned to each position class based on updated job descriptions. The consultant assisting in the conversion process, Labor Relations Associates (LRA), has assigned a majority of the benchmark points using model criteria from HAY. However, twelve positions were not able to be benchmarked using the model criteria from HAY. (Attachment B). Those positions have completed a HAY position description questionnaire which was reviewed by management and sent to HAY for further analysis. After the results are received from HAY, a hierarchy of points will be provided to all employees and presented to City Council for consideration. The concern expressed from the City Council at previous meeting primarily focused on the current Compensation Policy. The development of a new compensation policy is included as part of the proposal submitted from LRA. Prior to developing a compensation policy, a compensation study should be conducted. The results of the compensation study will provide the foundation for the development of a compensation policy. Two options exist in conducting a compensation study. Stanton salary information has been used in the past and and is listed the current compensation policy as the basis for salary determination. Stanton information is based on population and categorized according to position. City of Mounds View Staff Report August 28, 1997 Page 2 An alternative compensation study option is a market study. Please see Attachment C for information regarding a market study). If the City Council concurs a compensation study should be performed,this item will be placed on the September 8, 1997 Council meeting for authorization. Attachment A JOB DESCRIPTION CONTENT • PRIMARY OBJECTIVE • SUPERVISION RECEIVED • SUPERVISION EXERCISED • ESSENTIAL DUTIES AND RESPONSIBILITIES • PERIPHERAL DUTIES • MINIMUM QUALIFICATIONS Education& Experience Desired Qualifications • NECESSARY KNOWLEDGE, SKILLS AND ABILITIES • SPECIAL REQUIREMENTS • TOOLS AND EQUIPMENT • PHYSICAL DEMANDS • WORK ENVIRONMENT • SELECTION GUIDELINES Attachment B MOUNDS VIEW POSITION TITLE (Those positions which have an X have been analyzed by LRA) CSO- PT X PGA Prof/Clubhouse Manager X Receptionist X Department Secretary(4) HAY Payroll Clerk HAY Planning Associate HAY Human Resource Technician HAY Housing Inspector HAY Athletic Supervisor X Engineering Aide HAY Building Inspector X Accountant X Golf Course Superintendent HAY Public Works Foreman X Lieutenant X Director of Economic Development HAY Park and Recreation Director X Finance Director X Community Development Director X Police Chief X Public Works Director HAY City Administrator X UNION Patrol X Investigator X Maintenance X Mechanic X Sergeant X 08/28/97 THU 09:53 FAX 6125461552 LABOR RELATIONS ASSOC. 1002 Attachment C LABOR RELATIONS ASSOCIATES, INC. 7501 Golden Valley Road Golden Valley, Minnesota 55427 612/546-1470 FAX:612/546.1552 DATE: August 28, 1997 TO: City of Mounds View City Council FROM: Ann Antonsen Consultant SUBJECT: Conducting a Market Study to Assist in the Development of a New Compensation Plan In developing a new compensation system for a political jurisdiction two factors need to be considered. These two factors are internal and external compensation levels. There are two ways to study external or "market" compensation levels. A political jurisdiction can use the DCA Stanton survey that is published on an annual basis or they can perform their own survey. Since the DCA Stanton survey is only published on an annual basis, the data shown may or may not be accurate as of the time a City needs the market survey data, Therefore, it is recommended that the City of Mounds View conduct a survey of comparable cities. To conduct a salary survey the City should consider the following: 1. The City should identify appropriate external market comparisons for selected benchmark jobs (jobs that are commonly found in cities) based on geographic area, population, similar organizational structure, job responsibilities, scope of authority,financial, socio-economic,and other relevant factors. It is recommended that a sample of approximately 10 cities is surveyed. 2. Upon completion of the market study internal and external compensation levels and structures should be analyzed and compared. The City then must make a determination as to what weight will be given to both the internal and external comparables. 3. Preliminary recommendations for a City salary structure are developed, reviewed, revised as necessary, and adopted by City officials. The salary structure must be developed to comply with the "equitable" and "reasonable" compensation relationship standards required by the State Local Government Pay Equity Act, other State and Federal legislation, and with generally accepted principles of compensation equity. cn EzE: E 13 C 0 17 113 c) T 13 o 7 13 0 D co m D 2 S -v -v o c 23 -o cnow' mvZ .. coovalmcco0cm ccc CUCD = CDG) a m - 4. 2. o > cl• m m n n c > > -. -. o = o !v - m D •C >v > > Z n c m o z o = _ m 0' - > --- - - C) Z cl• u) v � � � n � 2c 11) �. 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W N W cN1j - 00101 Nc •�ANCas :.m N N N CO - CO • N O) CO 1� N O -a 01 • -� O l CO op CO O CD --0 CD C' CI' CD •A01p ..-aNCD is) OA - c V IVCD .A -.1cppCO Cn CD CO O) CD N) CD CD POD cc con Z -I 0 z rn / f Item No. 7 Staff Report No. 97-2202WS Meeting Date 9-2-97 Type of Business WK NE WK: Work Session;PH•Public Hearing; CA:Consent Agenda;CB:Council Business Mounds View City Council Work Session Staff Report To: Mounds View City Council From: Cathy Bennett, Director of Economic Development Item Title/Subject: Mounds View Community Center Update Date of Report: August 29, 1997 Items to be discussed at the work session with regards to the Community Center include the following: • Summary of Community Center Task Force Meeting on August 28 - Memo from Mary Saarion. • Special Work Session to review site design options and estimated costs - Set for September 15. • Review of Costs Summary for Phase I -The attached summary outlines the costs incurred to date including change orders and is broken down by users of the building- Children's Home Society, School District and Community Center. The majority of the work in Phase I was for the Children's Home Society but several general building items were completed that affect all the users. The summary shows the costs in relation to the budget approved by Council dated 5/I 6/97. Children's Home Society continues to be under budget by approximately$50,000 • Status report on Phase I Construction - Construction Manager from Flannery, Tim Dunwald • Other General Discussion Items interoffice MEMORANDUM to: Chuck Whiting from: Mary Saarion subject: Synopsis of Community Task Force Meeting date: August 29, 1997 The Mounds View Community Task Force met Thursday, August 28 along with members of the City Council to further discuss plans for the Community Center. DESIGN: Architects Dean and Dave from WAI introduced a new design without VB Digs. Members discussed air quality, kitchen facilities, youth areas, and entrance areas. Because the Bel Rae has such an odor of smoke, members were concerned about the air quality and smell of the community center. Dave and Dean assured members that the construction of the ceiling and ductwork will provide for excellent air quality and no residual smell. The kitchen is currently empty except for installation stages of a new exhaust hood. Members asked where the appliances were and Dave and Dean explained that they were being stored in the corner of the building for now. They will be re-installed when the improvements to the kitchen walls and floor have been completed. There was discussion regarding points of entries and how secure the building would be. It was noted that one entry from Bronson and one entry from the parking lot off Edgewood would provide two entries for the School District and Community Center portion. Children's Home Society have their own secured entry. Areas for the youth center were discussed and members liked the idea that the area will be open, that the area is flexible and versatile, encouraging table game activity and interactive play. A closed room was rejected because most other Community Centers have found