92-003 - 01-07 Adopt Edited Employee HandbookResolution 92-3
January 7, 1992
Member Thompson introduced the following resolution and moved its adoption:
RESOLUTION ADOPTING THE EDITED EMPLOYEE HANDBOOK
WHEREAS, the Employee Handbook effective January 1, 1991, was adopted by
Resolution 91-21 on February 19, 1991; and,
WHEREAS, this handbook has been edited for publication and has minor revi-
sions from the version adopted in Resolution 91-21;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Golden
Valley that the attached "City of Golden Valley Employee Handbook" dated January
1, 1992, which outlines the City policies and procedures related to employment
is hereby adopted, and supercedes all previously adopted policies and procedures
except those contained in approved union contracts.
ATTEST:
Shirley J Nis n, City Clerk
The motion for the adoption of the foregoing resolution was seconded by Member
Johnson, and upon a vote being taken thereon, the following voted in favor
thereof: Bakken, Johnson, Russell, Stockman and Thompson; and the following
voted against the same: none, whereupon said resolution was declared duly passed
and adopted, signed by the Mayor and his signature attested by the City Clerk.
Resolution 92-3 (Continued)
January 7, 1992
City of Golden Valley
Employee
Handbook
This handbook is designed to introduce you to some of the policies
and procedures that will affect you as a City employee.
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, in its discretion, to change or terminate
any provision of this handbook or to add new provisions at any
time without prior notification. This handbook does not contain all
of the information you will need during the course of your employ-
ment. You will receive information orally and through various
notices. If and whenever information within this handbook con-
flicts with the union contracts, union contracts override the hand-
book 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.
C City of Golden Valley, 1992
MissionStatement...........................................................1
OurPhilosophy............................................................................................................1
Values................................................................................................................... l
Expectations.........................................................................................................2
EmployeeRights..............................................................3
Discrimination.............................................................................................................3
SexualHarassment.......................................................................................................3
Policies.............................................................................5
Definitions...................................................................................................................5
Probation.....................................................................................................................5
Eligibilityfor Benefits.................................................................................................6
WorkDay....................................................................................................................6
Tardiness..................................................................................................................... 6
EmployeeAvailability.................................................................................................6
Timesheet.................................................................................................................... 7
Payroll.........................................................................................................................7
OvertimePay...............................................................................................................7
CompensatoryTime....................................................................................................8
PerformanceEvaluations.............................................................................................8, 9
Public Works Employees..................................................................
Employees Covered by Other Union Contracts.....................................................9
Employees Not Covered by a Bargaining Unit......................................................9
Seniority......................................................................................................................9
Promotions..................................................................................................................10
Conferences................................................................................................................10
Driver's License.............................................................................
Useof City Automobile..............................................................................................10
VehicleAccidents.......................................................................................................11
Injuryon Duty............................................................................................................1 l
Drugand Alcohol Testing...........................................................................................11, 12
Smoking.....................................................................................................................12
EmployeeExpense Report ..........................................................................................13
Giftsfor Services........................................................................................................13
Product and/or Service Endorsements.........................................................................13
Conflict of Interest/Ethical Conduct............................................................................13, 14
Employmentof Relatives............................................................................................14
Termination/Final Pay Procedures...............................................................................15, 16
Resignation..........................................................................................................15
ForwardingAddress.............................................................................................15
HealthInsurance..................................................................................................15
LifeInsurance......................................................................................................15
PERA..................................................................................................................15
Final Pay Procedure/Severence............................................................................16
Contents
Benefits............................................................................17
17
Eligibilityfor Benefits.................................................................................................
17
Holidays......................................................................................................................18
Vacation......................................................................................................................
19
SickLeave...................................................................................................................18,
Maternity/Paternity Leave
...........................................................................................19
ParentalLeave............................................................................................................19
FuneralLeave
.............................................................................................................
CriticalIllness Leave..................................................................................................20
MilitaryLeave............................................................................................................20
JuryDuty
20
....................................................................................................................
Bone Marrow Donor Leave.........................................................................................20
Requestfor Leave
20
.......................................................................................................
LeaveAccrual—General.............................................................................................21
Leave Absence Without Pay
21
of ...................................................................................21
Sabbaticals.................................................................................................................
.
GroupHealth Insurance
..............................................................................................22
GroupDental Insurance
..............................................................................................22
DisabilityInsurance....................................................................................................22
LifeInsurance
............................................................................................................23
Pensions.....................................................................................................................23
BasicFund
..........................................................................................................23
CoordinatedFund
................................................................................................23
Policeand Fire Fund
...........................................................................................23
UnemploymentCompensation
....................................................................................24
Workers' Compensation.............................................................................................24
DeferredCompensation..............................................................................................24
Account
FlexibleSpending ........................................................................................25
CreditUnion..............................................................................................................25
DirectDeposit
............................................................................................................25
TuitionReimbursement..............................................................................................26
EmployeeAssistance
..................................................................................................26
BloodDonor Club
......................................................................................................27
SafetyCommittee.......................................................................................................27
Gift After 25 Years of Service and at Retirement
........................................................27
Contents
ApendixA.......................................................................29
Auto Immune Deficiency Syndrom (AIDS)
ApendixB.......................................................................31
Drug and Alcohol Testing
ApendixC.......................................................................35
Evaluation Process for Union Employee Salary Rates
Introduction.........................................................................................................3 5
Procedural Outline of Evaluation Process............................................................36
Evaluation Process Appeal Procedure...................................................................37, 38
Public Works Performance Evaluation.................................................................39
Evaluation Appeal for Public Works Maintenance Workers.................................39
Public Works Maintenance Levels................................41
LevelG......................................................................................................................41
LevelF......................................................................................................................41
LevelE......................................................................................................................42
LevelD......................................................................................................................43
LevelC......................................................................................................................43
LevelB......................................................................................................................44
PerformanceAward...................................................................................................45
Index...............................................................................
Our Philosophy
Golden Valley City employees, in harmony with their elected and appointed officials,
are committed to providing the best possible services to the people of the City in the
most cost effective, timely, and cooperative manner.
In pursuit of this objective, the City shall continue to employ and support personnel who
are highly qualified, committed, and equipped to meet the community's needs and
objectives.
In recognition of this philosophy and commitment, the City employees hold high the
following values and expectations.
Values
♦ Pride in our City, our service, and ourselves
We are proud of the neat, clean, quiet, safe environment. Our service is designed to
maintain and improve these characteristics, and it is imperative that we reflect these
standards in our personal appearance and in the care, use, and maintenance of City
facilities and equipment.
♦ Integrity in ourprofessional and personal lives
Our performance and behavior will consistently be honest and reliable in fulfilling
our responsibilities and commitments.
♦ Respect for the value of the individual
All people have the right to human dignity regardless of differences in age, sex, race,
position, socio-economic status, abilities, beliefs, and/or values.
♦ Initiative to take action
Employees must be able to recognize community needs and to take action to meet
these needs. Innovation, creativity, individual skills and ability, and perseverance are
essential to this end.
♦ Flexibility and cooperation
We are receptive to different ideas, methods, styles, and working relationships
necessary to best meet organizational goals.
♦ Wellness of the whole person
Each of us are responsible for our physical, emotional, and spiritual wellness in order
that we may maximize our contributions to our organization, community, and
families.
♦ Wise stewardship of public funds
We are committed to provide the best service with the funds entrusted to us. Further-
more, we will emphasize long-term consideration in our fiscal management in order
to protect and enhance the significant investment in our community.
Mission Statement • Our Philosophy
Our Philosophy (continued)
-Expectations
♦ Personal development
Employees will be encouraged to participate in career development experiences that
enhance current performances and prepare them for anticipated responsibilities. This
includes, but is not limited to, challenging assignments, education, training, and
participation in professional associations.
♦ Recognition
Essential to our success is appropriate recognition for group and individual contribu-
tions towards organizational goals. Recognition may include promotions, commenda-
tions, economic reward, personal development opportunities, and/or other positive
reinforcements.
♦ Support for innovation, creativity, and unique efforts
As our people initiate creative effort to meet organizational goals, they can anticipate
that their efforts will be supported by the Council, Manager, supervisors, and peer
group.
♦ Individual participation insetting organizational direction
Sound decision making is enhanced through the knowledge and participation of all
our people. It also maximizes individual ownership, commitment to goal achieve-
ment, and responsible independence.
♦ High qualityfacilities, equipment and work environment
Positive attitude, productive behavior, maximum efficiency, and effectiveness are all
enhanced by the provision of these resources.
♦ Position security
Positive contribution ensures position security. However, our people can expect to be
apprised of deficiencies in attitude, performance, and/or behavior. They will be
afforded reasonable time and opportunity to correct these deficiencies. Ultimately,
employees are responsible for their own position security.
♦ Just compensation
Salary and benefits must be consistent with the high standards and expectations we
have of our people.