that the kids do not use such areas and these areas are difficult to supervise. Glass viewing into the gymnasium from the youth area will provide for observation of gymnasium activities by spectators and supervisors. The group discussed preference for the addition to be tilted or square. It was the majority's opinion that the tilted affect provided more character to the building rather than a traditionally square design. It was predicted that little or no cost would result from the tilted design. It was also decided by consensus that an option for parking to the south rather than the east would provide possibilities for partnerships with other entities in the future. Operational costs were discussed. It was suggested that office areas are needed for staff members Chuck Whiting Page 2 August 29, 1997 that will be supervising the building. It was suggested that in order to keep building supervision costs lower, that Parks and Recreation office staff move to the community center so that they can provide daytime supervision, Mondays through Fridays during regular office hours. Suggestions were also given to the architects for outdoor recreation facilities. The group suggested sand volleyball courts, basketball courts, and grassy area that could be used as a concerts in the park area or picnic area- for sitting and socializing outdoors on nice days. Finally, it was decided that a public informational meeting should be held Monday, September 15 to review the new design with the suggested recommendations listed above. OPERATIONS: Operating budget was discussed and Administrator Whiting expressed his concern that the Community Center do better than just break even. Two options for supervision of the building was presented with these costs included in an overall operations budget. The first option presumes that the Parks and Recreation staff moves to the Community Center to provide daytime supervision of the building. The second option presumes that a person would be hired to provide daytime supervision. Both options include evening and weekend supervision plus custodial services. Additional supervision of special events such as rental activities would be paid by fees. Option 1 breaks even and option 2 runs into deficit. The group suggested that staff provide daytime supervision to reduce the need for additional staff during daytime hours Monday through Fridays. This requires office areas to be put into the design of the building. interoffice MEMORANDUM to: Chuck Whiting from: Options Community Center Staffing/Operations subject: Mary Saarion date: August 26, 1997 As requested, I have provided two options for staffing the new Community Center. Option 1 has an estimated cost of$122,127. This option differs to Option 2 only in that it uses current staff to supervise the Community Center during regular daytime office hours. This presumes that the Parks and Recreation staff would move to offices at the Community Center. Option 2 is estimated at $143,193. This presumes that a regular full time employee is hired to provide Community Center supervision during the daytime and this position is responsible for making rental reservations. In both options, part time staff is buegeted to provide supervision and security of the Community Center during open hours. Additional services including custodial and special event facilitation are included. Option 1 is $21,066 less than Option 2. Estimated revenues are $122,500. Option#1 would break even whereas Option#2 would show a deficit of($20,693) expenses over revenue. OPTION 1 - COMMUNITY CENTER OPERATIONS This option presumes the following: * Parks and Recreation staff including the Program Supervisor and Director of Parks and Recreation move to offices in the Community Center so that they can provide on-site daytime facility supervision, Mondays through Fridays during regular office hours. This also presumes that staff assumes the marketing and facility rental tasks for the first year to determine the scope of time and work that such duties entail -to be re-evaluated as to whether or not this work needs to be contracted out. * This option includes the addition of a position- Community Center Supervisor. This person would work an eight hour day/five days a week Mondays through Fridays from 2:30 - 10:30 p.m. This full time position would provide facility supervision including the times after school and throughout the evening when community use is expected to be greatest. This person would be responsible for closing the facility Mondays through Fridays. Salary would begin at $24,000 in addition to benefits. * Weekend staff would be part time employees paid hourly beginning at $8.00 per hour, with only pension/workers comp benefits. Saturday and Sunday staffing hours may be 8:00 a.m. opening to 10:00 p.m.closing. With opening and closing duties, this is a 15 hour day, requiring two shifts. Because of the wage and non-regular status it would be expected that there would be high turn-over in employees. This position would be attractive to college students and young adults temporarily searching for full time employment. * Custodial services are estimated at 4 hours/day, seven days a week at $9.31 per hour for 52 weeks. Contracted custodial services or expanding the hours of City Hall custodial services would be options. * Special Event Coordinator would provide facilitation, security and custodial services to rental groups such as weddings, reunions, etc. during weekend evenings. This position would be paid hourly and would be paid from rental fees ie $35.00/hour. Most likely hourly rentals would extend to 12:00 midnight and therefore this person would be responsible for locking up the facility. Note: This position may work up to two to three times per weekend depending on the number of rentals booked for a particular weekend. While expenses for this position would increase, so would revenues from rental fees. CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL - 19 COMMUNITY CENTER EXPENDITURES - ESTIMATED OPTION 1 1998 YEAR TO TEAM COUNCIL ITEM DESCRIPTION BUDGETED DATE REQUESTS APPROVES PERSONNEL SERVICES 010 SALARIES, REGULAR $24,000 $0 $0 $0 011 OVERTIME, REGULAR $0 $0 $0 $0 020 SALARIES, TEMP + PART TI $29,363 $0 $0 $0 030 PENSIONS $4,082 $0 $0 $0 040 GROUP INSURANCE $3,960 $0 $0 $0 050 WORKERS COMPENSATION $1,410 $0 $0 $0 TOTAL PERSONNEL SERVICES $62,815 $0 $0 $0 MATERIALS + SUPPLIES 160 SUPPLIES, OPERATING $7,500 $0 $0 $0 TOTAL MATERIALS + SUPPLIES $7,500 $0 $0 $0 CONTRACTUAL SERVICES $0 $0 $0 310 TELEPHONE $4,512 $0 $0 $0 321 ELECTRICITY $15,000 $0 $0 $0 322 HEATING & AC $9,000 $0 $0 $0 354 DEBRIS REMOVAL $9,500 $0 $0 $0 401 RENTAL EQUIPMENT $1,000 $0 $0 $0 480 BONDS & INSURANCE $4,200 513 REPAIRS BLDGES & EQUIP $7,000 SALES TAX $1,600 TOTAL CONTRACTUAL SERVICES $51,812 $0 $0 $0 CAPITAL OUTLAY TOTAL CAPITAL OUTLAY $0 $0 $0 $0 TOTAL COMMUNITY CENTER $122,127 $0 $0 $0 ESTIMATED COMMUNITY CENTER REVENUES Children's Home Society Lease Revenue $45,000 School District Lease Revenue 50,000 Rentals and Reservations 15,600 (1 rental/weekend x 52 wks at $300 per time) Recreation User Fees 6,000 Kitchen Charge ($50 x 52 wks) 2,600 Meeting room rentals ($50/day x 26 rentals or 2 per month) 1,300 Vending Machine Revenue 2,000 $122,500 OPTION 2 - COMMUNITY CENTER OPERATIONS This option presumes the following: * Parks and Recreation staff(Recreation Program Supervisor and Director) do not provide facility supervision at any time at the Community Center. Department staff continues to be located at City Hall, but plans activities that are held at the Community Center. Parks and Recreation Department would market the community center for weddings and other rental revenues. * Daytime supervision is hired as a full time employee working 8 hour days Mondays through Fridays and manages the supervision of the building during regular daytime hours. This person would be responsible for booking and arrangments for community center rentals ie. weddings, etc. * Evening supervision is provided as part time employees covering times from 2:30 p.m. - 10:00 p.m. - at which time the Community Center activity is to be highest. Most likely this time will be covered by two or more part time employees. This position