Discrimination
The City of Golden Valley is committed to providing a work environment free of dis-
crimination. No one will be hired, promoted, demoted, or discharged or in any way
favored or discriminated against because of political opinions or affiliations, race, color,
age, national origin, religion, sex, marital status, status with regard to public assistance
or disability, or because of the exercise of rights under provisions of the Public Employ-
ment Labor Relations Act, Minnesota Statutes Sections 179A.01 to 179A.25. Addition-
ally, the City hires only citizens and aliens lawfully authorized to work in the United
States.
The City's definition of disability follows that of the Minnesota Department of Human
Rights, which includes, but is not limited to, employees who have cancer, AIDS (Ac-
quired Immune Deficiency Syndrome), or ARC (AIDS -Related Complex), or those who
have been infected with the HIV virus.
Employees who have any debilitating medical condition will remain employed by the
City, providing they are able to meet customary job performance standards without
hazard to themselves or others. The City will make reasonable accommodation to allow
employees to remain employed during the course of their disability.
See Appendix A in this handbook for more information on AIDS.
Sexual Harassment
The City maintains a strict policy prohibiting unlawful harassment. Sexual harassment
includes, but is not limited to, unwelcome sexual advances, requests for sexual favors or
acts, or other unwelcome verbal, non-verbal or physical conduct of a sexual nature. This
type of behavior is illegal and violates the Federal Civil Rights Act of 1964, Sec. 703,
and also the Minnesota Human Rights Act, Chapter 363.
If you believe you've been harassed by a co-worker, supervisor, or an agent of the City,
promptly report the facts of the incident or incidents and the names of the individuals
involved to your supervisor. If you don't wish to report an incident to your supervisor,
report it to a department head or the City Manager. However, in order for the City to
conduct a proper investigation, it is imperative that you file a complaint. All reports will
be kept confidential.
Supervisors must immediately report any incidents of sexual harassment to the City
Manager. The City Manager then confidentially investigates the claim and will take
appropriate action.
Sexually harassing conduct includes:
O unwelcome sexual flirtations, touching, advances, or propositions
0 verbal abuse of a sexual nature
Q graphic or suggestive comments about an individual's dress or body
0 sexually degrading words to describe an individual
0 the display of sexually suggestive objects or pictures in the workplace
Definitions
Full -Time Employee:
An employee who is regularly scheduled for an average
of at least 40 hours per week. A full-time employee can
be classified as a regular, temporary, or seasonal em-
ployee.
Part -Time Employee:
An employee who is regularly scheduled for an average
of less than 40 hours per week. A part-time employee
can be classified as a regular, temporary, or seasonal
employee.
Regular Employee:
Someone employed on a continuous, regularly sched-
uled basis throughout the year.
Temporary Employee:
Someone employed for a defined period of less than one
year.
Seasonal Employee:
Someone employed for a defined period of less than one
year. The defined period relates to "seasonal" activities
of the City.
Exempt Employee:
An employee who is exempt from the minimum wage
and overtime/pay requirements of Federal Fair Labor
Standards Act.
Non -Exempt Employee: An employee who is not exempt from the minimum
wage and overtime pay requirements of the Federal Fair
Labor Standards Act.
Immediate Family: Includes spouse, children, mother, father, brother, sister,
grandmother, grandfather or grandchildren of both the
employee and the employee's spouse.
Probation
All new employees are considered probationary employees during their first year of
employment. If you aren't a member of a bargaining unit, you serve at the will of the
City. For all employees, there are some restrictions on use of accrued leave and sick time
during the first six months of employment. If you are a union member, check your
contract for specific information.
Policies • Eligibility for Benefits
Eligibility For Benefits
Regular full-time and regular part-time employees receive benefits and must work at
least 20 hours per week to be eligible. Temporary or seasonal employees receive no
benefits. Please refer to the "Benefits" section starting on page 21 for more detailed
information.
Work Day
The normal work hours for full-time employees are 8 AM to 4:30 PM, Monday through
Friday. Any work schedule that deviates from these hours must be scheduled by and/or
approved by the department supervisor.
Any overtime, take-home, or off-site work must be approved by your department super-
visor.
The City provides a paid 15 -minute break for every four hours worked and an unpaid
one -half-hour meal break during an eight-hour shift. Break times are determined by
department supervisors. With the department supervisor's consent, the two 15 -minute
breaks may be combined with the one -half-hour unpaid meal break for a once -a -day, one-
hour meal break.
Tardiness
If you know you will be tardy, call your supervisor as soon as possible on that work day
and let him or her know you will be late.
Employee Availability
Because you may be needed for an emergency consultation about City business or for
some emergency work, you need to keep your supervisor updated, in writing, on your
telephone number. Supervisors are required to advise the appropriate department head of
all employee telephone numbers.The department head, in turn, must keep the City
Manager's Office informed. Supervisors are responsible for having updated employee
lists available at all times.
Timesheets
Payroll
Policies • Timesheets
All employees must complete timesheets each pay period and have them approved by
their supervisors. Vacation leave, sick leave, holiday leave, and all regular and overtime
hours worked must be included on the timesheet. A Request for Leave form must be
completed any time you will be away from work. The form is then approved by your
supervisor and submitted along with your timesheet. Timesheets must be submitted to
the Finance Department by 9 AM the first work day following the end of the pay period.
Under the City's current policy, employees are paid every two weeks on the Friday
following the end of a pay period. If payday falls on a holiday, employees receive their
checks on the last working day before the holiday. Deviations from the standard pay
procedure must be approved by the City Manager. The City reserves the right to change
the payroll schedule at any time.
The City also offers direct deposit, through which employees can have their paychecks
deposited directly into their bank accounts. Make arrangements for this with the Finance
Department.
Overtime Pay
All non-exempt employees eligible for overtime pay will receive one ane one-half (1'/2)
times their normal hourly wage for any hours worked over 40 hours in a week. Eligible
employees who are called back to work after completing a regular work day or on their
regular day off are entitled to a minimum of 2 hours pay at their overtime rate. All
overtime must be approved in advance by the department supervisor.
If you are covered by a Union contract, please consult your current contract for details.
Exempt employees are not eligible for overtime pay. If your position requires you to
work a great deal of time over the normal 40 -hour work week, you may take time off
during normal business hours with the approval of your department head. The time off
may not be used as vacation extensions, nor may you take off more than 8 hours at one
time.
It is expected that work weeks for supervisory employees will regularly exceed the
normal 40 hours. However, the City makes accommodations for compensatory time for
supervisory employees with the prior approval of their department head or City Manager.
policies • Compensatory Time
Compensatory Time
Under the Fair Labor Standards Act, non-exempt employees may choose to take compen-
satory time in lieu of overtime pay, if approved by the department supervisor. Compen-
satory time is earned at the rate of straight time for working more than 40 hours in a
week, or at time and one-half for working more than 48 hours in a week.
Performance Evaluations
Public Works Employees
General Information. The Performance Evaluation System is set up to give all public
works employees in the bargaining unit the opportunity to achieve their highest potential
and move up within the pay scale set by the contract.
Pay ranges will be negotiated each year, with minimum and maximum pay rates estab-
lished by the contract.
Union employees will be evaluated yearly, on or around their anniversary date, until they
reach Level D. Once Level D is reached, a yearly evaluation will occur in November.
Levels above D can be attained by performing additional duties. Employees who do not
perform up to the set standards will get the opportunity to improve. If their performance
does not improve after a defined period, they may be subject to moving down a level.
Outline of Evaluation Process. Public works supervisors pre -evaluate their employees
and confer with each other to arrive at fair results. Meanwhile, employees complete a
self-assessment to be used in conjunction with the supervisor's evaluation so a proper
decision can be reached. If you disagree with the decision, you have two weeks in which
to file an appeal. If you agree with the decision, both you and your supervisor sign and
forward the evaluation to the Public Works Director.
Appeals Procedures. Appeals may be filed within two weeks of the evaluation. Forms
are available in the Manager's office. An appeals committee, made up of two supervi-
sors, the union steward, and a bargaining unit employee, will conduct the review. The
bargaining unit employee will be chosen by the union employees on an annual basis. (If
the bargaining unit employee is also the appealing employee, another will be selected.)
Other employees may be called upon to answer questions. Recommendations are made to
the Public Works Director as to whether the appeal is denied or accepted.
0 If the committee is unable to come to a majority decision, the appeal will go to the
Public Works Director.
Q If the appeal is denied and you accept the decision, you sign the recommendation
which goes to the Public Works Director.
Policies • Performance Evaluations, Public Works Employees
Performance Evaluations (continued)
Public Works Employees (continued)
Q If the appeal is denied and you disagree with the decision, you must fill out
another appeal form within two weeks and submit it to the Public Works Director,
who will review the committee recommendation and any other available informa-
tion before making a decision.