would be attractive to college students or persons that desire part time employment in the evenings. * Weekend supervision is also provided with part time employees covering times from 8:00 a.m. to 10:00 p.m. It is expected that the Community Center will have high use on the weekends. Again, this time will most likely be supervised by two shifts each day because the Community Center may be open 15-16 hours on Saturdays and Sundays. * Custodial services are estimated at 4 hours/day, seven days a wekk at $9.31 per hour for 52 weeks. Contracted custodial services or expanding the hours of the City Hail custodian are options. * Special Event Coordinator would provide facilitation, security and custodial services to rental groups such as weddings, reunions, etc. during weekend evenings. This position would be paid hourly and would be paid from rental fees. Most likely hourly rentals would extend to 12:00 midnight and therefore this person would be responsible for locking up the facility. Note: This position may work up to two to three times per weekend depending on the number of rentals booked for a particular weekend. While expenses for this position would increase, so would the revenues from rental fees. CITY OF MOUNDS VIEW DEPARTMENTAL BUDGET DETAIL - 19 COMMUNITY CENTER EXPENDITURES - ESTIMATED OPTION 2 1998 YEAR TO TEAM COUNCIL ITEM DESCRIPTION BUDGETED DATE REQUESTS APPROVES PERSONNEL SERVICES 010 SALARIES, REGULAR $24,000 $0 $0 $0 011 OVERTIME, REGULAR $0 $0 $0 $0 020 SALARIES, TEMP + PART TI $46,003 $0 $0 $0 030 PENSIONS $5,546 $0 $0 $0 040 GROUP INSURANCE $3,960 $0 $0 $0 050 WORKERS COMPENSATION $4,372 $0 $0 $0 TOTAL PERSONNEL SERVICES $83,881 $0 $0 $0 MATERIALS + SUPPLIES 160 SUPPLIES, OPERATING $7,500 $0 $0 $0 TOTAL MATERIALS + SUPPLIES $7,500 $0 $0 $0 CONTRACTUAL SERVICES $0 $0 $0 310 TELEPHONE $4,512 $0 $0 $0 321 ELECTRICITY $15,000 $0 $0 $0 322 HEATING & AC $9,000 $0 $0 $0 354 DEBRIS REMOVAL $9,500 $0 $0 $0 401 RENTAL EQUIPMENT $1,000 $0 $0 $0 480 BONDS & INSURANCE $4,200 513 REPAIRS BLDGES & EQUIP $7,000 SALES TAX $1,600 TOTAL CONTRACTUAL SERVICES $51,812 $0 $0 $0 CAPITAL OUTLAY TOTAL CAPITAL OUTLAY $0 $0 $0 $0 TOTAL COMMUNITY CENTER $143,193 $0 $0 $0 • ESTIMATED COMMUNITY CENTER REVENUES Children's Home Society Lease Revenue $45,000 School District Lease Revenue 50,000 Rentals and Reservations 15,600 (1 rental/weekend x 52 wks at $300 per time) Recreation User Fees 6,000 Kitchen Charge ($50 x 52 wks) 2,600 Meeting room rentals ($50/day x 26 rentals or 2 per month) 1,300 Vending Machine Revenue 2,000 $122,500 CITY OF MOUNDS VIEW COMMUNITY CENTER - PHASE I CHS EDUCATION CITY TOTAL General Building 633,006.00 633,006.00 Demo 15,743.00 2,536.00 29,585.00 47,864.00 Roof Hatch 1,186.00 194.00 2,228.00 3,608.00 Electric Room 508.00 • 82.00 955.00 1,545.00 New Water/Fire 3,152.00 2,225.00 13,163.00 18,540.00 New Electrical 3,677.00 2,596.00 15,357.00 21,630.00 Utility Room #125 678.00 109.00 1,273.00 2,060.00 Temp. Electric. 678.00 109.00 1,273.00 2,060.00 Gas Revisions 1,172.00 189.00 2,203.00 3,564.00 Asbestos Abatement 35,297.00 35,297.00 Total 659,800.00 8,040.00 101,334.00 769,174.00 ADDITIONS TO ORIGINAL PHASE I BID Split Costs 780.00 126.00 1,466.00 2,372.00 Changes to CHS 14,951.00 14,951.00 Changes City 10,134.00 10,134.00 Kitchen Costs 31,750.00 64,125.00 95,875.00 Subtotal Additions 47,481.00 126.00 75,725.00 123,332.00 Flannery Fee 3% 1,424.43 3.78 2,271.75 3,699.96 TOTALS COSTS INCURRE 708,705.43 8,169.78 179,330.75 896,205.96 Budget: Construction 721,905.00 481,950.00 2,476,178.00 3,680,033.00 Contingency 36,095.00 24,098.00 123,809.00 184,002.00 TOTAL BUDGET 758,000.00 506,048.00 2,599,987.00 3,864,035.00 OVER (UNDER) (49,294.57) (497,878.22) (2,420,656.25) (2,967,829.04) Percent Split Costs 33% 5% 62% 100% Total Square Footages 7,450 1,200 14,000 22,650 • 08/29/97 Item No. 8 Staff Report No. 97-2203WS Meeting Date 9-2-97 Type of Business WK WK: Work Session;PH:Public Hearing; CA: da;EDAB:EDA Mounds View Economic DevelopmsentnAuthorit,ness Work Session Staff Report Y To: Economic Development Authority From: Cathy Bennett,Director of Economic Development Item Title/Subject: Discussion of Continuation of Edgewood Drive Signalization Study Date of Report: August 29, 1997 Summary: Staff is seeking direction from the Council and authorization to proceed with the background traffic engineering analysis needed to continue the process to obtain authorization for a signal at Edgewood Drive and to identify road alignment, access and parking layout of City Hall and adjoining properties that will be impacted. Staff would recommend that the funds needed to proceed with this work be taken from tax increment dollars allocated to the Highway 10 redevelopment. Background: Mounds View was one of four cities to participate in a design course sponsored by the University of Minnesota this spring. The focus in Mounds View was on design solutions for the Highway 10 corridor. The course resulted in the development of a"Ring Road"concept which would provide a local level road system on either side of Highway 10 between Edgewood Drive and County Road I. One of the key links in the Ring Road is through the O'Neil property which is located between Long Lake Road, County Road H2, and Highway 10. The link would connect a new signalized intersection at Edgewood Drive and Highway 10 located and a new four way intersection at Mounds View Drive and Long Lake Road. The City Council approved the use of tax increment funds on July 14th to complete several tasks related to implementation of the Ring Road through the O'Neil property and creation of the signalized intersection at Edgewood Drive and Highway 10. These tasks included: • developing a preliminary road alignment and intersection design- see attached • calculating traffic generation and distribution, so we know how much traffic will flow through the signalized intersection -completed with additional study needed per MnDot • preparing a signal sequencing study- completed and presented to MnDot with verbal approval • preparing a contour map of the wetland-preliminary map developed and still working on final • preparing the application to the federal, state and local agencies for crossing the wetland- status still to be determined City of Mounds View Staff Report August 29, 1997 Page 2 To continue with the process to gain formal approvals from MnDot for the signal and preliminary realignment additional work will need to be completed in the following areas: • a Signal Justification Report(SFR) is required for written approval from MnDot. This report will also help MnDot in determining the possibility of providing funds for the signal. SEH indicated that it is possible that MnDot would fund 50%of the signal. • formal preliminary Road Alignment Plan will need to be developed for MnDot to obtain any cost sharing commitments and to allow Anthony Properties to complete their final plans for submission to Planning Commission as part of the development review process • submission of Cooperative Agreement Program to allow MnDot to estimate cost sharing as part of their 1999 fiscal year. If approved funds are available in July of 1998. City engineers from SEH have done excellent work in gaining preliminary verbal approvals from MnDot for the signal. They have prepared a work program to continue with gaining the approvals for an estimated fee of$12,900. Because time is of the essence to meet MnDot deadlines and future construction season time table SEH is already working on the SJR. They need to submit the information to MnDot by mid September. Continuing with this process is critical to both the City and Anthony Properties. With the increased traffic and community activity that will be generated by the Community Center the signal would provide a much safer crossing and smoother flow of traffic. If the Council wishes to proceed with the ring road concept integrating that portion into the Theater project is critical. Anthony Properties has been very patient and supportive of the City's vision. Anthony Properties has already missed their goal of opening the Theater in the summer of 1998. They now need to open in the fall of 1998. There is no doubt that an intersection will provide value