Q If the appeal is denied again and you disagree with the Director, a final appeal is
available through the City Manager.
d The performance evaluation and appeals process are administered solely at the
City's discretion.
See Appendix C for further information.
Employees Covered By Other Union Contracts
Consult your current union contract for any information concerning performance evalua-
tions.
Employees Not Covered By A Bargaining Unit
You have a right to be informed about your job performance. You can't assume that no
comments from your supervisor means you are doing a good job. And you can't improve
your work if you aren't told what you need to improve. Your supervisor has an obliga-
tion to periodically evaluate your job performance and advise you on areas needing
improvement. Non-union employees should receive annual evaluations, with results
being shared with the employee and the appropriate department head. If you have
questions or concerns about evaluation procedures, contact your supervisor or the City
Manager.
Seniority
Regular employees covered by a union contract should refer to the contract for informa-
tion on seniority and their rights associated with seniority.
For full-time regular employees not covered by a union contract, seniority may be a
determining factor when all the other qualifications of the candidates are equal in regard
to promotions, layoffs, transfers, and rehiring. The needs and demands of the City at that
particular time will be considered.
Policies • Promotions
Promotions
A promotion is the advancement from a position in one classification to a position in a
higher classification. It is the City's goal to promote individuals from within whenever
possible. It is also the City's goal to hire the best available person for any job opening. In
a hiring situation where an internal candidate and an outside candidate appear to be
equally qualified, the City will generally select the internal candidate.
Any employee promoted into a new position within the City will be expected to satisfac-
torily complete another probationary period. However, any earned sick leave, vacation,
and other benefits may be used during this period.
Conferences
To keep pace with technological advances and duty changes within any position, ongo-
ing training is encouraged and recommended.
Department heads are permitted to attend one out-of-state conference each year, and
division heads may attend one out-of-state conference every other year.
Other employees are sent to schools and conferences as recommended by their supervi-
sors. Since the costs of these conferences come out of individual department budgets,
prior planning is necessary so funds are available.
Any deviations from these guidelines must be approved in advance by the City Manager.
Driver's License
Employees who are required to hold a valid driver's license as part of their job must
immediately report any suspension, revocation, or restrictions of their driver's license to
their supervisor.
Use Of City Automobile
If you have a valid driver's license and need a car for City business, you can request the
use of a City car. Employees may apply to the Finance Department for mileage reim-
bursement if they choose to use their own vehicles for City business.
a
Policies • Vehicle Accidents
Vehicle Accidents
If you are involved in a vehicle accident while on City business, report it to your supervi-
sor. The Administrative Services Department will complete a vehicle accident report
based on the information you provide, which must be done as soon as possible after the
accident. The police should be requested to investigate the accident scene.
If you are injured in a vehicle accident while on City business, you must also complete
an Accident/Near Miss form (available from your supervisor) and submit it to the
Manager's office. The information you and your supervisor provide will be the basis of a
First Report of Injury form to be sent to the City's worker's compensation insurance
carrier.
See also Injury On Duty.
Injury On Duty
If you are ever injured, however slightly, during the workday, immediately report it to
your supervisor. You will be asked to complete an Accident/Near Miss form for your
supervisor, who in turn will complete a Supervisor's Report of Injury form and then
submit both forms to the Manager's office. A First Report of Injury form will be com-
pleted and sent to the City's worker's compensation insurance carrier.
Drug and Alcohol Testing
The City has a legal responsibility to ensure a safe work environment for its employees
and to protect the public by ensuring that its employees are physically and emotionally
able to perform their jobs. So as a requirement for initial and continued employment,
employees cannot use illegal drugs, have a drug abuse or dependence problem, or have
an alcohol abuse or dependence problem.
It is against City policy to possess, sell, or use drugs or drug paraphernalia on City
property, including City buildings and City vehicles, except as authorized by a valid
medical prescription. It is against City policy to report for work while under the influ-
ence of alcohol or drugs, except as authorized by a valid medical prescription.
Minnesota Statutes state that employees will only be tested for drugs based on reasonable
suspicion. Police officer applicants who are offered positions are required to undergo
drug and alcohol testing. Please see the Public Safety Department's Drug and Alcohol
Testing Policy for complete details of procedures for new and currently employed
officers.