to Anthony Properties but a road through their development is seen as more of a City benefit since Anthony Properties will be losing a developable commercial parcel. The signal also provides benefit to the H2 neighborhood in that there will be less of a tendency for traffic from the Theater to use H2 if they are able to travel west on 10 directly from the Theater. Staff would request preliminary approval to continue the work on this project. Even if the ring road concept does not meet the needs of the community the signal would provide a safe crossing and traffic flow by the increased traffic generated by the Community Center and the Theater/Office development. Cathy Bennett,Director of Economic Development N:\DATA\GROUPS\COMDEV\SPECPROJ\SP03 8.97\RINGROAD.CC3 6418 NORMANDY LANE, SUITE 100, MADISON. WI 53719 608 274-2020 800 732-4362 FAX 608 274-2026 ARCHITECTURE • ENGINEERING • ENVIRONMENTAL • TRANSPORTATION August 22, 1997 RE: Edgewood Drive Highway 10 Intersection Mounds View,Minnesota SEH No.P-MOUND9708.00 Ms.Cathy Bennett Economic Development Director City of Mounds View 2401 Highway 10 Mounds View,MN 55111-1499 Dear Cathy: We have completed most of the work associated with the traffic study at the Highway 10 and Edgewood Drive intersection. We evaluated the signal coordination along Highway 10 in much more detail than we initially anticipated.This was in response to Mn/DOT questions and concerns. At our August 6 meeting with Mn/DOT, the traffic representatives agreed that the Edgewood Drive signal fits into the Highway 10 coordinated signal system.This is a change from the initial Mn/DOT reaction that there should be no more traffic signals installed along Highway 10.At the August 6 meeting, they did ask for some more documentation which we have since calculated and provided. We have also developed the concepts for the alignment for the Edgewood Drive relocation and for the theater parking lot.Access to the parcel created by the relocation of Edgewood Drive north of Highway 10 was also discussed and evaluated. Throughout the process, we have conversed and met with both the City staff and developer. The only item left in our work program is the preparation of a summary report. To continue with the process of relocating Edgewood Drive and installing a traffic signal, three basic areas still need to be addressed. Signal Justification Mn/DOT will not formally approve the traffic signal installation and commit to funding without a Signal Justification Report(SJR). This report provides basic information and documents the justification for the signal.Once this document is approved and signed, the traffic signal installation is virtually assured,pending funding. We have already begun to prepare the SJR since it will take some time toreview at Mn/DOT and the City is on a tight time schedule. Road Alignment Our alignment to date is a concept only.The developer will need additional details to develop a final parking lot layout and access designs on the south side of the road.Mn/DOT will need a formal preliminary plan for all the work that they will participate in. The City and the developer need an alignment of the north side so that they can plan for the relocation of the parking lot and its entrances and determine the amount of room SHORT ELLIOTT HENDRICKSON INC. ST.PAUL,MN MINNEAPOLIS,MN ST.CLOUD.MN CHIPPEWA FALLS, WI LAKE COUNTY,IN EQUAL OPPORTUNITY EMPLOYER Ms.Cathy Bennett August 22, 1997 Page 2 available and the access to the newly developed parcel.We,therefore, need to develop a preliminary layout for all of the work including the Edgewood Drive relocation,the Long Lake Road connection, the Highway 10 turn lanes and access changes,the parking lot changes, and the connection to the theater.This also must be submitted to Mn/DOT for approval in order to obtain cost share commitments. Cost Share and Estimates Mn/DOT has agreed tentatively to sharing in the cost of the project.To do this, the project needs to be part of the Cooperative Agreement Program. It, therefore, needs to be submitted in October for the fiscal year 1999 program which allows funding to be available for the traffic signal and Highway 10 work in July of 1998. Mn/DOT will need the SJR and an approved preliminary plan, as well as cost estimates. It is our understanding that the developer will also be sharing in costs, and that the City may use MSA funds. Therefore, an accurate cost estimate is essential. Work Program A SJR,based on the traffic volumes we have already calculated,will be prepared and submitted to Mn/DOT. A survey will be conducted in order to accurately show the preliminary design of the relocated intersection of Edgewood Drive with Highway 10. The survey will be used for final plan preparation as well. A preliminary plan of the proposed relocation of the Highway 10 and Edgewood Drive intersection will be prepared and submitted to Mn/DOT for staff approval.As part of the preliminary design,the geometrics of each approach,including the alignment of Edgewood Drive through the City Hall parking lot, the revisions to the parking lot, and access from the realigned Edgewood Drive to the newly created triangular piece of property will be provided.The plan will also show turn lanes on Highway 10 and the changes in the theater parking lot.It will be submitted to Mn/DOT for approval. The preliminary design of the frontage road on the south side of Highway 10 will also be provided. The frontage road's impact on the existing wetland west of the proposed theater will be determined using existing wetland delineation maps and topographic surveys of the site provided by the developer. Any necessary wetland mitigation will be determined,and a methodology of obtaining the necessary agency approvals will be presented. Permit application will be prepared. A cost estimate of the Edgewood Drive realignment, the relocated Edgewood Drive intersection with Highway 10, the traffic signal, the turn lanes on Highway 10, and the proposed frontage road on the south side of Highway 10 will be provided. The SJR,preliminary plan, and other information from previous studies such as the loop road concept and signal coordination plan will be used to develop a submittal (application) to Mn/DOT for a Cooperative Agreement project. All of the above information will be summarized and presented to the City staff. Throughout the process, Ramsey County will be provided updates and copies of the preliminary design. Ms. Cathy Bennett August 22, 1997 Page 3 Schedule We'are aware of the City's desire to complete this entire process and gain the necessary approvals so that construction can be completed by the anticipated opening of the O'Neil property.We have already had initial contacts with Mn/DOT regarding the relocated intersection of Highway 10 and Edgewood Drive, and preliminary alignments of Edgewood Drive and the proposed frontage road have been completed. As soon as we receive approval from the City, we can begin work on the preliminary design, wetland impacts, and the cost estimate and finish the SJR. We estimate that this work can be done in three to four weeks.Agency approval from Mn/DOT,the DNR, and the Rice Creek Watershed may take anywhere from 30 to 90 days; however, a preliminary answer could probably be obtained in approximately 30 days. Cost Estimate We can perform the tasks outlined in the above work program on an hourly fee basis with a cost estimate of $12,900. Would you kindly review the work program, schedule, and cost estimate presented above. If you are in agreement, would you please sign both copies of this letter proposal and return one copy to us as our formal notice to proceed with the work.If you have any questions or need any additional information,please contact me at 490-2045 or John Hagen at 490-2195. Respectively submitted, Short Elliott Hendrickson Inc. 4 di/a/g//1711,t/ Glen Van Wormer Manager,Transportation Department tlo Enclosure FAdoc\market\tr\s u bmitIs\t 997\mo u nd 708.1tr Accepted this day of , 1997. CITY OF MOUNDS VIEW, MINNESOTA . By: Title: PRELIMINARY EDGEWOOD AVENUE AND FRONTAGE ROAD ALIGNMENTS w Q O' O • ` t a :TO W �\ a; IR AM•8Rit,>ce 1 i I \ \ �• lw -- — i \ PARCEL NN ` i \ \/' - - •- . N i. 4 1 1 �I /IIIIIIIIIIIIIIIr"gll NN, ,,,, I/ 3z � N oP• i , , 1 00011111110111011r/ ' NX, )-."6 0211°11:11/1:11C/1:81:11aN if e • .1),N -'-- 1 , . c-`, HT1 . 86 'I. ' /. li cai 3; � %). \ j o i ! -----!----C, T SCALE: 1" = 200' Q -.I _ WETiilaR ' 6 _ 1 O I+ t ' . I APPROX.ELEVL 894,-095 1 w -I AT'BOTTOMfiTh '. - N -1 I \ I N. Z I ` ' rSURFACE O - : ' - r VWTER FLOri / m - , •• "Rik IN IGHT OUT" , .A , _ , . ,.. ____ -_,D, . .. F I, r + ` 4.... \904 `_ - --" --1-64---f."----\ -4 I i t __ .. --- - All /904 1 +- + + + I fl----- 4 (j---'--- — n fl — — — — 1 1+ f + :/ 1 'wi..'.c .- OPlIG1E.BLQO, •ewe.,/ I 1 1 ,900 . I n `v .�:. % I 1 1 1 610.41M-1.'" ► Pi a ilaraga"� 111 v► , ' I s ��40.0 ;i .. 040 ..� ... .. . ite- .eNt ' . - ` 4,011�4.r .;'., .. • '.t 't ....„,••••:‘,. ..y.,:,• i ''L . . • r • COUNTY ROAD H-2 �S 07/22/97 Preliminary Edgewood Signal\Realignment Estimated Schedule & Submittals MnDot: Signal Justification Report Submittal - September 2nd MnDot: Signal Justification Report Verbal Approval - September 8th MnDot: Preliminary Plan Submission-Mid October Complete MnDot: Cooperative Agreement Funding - Submit with Preliminary Plan and SJR by October 31 for Fiscal Year 1999 Funding -Release in June of 1998 Ramsey County: TH 10 Turnback-Continually keep Dan Solar informed on the process MnDot : Permits (access, work on ROW) - Winter 97/98 MSA: Apply for MSA funds - Winter 97\98 Developer: Submit Plans for Development Review- October 97 Developer: Planning Commission Approvals -November/December 97 Developer: Council Approvals -January\February 98 Developer: Begin Construction- March\April 98 Developer: Opening -Fall 98 ITEM #13 • interoffice MEMORANDUM to: Chuck Whiting from: Lynnette Morgan`? subject: Interim Pay date: August 12, 1997 The following provides a brief synopsis of interim pay procedures. In all instances where a department head level position has been vacant, interim pay has been established effective immediately upon position vacancy and terminating upon official employment of new hire. Compensation for interim pay is established by Council resolution. Interim City Administrator-Paul Harrington • Additional $1,000/mo plus $200 car allowance • Served four months Interim Finance Coordinator-Mary Tatarek • Mayor requested interim pay. . • • Additional $750/mo. Served eight months. 0 Interim Community Development Director-Joyce Pruitt • Addition$750/mo. • Served four months. Interim City Administrator- Cathy Bennett • Additional $1000/mo. plus 200 car allowance • Served two weeks. i ITEM #14 • interoffice MEMORANDUM to: Chuck Whiting from: Lynnette Morga A. subject: Cities Week date: August 26, 1997 The information from the league provided several useful ideas for implementing a successful Cities Week. Cities Week Event Ideas: I Open House: invite Mayor/City Council, commissions, task forces, Lions and Lioness Club, Pinewood, Sunnyside and Edgewood schools, and local businesses ■ City Fair ■ City Night ■ City Games ■ City Slide Show ■ City Government Book Display • ■ Coordinate activities with Fire Department for National Fire Prevention and Safety Week Depending on how extensive the events are, a committee may need formed which could consist of elected officials, city hall staff, volunteers and representatives from schools, community organizations, or local businesses. Getting the Work Out About Cities Week: • Press Releases ■ Adopt Proclamation • Create Cities Week Event Calendar • Request balloons and posters from LMC ■ Cable Announcements I Item No. 9 Staff Report No. Meeting Date: Type of Business: WK: Work Session;PH:Public Hearing; CA:Consent Agenda;CB:Council Business City of Mounds View Staff. Report To: Honorable Mayor and members of the City Council From: Bruce Kessel, Finance Director Item Title/Subject: Preliminary 1998 Budget and Property Tax Levy Date of Report: August 29, 1997 State Statutes require political subdivisions to adopt a preliminary budget and levy for the subsequent year on or before September 15th. At the same time,they also require that dates and times be selected for a public hearing and continuation hearing, if necessary, on the same. The hearings must be held between November 29th and December 20th, and can not be held on a Sunday or on the dates selected by the County, School District or special taxing jurisdictions (December 1, 2, 8, 9, 16). If the hearing is held on a Monday thru Friday, the meeting must be held after 5:00 p.m.; if it is held on a Saturday, it can be at any reasonable time; there are additional time requirements for continuation hearings. After the public hearing, and continuation hearing if required, the final levy and budget must be adopted. Based upon the State requirements and the dates selected by the other taxing jurisdictions, I would propose the following dates be selected: Wednesday, December 3 Public hearing on budget Wednesday, December 10 Continuation hearing, if necessary Monday, December 22 Adoption of final budget and levy The starting time for the first two meetings could be between 5:30 and 7:00 p.m.; the time for the last meeting would be at the regularly scheduled City Council meeting. In the past, the City has selected a date for an informational meeting on budget. October 20th or November 17th are two Mondays without a council work session or regular meeting that you may wish to consider for such a meeting. Attached is a draft of the proposed resolution that will be needed to adopt the preliminary budget and levy and set the dates for the required public hearings. • Item No. Staff Report No. -7-a2 '/L .) Meeting Date: September 2, 1997 Type of Business: WK WK: Work Session;PH:Public Hearing; CA:Consent Agenda;CB: Council Business City of Mounds View Staff Report To: Honorable Mayor and members of the City Council From: Bruce Kessel, Finance Director Item Title/Subject: Updated contract for management services at The Bridges Date of Report: August 29, 1997 Last month, the Council discussed a proposal for entering into a contact with the current golf course superintendent which would set forth terms and conditions for employment and also provide for the potential for incentive pay based upon the performance of said golf course. Based upon this discussion, several issues were raised including the term of the first contract and any subsequent contracts, maximum pay for the superintendent which would be tied to the maximum compensation for the City Clerk-Administrator, as well as several other miscellaneous items. The attached contract has been revised based upon our understanding of said discussion. We have also sent the contract to Jim O'Meara, the bond counsel used for the issuance of the bonds for the construction of the golf course, and have made several minor adjustments to address his concerns. Also attached is: • A listing of positions at the golf course with current salary information and the proposed range of any incentive pay that each position would be eligible to receive; and • A projection of the level of sales it would take if all employees eligible for incentive pay were to receive the maximum incentive pay proposed for their position. The incentive pay for the Course Manager/Superintendent/Mechanic has a maximum total salary limit of 95% of the City Clerk-Administrator's salary. The proposed incentive pay for individual positions is a% of the gross revenunes and for all employees to receive the maximum salary, gross revenues would need to equal approximately$1,286,000. Current estimated total payroll costs are $255,000 which need$580,000 of gross revenues to support the payment of any incentive pay. Estimated gross revenues for 1997 are $550,000 to $650,000. • A listing of projects undertaken during 1997 with golf course personnel with the non- personnel related costs incurred verses the cost of hiring outside contractors to perform said projects. to earn such fees_ Discounts will be considered a reduction of gross revenues. Revenues from lessons, interest earnings and the proceeds from the sale of non-merchandise items will be excluded from gross revenues. The average markup on merchandise sales, which shall include food, beverages, apparel, memorabilia, golf equipment and supplies and similar items, shall be at least 85% of the cost of