11
Policies • Drug and Alcohol Testing
Drug and Alcohol Testing (continued)
Your supervisor may request or require you to undergo a drug or alcohol test if there is
reasonable suspicion that you:
0 were under the influence of drugs or alcohol while working, while on city prop-
erty, or while operating City equipment or vehicles
O used, sold, possessed, or transferred drugs, alcohol, or drug paraphernalia while
you were working, while on City property, or while operating City equipment or
vehicles
• suffered a personal injury (as defined in Minnesota Statutes 176.011, Subd. 16) or
have caused another person or employee to die or suffer a personal injury
0 caused a work-related accident or were operating or helping to operate equipment
or vehicles involved in a work-related accident
0 discharged a firearm other than:
♦ on an established target range
♦ while conducting authorized ballistics tests
♦ while engaging in recreational hunting activities
♦ for disposal of animals
Testing for drugs or alcohol under this policy requires your consent. If your supervisor
requests or requires you to undergo drug or alcohol testing and you refuse, he or she may
recommend to the City Manager that you be suspended or discharged.
See Appendix B for further information.
Smoking
All City buildings and vehicles are smoke-free unless arrangements can be made among
the employees in a work area that are satisfactory to both smokers and non-smokers alike
(such as a segregated smoking areas or some other arrangement). In compliance with
state law, any employee who is not satisfied with the arrangements can request a smoke-
free environment.
The entire City Hall building and the Brookview Clubhouse and Grill are "No Smoking"
areas. Employees will be allowed to smoke outside of the buildings, but only during
authorized break periods.
12
Policies • Employee Expense Report
Employee Expense Report
Any reasonable business expense you incur while on City business (including mileage if
you use your own vehicle) will be reimbursed. Fill out an Employee Expense Report and
attach all receipts, have your supervisor approve it, then submit it to the Finance Depart-
ment for payment.
Gifts For Services
You may occasionally be offered a gift in appreciation of your service as a City em-
ployee. It is the City's policy that no employee can accept gifts for performing services
that are a part of his or her job, and as such are available to all residents.
Product And/Or Service Endorsements
Residents may ask you to recommend products, services, or companies for any problems
they may be experiencing. Although you can give out a list of companies that are in the
business about which the resident has inquired, you are prohibited from endorsing a
specific product or company. This is to prevent any misunderstandings or misinterpreta-
tions concerning outside influences on a department or employee.
Conflict Of Interest/Ethical Conduct
City employees are expected to maintain high ethical standards as they carry out their
duties. If you have questions as to what is considered ethical behavior for a City em-
ployee, check with the City Manager for definition or interpretation.
As a government employee, you must be impartial and responsible to the City govern-
ment. You must make sure all work decisions and policies are made through proper
channels, that you don't use your public employment for personal gain, and that your
work inspires citizens to have confidence in the City. To help you and the City maintain
these goals, ethical standards of conduct have been established, and all employees are
required to disclose any possible conflicts.
13
Policies • Conflict of Interest/Ethical Conduct
Conflict Of Interest/Ethical Conduct (continued)
If, because of a blood or marriage relationship, you have a personal or financial interest
in any matter that requires official City action, you can't participate in any City discus-
sion nor take any official action regarding that matter in your capacity as a City em-
ployee.
You may not disclose any confidential information concerning property or affairs of the
City without first obtaining proper legal authorization. You also may not use any confi-
dential information to help the financial or private interests of anyone.
You may not directly or indirectly solicit, accept, or receive any gift of substance if it
could be argued that such gift was intended to influence you in the performance of your
job or as a reward for any official action on your part. Such gifts could include money,
services, loans, travel, entertainment, hospitality, or promises.
You may not appear on behalf of anyone else's private interests before the City Council
or any City Commission, Committee, or agency, nor may you represent anyone else in
any action or proceeding against the interests of the City in which the City is a party. If
you are authorized as part of your job to take part in any way in making a sale, lease, or
contract, you may not have a direct financial interest in that sale, lease, or contract or
personally benefit financially, except as specifically authorized in Minnesota Statutes.
A complete copy of this policy, which was adopted by the City Council on June 16,
1975, is on file in the City Manager's office. You may come in during normal business
hours to review it if you wish.
Employment Of Relatives
The City of Golden Valley does not restrict the full-time employment of individuals who
are related by blood or marriage. However, to avoid conflict of interest, no City em-
ployee may take part in decisions to hire, retain, promote, or determine the salary of his
or her spouse, family member, or blood relative.
When possible, no City employee is to be assigned substantive responsibility for super-
vising and directing the work of his or her spouse, family member, or blood relative.