said merchandise including shipping and/or delivery charges. Total personnel costs shall include all salaries, including incentive pay, and the associated employer's share of benefits including but not limited to retirement, payroll taxes, workers' compensation, health insurance and unemployment. Personnel costs shall exclude the personnel costs associated with lessons. ARTICLE III: DUTIES AND RESPONSIBILITIES The City and Hammerschmidt agree to cooperate in effectively operating and maintaining The Bridges and other city facilities and equipment. Whenever possible, golf course employees and other city employees will assist each other with no billing to the other department or program, provided that the overall time spent by golf course employees at other city facilities during a year is approximately equal to time other city employees spend assisting the golf course. Hammerschmidt's Duties and Responsibilities. Harnmerschmidt will be responsible for the management and operation of The Bridges. Hammerschmidt shall devote his full and best efforts to his employment at The Bridges. Harnmerschmidt will achieve marketing, sales, profitability and quality service goals for The Bridges by executing marketing strategies, providing quality service to the customers, and employing leadership and managerial skills effectively. In addition, Hammerschmidt agrees to do the following: 1. Hammerschmidt shall prepare a budget each year for the ensuing year,including estimated revenues and expenses. Hammerschmidt will provide preliminary information on or before August 1 of each year and will provide updates as new information becomes available. Final budget adoption by the City Council will take place on or before December 31 of each year. Revenue estimates will included estimated usage of golf course facilities and proposed fees for cart rentals and the use of the greens and driving ranges and lesson fees. Estimated expense detail will be provided for all operating and proposed capital outlays, including Hammerschmidt's recommendations for salary and incentive pay for all golf course employees. 2. Hammerschmidt shall develop five-year and ten-year capital improvement plans, which shall be subject to review and approval by the City. The improvement plans will include, but will not be limited to, putting greens, tees, fairways, rough, sand bunkers, cart paths, bridges, trees, irrigation systems, drainage systems, Iandscaping, building structures, driving range and practice areas,parking lots,and netting. By November 15 of each year, Hammerschmidt shall submit to the City an annual implementation program,including the estimated cost for improvements,which identifies the portions of the capital improvement plan that Hammerschmidt proposes to implement during the following year. 3. Hammerschtnidt shall make recommendations to the City Clerk-Administrator and the City Council for hiring personnel and will train the personnel necessary to successfully maintain and operate The Bridges. Hammerschmidt agrees to comply with all applicable CARLSX128030 MU12S-33 2 =ISE 3OVd 0teSL£c^ZterOI N7Ati 'Si I(iRNN=17:mrix4. s.r s.T ic_c�_nnw 11 Ha-nmerschmidt shall provide all customary services provided by a golf professional, including, but not limited to, the following: a. Making reservations for tee times in accordance with reasonable policies developed by Hammerschmidt and approved by the City. b. Collecting fees for the use of the facilities, equipment and merchandise. c. Establishing starting times and acting as a starter to control the play on the course. d. Recruiting and hiring golf rangers,and providing them with training,assigning and scheduling their work, and monitoring their performance. e. Scheduling tournaments and leagues, and maintaining a master engagement book showing all tournaments and Ieague play. f. Ruling on disputes as to golf rules, regulations, and etiquette in the play and use of the golf course. g. Maintaining the pro shop in a neat and orderly condition at all times and operating the pro shop in a manner so as not to bring undue criticism upon the City. h. Stocking and selling golf merchandise, equipment and supplies, and keeping golf clubs and other golf equipment in good repair. 1. Offering individual and group golf lessons to the public.. 14. Hammerschmidt shall be responsible for issuing and collecting proper green fees so that only players possessing a valid receipt use The Bridges golf course. 15. Hammerschmidt shall be responsible for daily cleaning of the clubhouse interior. Hammerschmidt shall at all times keep the clubhouse in a clean and sanitary condition and shall comply with all federal and state health laws and regulations. 16. During the normal golf season, Hammerschmidt shall keep the clubhouse open from sunrise to sunset, except when the golf course is closed to public use. The clubhouse may open earlier or remain open later depending upon special events, but only within legally allowable time limits. Hammerschmidt shall conduct the operation of the clubhouse in such a manner so as to not bring undue criticism upon the City. Hammerschmidt shall not permit the sale of beer or non-intoxicating malt liquor in a manner contrary to any law or ordinance or the provisions of any applicable liquor license or permit. Hammerschmidt shall operate the clubhouse in strict conformity with all federal, state, county, and city laws and ordinances. 17. Hammerschmidt shall at all times have in plain view at the clubhouse a price list or printed schedule of prices of all available commodities and services. All prices shall be competitive with similar establishments within the service area. 18. 1iammerschmidt shall take necessary steps to maintain an adequate number of personnel to cover all operations of The Bridges during the minimum hours of operations. 19. Hammersclunidt affirms that to the best of his knowledge, his involvement in this Agreement does not result in a conflict of interest with any party or entity which may be affected by the terms of this Agreement. Hammerschmidt agrees that, should any conflict CARISK128030 4 MU125-33 ARTICLE V: O[HER PROVISIONS 1. Addresses and Notices. Any notice permitted or required to be given under this Agreement must be in writing and shall be deemed to have been given if sent by certified mail, postage prepaid, addressed as follows: To the City: City Clerk-Administrator City of Mounds View 2401 Highway 10 Mounds View, Minnesota 55112 To Hammerschmidt: John Hanuxierschmidt If either party has a change of address, that party must give written notice to the other party of such change_ Failure to do so will not invalidate any notices sent to the addresses listed above. 2. Applicable Law. This Agreement shall be construed in accordance with and governed by the laws of the State of Minnesota. 3. Entire Agreement_ This Agreement constitutes the entire Agreement between the City and Hammerschmidt with respect to the matters addressed herein. 4. Amendment. This Agreement may be modified or amended only with the 'written approval of the City and Hammerschmidt. 5. Construction. In the event that any one or more of the provisions of this Agreement, or any application thereof, shall be found to be invalid, illegal or otherwise unenforceable, the validity, legality and enforceability of the remaining provisions in any application therefor shall not in any way be affected or impaired thereby_ 6. Assimunent This Agreement shall be binding upon and in order to the benefit of the parties. No assignment or attempted assignment of this Agreement or any rights hereunder shall be effective. 7. Authority. Each of the undersigned parties warrants it has the full authority to execute this Agreement_ S. Waiver. No failure by any party to insist upon the strict performance of any covenant, duty, agreement or condition of this Agreement or to exercise any right or remedy consequent upon a breach thereof, shall constitute a waiver of any such breach or any other covenant, agreement, term, or condition, nor does it imply that such covenant, agreement, term, or condition may be waived again_ C RLSx12ao3o 24U125 :33 ami_ gnti3 AT.f F!_F'f'Zt9=QI NAD '8 AC3NN3x-W02i3 LI . 