14
Policies • Termination/Final Pay Procedures
Termination/Final Pay Procedures
Resignation
To terminate employment with the City in good standing, employees are required to
submit a letter of resignation to their supervisers two weeks before they leave. Depart-
ment heads are required to give a four (4) -week notice. Employees who terminate in
good standing will receive all accrued severance benefits up to their termination date.
Forwarding Address
A permanent forwarding address should be left with the payroll clerk in the Finance
Department so W-2 forms can be mailed at the end of the year.
Health Insurance
Under the COBRA law (Consolidated Omnibus Budget Reconciliation Act of 1985),
employees have the right to keep, at their own expense, group health coverage through
the City. This right exists until group health coverage becomes effective at your new
place of employment or for eighteen (18) months after termination, whichever is shorter.
The City may charge a 2% administrative fee in addition to the regular premium.
Life Insurance
State law grants employees the right to keep, at their own expense, group term life
insurance coverage through the City. This right ends when group term life coverage
becomes effective at your new place of employment, or for eighteen (18) months after
termination, whichever is shorter. The City may charge a 2% administrative fee in
addition to the regular premium.
PERA
If you terminate your employment with the City, contact PERA to learn about your
options regarding your contributions. Options vary depending on if you retire or if you
terminate your employment before retirement.
15
Policies • Termination/Final Pay Procedures
Termination/Final Pay Procedures (continued)
Final Pay Procedure/Severance
If you leave your job with the City as an employee in good standing, you may be eligible
for severance payment.
Regular employees who leave before completing five (5) years of service can receive
their accrued vacation time in pay or in time off before their termination date, at the
discretion of the City Manager. Full-time or part-time employees who leave the City
after five (5) years of continuous service can be paid for 1/3 of their unused sick leave in
addition to any accrued vacation time. Employees who leave after 10 years of continuous
service will additionally receive one day's pay for each full year of service to the City.
Your beneficiary will receive these benefits if you die during your employment.
Accrued vacation or sick leave time will be paid on a check separate from the regular
final payroll check. No PERA deduction is made from this check.
a
Eligibility For Benefits
Regular full-time and regular part-time employees receive benefits and must work at
least 20 hours per week to be eligible. Temporary or seasonal employees receive no
benefits. Please refer to the "Benefits" section starting on page 21 for more detailed
information.
Holidays
Regular employees receive 11 paid holidays each year, including:
New Years Day
Martin Luther King, Jr. Day
Presidents' Day
Memorial Day
Independence Day
Labor Day
Veterans' Day
Thanksgiving Day
Friday After Thanksgiving
Christmas Eve Day
Christmas Day
January 1
3rd Monday in January
3rd Monday in February
Last Monday in May
July 4
First Monday in Sept.
November 11
If January 1, July 4, November 11, December 24, or December 25 fall on a Saturday or
Sunday, the previous Friday or following Monday is classified a holiday.
Regular part-time employees who work more than 20 but less than 40 hours per week
receive holiday pay in proportion to hours worked.
If a holiday falls during a scheduled paid leave period, you will receive holiday leave pay
that day.
Employees covered by a union contract must check the contract for terms of holiday
work and pay.
17
Benefits • Vacation
Vacation
Vacation time for all regular full-time employees is earned according to years of service,
unless negotiated differently at the time of hire:
0 - 5 years 2 weeks
6 - 10 years 3 weeks
11 years 3 weeks & 1 day
12 years 3 weeks & 2 days
13 years 3 weeks & 3 days
14 years 3 weeks & 4 days
15 years 4 weeks
16 years 4 weeks & 1 day
17 years 4 weeks & 2 days
18 years 4 weeks & 3 days
19 years 4 weeks & 4 days
20+ years 5 weeks
No paid vacation time can be used until after the first six months of employment unless
approved by your supervisor, although time does accrue during this period.
Regular part-time employees who work at least 20 hours per week receive a proportion-
ate amount of vacation time according to the number of hours worked each week.
Arrange your vacation time with your supervisor at least two weeks in advance. You may
not waive your vacation time in order to receive double pay at any time during your
employment.
Earned vacation time can be carried over into a new year if it is no more than twice what
you earn each year. If you've accumulated more than that amount, you must use it before
the last pay period in December.
Sick Leave
Regular full-time employees earn 96 hours of paid sick leave each year and can accrue up
to 800 hours. Regular part-time employees working at least 20 hours per week earn sick
leave in proportion to the number of hours worked.