6t Ls-6z-onv August 29, 1997 To: Honorable Mayor and City Council From: Chuck Whiting, City Administrator] Re: September 2, 1997 Work Session I hope everyone has a good holiday weekend. I will be out of town, and therefor out of telephone reach. If you need to get a hold of me, call my home number and I will check in for calls. Also, the Council should be aware that two candidates have filed so far for the vacant Council seat, Sherrie Gunn and Russ Nordstrom. Anyone filing for Council is being given a Council packet for each meeting until election day. Here some about what's on the agenda for Tuesday evening: Item 1 - EDC Vacancy: Cathy is contacting the three applicants to have them at the meeting Monday as requested by the Council. Item 2-Fire Board of Appeals: Fire Chief Zikmund will be in to discuss this with the Council The basic premise is to make the Fire Department Board of Directors the Fire Appeals Board instead of the City Council. This allows the Department and Council to avoid internal disagreements with fire code interpretations. Appeals to the Department's decision can still go to the state. Blaine has already adopted this and I believe Spring Lake Park is planning to. Item 3 - Spring Lake Road Update: With the meetings that have been held and the high involvement from the residents, I thought it would be appropriate to have Mike Ulrich brief the Council on what is taking place. It is going well so far. Item 4 - City Hall HVAC Proposals: Mike Ulrich will brief the Council on the vendor interviews for HVAC in City Hall. Item 5-Personnel Policies: We've enclosed for you the most recent work on the personnel policies. We still have quite a bit to do on them. I would prefer not to spend much time on this Monday evening, but rather have Council members contact me if you have questions or concerns about particular policies. I will need to go to the employees and review the policies in the near future and would just as soon know of Council member concerns prior so I can make changes where possible. Item 6-HAY Evaluation System: Ann Antonsen from Labor Relations Associates will be present to review the current HAY evaluation of the position descriptions with Council. Ann is very knowledgeable in this area and is used by the City in its collective bargaining agreements. Lynette Morgan and Bruce Kessel will also participate. Item 7- Community Center Update: Cathy will brief the Council on the construction status of the CHS portion, review of the Community Center Task Force meeting of this past Thursday and considerations for options for staffing and the budget. Mary Saarion has put together a conservative staffing proposal with two options. I am concerned about the building's ability to cash flow particularly in light of the budget constraints we may have. WAI will also be present Tuesday. Also, the Council may want to authorize a special work session for September 15 with the Task Force to publicize the community center options. Item 8 - Edgewood Drive Signalization Study: Cathy will review the work on this. This is an outgrowth of the theater project and involves placing a signal light at Edgewood and 10, with moving Edgewood to the west. Staff worked with SEH several weeks ago on this and the concept was run past MNDOT with a favorable reaction. What all this means in light of recent discussions can be gone over on Tuesday. Item 9 - 1998 Budget: I wanted to talk with the Council a little more and prepare for the September 8 Council meeting where the preliminary levy will need to be approved. From our last discussions the preliminary levy will be up about 6% from the 1997 levy. That is the maximum allowed under the levy limit law. This amount can be reduced by the December meeting where the final levy is decided. Roughly speaking, for each 1% of levy increase, it means about $15,000. The only thing I would like from the Council on Tuesday is an understanding of what the preliminary levy should be for September 8. Item 10 - Golf Course Management Agreement: Bruce and Bob Long have put together the enclosed agreement. They will review it with the Council on Monday and address the concerns that have been brought up. Also, Bruce is going to try to show how the cash flow would have to work in order to have the upper limits of pay made for the employees out there. That should give the Council some idea of how the agreement would work and the likelihood of that maximum happening. Item 11 - Mayor's Agenda Request Regarding Anthony Properties Inquiry: Mayor McCarty gave me the enclosed memo to reopen discussion on the Anthony Properties request. Item 12 - General Community Meeting: At the last meeting after much consternation had been expressed regarding how the City does business, particularly in regards to the Anthony Properties request, I suggested a more general community meeting be considered to address that issue and the related mistrust concerns. I mentioned this at the Community Center Task Force meeting as well this past Thursday and received a mixed reaction. My main concern is that City business is and is seen as credible. Item 12-Acting Community Development Director: The City has in the past acted to compensate employees filling in for higher levels of responsibility. Paul Harrington and Cathy Bennett were each compensated for time as acting administrator, and Mary Tatarek was as interim finance director. With Pam Sheldon leaving, I would like to have the Council consider additional compensation for Jim Ericson. Originally I had not wanted to consider this until I had an idea of how much time between directors was going to take place. I have talked with Rick Jopke and it appears he would start no sooner than September 22, assuming the Council and he agree on conditions for his employment. With over one month between directors, I would propose compensated Jim Ericson an additional $500 to cover additional responsibilities during this time. He has taken on more work during this time. This is a discussion item, and if consensus exists, I would put together a more formal proposal for September 8 and attempt to address any concerns the Council may have. In addition, my discussions with Rick Jopke have lead to the following conditions for his employment: pay to start at step 4 - $59,590.65/year, with no step increase for one year, January adjustment per salary schedule changes, two weeks banked vacation, start earning two weeks vacation, 12 days of banked sick leave and normal family health insurance. Currently he is eligible for disability which Mounds View doesn't have except through PERA, hence the agreement to bank sick leave and start at step 4. He has requested$200 a month car allowance and would use his own car instead of a staff car. I have talked with three of the Council and two have indicated this last condition is not acceptable. One has stated a preference for standard personnel policies. Since I was directed to do this, I would like some consensus from the Council as to acceptable terms. Item 14 - Cities' Week: Cities' Week comes in October. Just curious if the Council wants to do anything to recognize it. One item that didn't get on the agenda but it just happened is I have received Jennifer Bergman's resignation. She is moving over to Columbia Heights to work for their housing program. I will miss Jennifer and all the good she has done for the City. Her last day is September 12. I would like to ask the Council for permission to seek her replacement, but perhaps the Council would want to discuss the position more and the programs it effects. I have asked Jennifer to prepare a summary of the stuff she dones for discussion. The Mayor's Golf Cup is Wednesday morning, and I am still looking for Council members interested in golfing. It is very easy with no laughing. Mayor Linke started this last year and Mounds View tends to host at the Bridges. Feel free to join in,just call me on Tuesday. Have a good weekend and see you on Tuesday at 6 p.m. Employee Events Committee Meeting Wednesday,August 27, 1997 2:30 p.m. In Attendance: Chuck WhitingFO , IVIAT1 Pat 1ltichna 0 N Tracy Sanchez Barb Benesch Diane Clyne Kitty Hickok N LY Absent: Tim Ramacher, Tim Fredberg Business: Tracy Sanchez and Chuck Whiting explained how the other committees are being organized and what some of the objectives of this committee will be. By consensus of the committee, Tim Ramacher was appointed chairman of the committee. Diane Clyne volunteered to take minutes. Tracy Sanchez is removing herself from the committee due to her also being a member of other committees. Tracy Sanchez explained this committee would be organizing events for employees such as the Holiday party, Summer outing, United Way campaign and setting up some kind of employee recognition program to honor years of employment, achievements, ideas, etc. Ideas may also be presented to the Employee Events committee from the Ideas and Practices committee. United Way- The first project to be organized is the United Way campaign. Barb Benesch will be contacting Don Koles the get further information regarding dates, etc. The committee is looking for employees to help organize this project. They can contact one of the employee events committee members or contact Don Koles, of the United Way, at 291-8405. Chuck Whiting stated any other employees interested are welcome to join this committee. Holiday Party-Kitty will bring to the next meeting the amount of money budgeted for the holiday party. The committee is asking for employee suggestions as to what they would like to do for a holiday party. The committee will be looking at suggestions (what has worked or not worked in the past)and decide what type of party to have, where and when. Chuck Whiting suggested we look at some kind of party after office hours to prevent closing City Hall. This would eliminate a bowling party because the bowling leagues have the lanes in the evenings. Any suggestions should be submitted as soon as possible so arrangements can be made. Some suggestions to help fund the party were to receive some of the money from the Pepsi machine and the candy machine (or candy box) as we currently do with the Coke machine.. The committee will meet the third Wednesday of the month. The next meeting will be held at 2:00 p.m. Wednesday, September 17. Meeting adjourned at 3:30 p.m. Submitted by: Diane Clyne n:\data\users\dianec\share\minutes\events.8-27 MANAGEMENT MEETING MINUTES Tuesday,August 26, 1997, 10:00 AM Jf"" r ATI 0 N L Call to Order N LY Meeting was called to order at 10 a.m. Present: Whiting,Ulrich,Kessel, Saarion,Ericson, Hammerschmidt,Bennett,Zikmund,Ramacher, and Sanchez II. August 19th minutes were approved. III. Department Reports -Zikmund reported that things were going well, and that Spring Lake Park will be considering franchise fees for water, utilities, and street lighting. Bennett updated the community center project and indicated to Ulrich that they need some,No Parking signs. NSP will disconnect the power to the old Bel Rae sign for its removal. Ulrich and Bennett interviewed HMH regarding the city hall HVAC. Bennett and Ulrich stated that they were very thorough and were impressed with the presentation. Ulrich reported that Old Highway 8 is near completion. Mike added that the Pavement Management Software was installed on their system and that the PWD has removed their old waste oil tank and replaced it with a 2000 gallon tank. Ericson reported that the Mounds View Inn has filed a lawsuit with Taco Bell and KFC for not repairing the retaining wall that washed out. Ericson is debating whether or not to serve a court citation because of unsafe conditions. IV. Unfinished Business - Sanchez reported on the City Hall building maintenance updates. She met with a V.P. Engineer with Environmental Process Inc. who toured the basement of City Hall. He was able to determine by the mold visibly growing in the carpets and air ducts that there were three types of mold growing. He suggested we tear out the carpeting and go with a bear floor until the water problem is fixed on the east side of the foundation. He could not tell if the ducts led to a chimney or not and was not sure if we had any ventilation in the basement. He also passed on a referral from EPI who would be able to determine where and what kind of a water problem we have. He stated that the structure of the east side of the basement wall was okay. If it was not, there would be large crack running horizontal. Sanchez will be meeting with a flooring contractor this week for more recommendations. They have run a moisture and ph test on the basement floor, that tested high in moisture. Whiting reported that he received authorization to offer the C.D. Director position to Rick Joepke. He also stated that two computers were purchased for Community Development and Public Works. V. New Business -Whiting informed department heads to copy him and council members when any one council member is requesting or is being passed on information. Bennett discussed the concern of who and how we will handle the United Way Campaign this year. Department Heads concluded that this should be passed on to the Employee Events and Recognition Committee. Ramacher reported that the Police Dept. is purchasing a new fax machine. VI. Adjournment- There being no further business, the meeting was adjourned at 12:15 p.m. Next meeting is September 2. Respectfully submitted, Tracy Sanchez, Recording Secretary lAetrnnolitan Municipalities eivm MC Association of .League of Minnesota Cities Metropolitan Cities promoting excellence League of Minnesota Cities Municipalities Association of Metropolitan Municipalities 1997 RegiMeetingona Wednesday, September 24th, 1997 Decathlon Club 1700 East 79th Street; Bloomington The League of Minnesota Cities, in cooperation with the Association of Metropolitan Municipalities, is hosting one of its 1997 regional meetings especially for the metropolitan area. The program is a very special one that you won't want to miss. 3:30 - 5:30 p.m. - Informal discussion with LMC and AMM staff on a variety of topics: ✓ the Local Government Advisory Council ✓ emerging Metropolitan Government issues / hot legislative issues, past and future ✓ strategies for presenting budget and tax levy information effectively to both citizens and the media ✓ LMCIT insurance coverage issues ✓ the future of LMC member services in areas like personnel management, codification, and performance measurement 5:30 - 6:15 p.m. - Social hour and a chance to network with other Metro area officials 6:15 - 7:15 p.m. - Dinner 7:15 - 7:30 p.m. - Welcoming remarks from Host City, LMC and AMM Presidents 7:30 - 8:00 p.m. - Citizen Trends and Issues Affecting Metropolitan Cities - Dr. Bill Morris Dr. Morris, President of Decision Resources, Inc., has been surveying metro area citizens for several years to determine htheir level of satisfaction with quality of life and local government services. He will discuss the latest findings from is research. 8:00 - 9:00 p.m. - Youth Issues Creating "healthy"communities for young people has emerged as a major area of interest for Minnesota city officials. The League's Improving Community Life committee has been working on practical ways that cities can make a difference.A humorous video to introduce the topic will be followed b a Y moderated panel discus- Sion of young people from around the metropolitan area offering their observations '4,1 44. about community life. City officials are encouraged to consider inviting some " young people tojoin themfor '' dinner and this portion of the program. Cost: $30 Please send the enclosed registration form to AMM offices no later than Friday, September 19th, 1997. Duane McCarty It 780-7356 M8/28/97 09:37FM uII MEMO INFORmA 1UN ONLY7 To: Chuck Whiting,City Administrator 0,44.4"L. From: Duane McCarty, Mayor Subject: Exclusive Negotiating Contract Date: August 28, 1997 Please include the Anthony Properties exclusive negotiating contract as an item for discussion on the Sept. 2, 1997 work session agenda. cc. City Council r„1 , A T11 r1/4, August 27, 1997 N LY Mayor Duane McCarty City of Mounds View 2401 Highway 10 Mounds View, Minnesota 55112 Dear Mayor McCarty: I wish to tender my resignation from the Mounds View Park and Recreation Committee, effective August 29, 1997. I have enjoyed my participation for the last 27 years, and hope the Park and Recreation Department continues in the success they have had in the past. Sincerly, Wayne Burmeister,Chairman