If you accumulate 800 hours of sick leave, additional sick leave earned is assigned one-
half to vacation and one-half to sick leave for the current year. For example, of your
eight hours of sick leave, four hours will accrue to sick leave and four hours will be
designated vacation. You can accrue over 800 hours of sick leave during the year if you
are not sick, but at year-end your accrual will go back to 800 hours and you will be paid
for any hours above 800. If you drop below 800 hours, your full eight hours of sick
leave will accrue to sick leave until you again reach 800 hours. If you are granted sever-
ance pay when you retire or leave employment with the City, it will be based on your
accrued balance of sick leave.
I
Benefits • Sick Leave
Sick Leave (continued)
Although sick leave accumulates during the first six months of employment, it can't be
used until after that period. Sick leave can be used only during an actual illness, legal
quarantine, personal disability, illness, or death in your immediate family or to receive
dental or medical care or other preventive health measures. According to Minnesota
Statutes, a parent may use personal sick time to care for a sick or injured child.
If you are sick, call your supervisor as soon as possible on that work day and let him or
her know you will be absent.
Maternity/Paternity Leave
After you have worked for the City for one year, you can request an unpaid leave of at
least six (6) weeks for the birth or adoption of a child. This leave must begin no later
than six (6) weeks after the birth or adoption, or six (6) weeks after the child is initially
discharged from the hospital.
Parental Leave
According to Minnesota Statutes, parents can be granted up to 16 hours leave per year to
attend their children's school conferences or classroom activities that cannot be sched-
uled during non -working hours. However, you must give the City reasonable notice and
must attempt to not unduly disrupt the workplace. This leave need not be paid by the
City, but vacation time or other appropriate leave time can be used as a substitute.
State Statutes also allow parents to use their own personal sick leave to care for a sick or
injured child. See the specific section entitled Sick Leave for details.
Funeral Leave
You may take up to three days leave (taken from accrued sick leave time) for a death in
your immediate family. A one -day leave may be used for funerals of relatives other than
your immediate family.
19
Benefits • Critical Illness Leave
Critical Illness Leave
You may take up to three days leave (taken from accrued sick leave) to attend to a
critically ill person in your immediate family. A physician's statement may be requested.
See the section entitled Sick Leave for details regarding a sick child.
Military Leave
Members of the National Guard or the reserve forces of the United States are entitled to
military leave as provided by Federal and State law. Some of your rights regarding group
insurance coverage are also guaranteed under the COBRA law (Consolidated Omnibus
Budget Reconciliation Act of 1985).
Jury Duty
Employees called for jury duty will have to use vacation time or time without pay first.
The City will credit the vacation time back when it receives the check the employee gets
for jury duty. This is to ensure employees do not receive double pay from the courts and
the City. You can choose either to be credited with your vacation time from the City or
paid by the courts and take your vacation time.
Bone Marrow Donor Leave
Employees who work more than 20 hours per week and wish to take a leave to donate
bone marrow will receive pay for time gone from work up to a maximum of 40 hours per
year. This leave is subject to verification and does not affect any other leave you earn,
such as vacation leave or sick leave.
Request for Leave
A Request for Leave form must be completed any time you will be away from work. The
form is then approved by your supervisor and submitted along with your timesheet.
20
Benefits • Leave Accrual—General
Leave Accrual—General
Employees who work part-time for 20 hours or less per week are not eligible for accrued
leave time. Regular part-time employees who work more than 20 hours per week receive
holiday, vacation, and sick leave benefits on a proportional basis calculated from the
number of hours worked in an average week. Temporary and seasonal employees do not
accrue any benefits.
Leave of Absence Without Pay
With the recommendation of your supervisor, the City Manager may grant you a leave of
absence without pay for up to six months. Leaves are available only after vacation time is
used up. Leaves of absence to protect your job with the City while you look for or accept
employment elsewhere are not permitted unless the City Manager determines it to be in
the City's best interests. You may extend your leave due to extended illness or personal
hardship with the approval of the City Manager. Employees on an unpaid leave of
absence will not accrue benefits described in this handbook, including holiday pay,
vacation time, sick leave, and insurance benefits, nor can they earn seniority or accrue
time toward step increases.
Sabbaticals
The City Manager, the Director of Public Works, the Director of Public Safety, the
Director of Parks and Recreation, the Director of Planning and Development, and the
Finance Director are eligible for a sabbatical leave program. Conditions for participation
are listed below.
d The employee must have six years of service with the City.
O The sabbatical must be pre -approved by the City Council.
O The sabbitical must be taken to participate in an executive training institute or aca-
demic program of a similar nature.
Q The sabbatical must be limited to two months or less (full salary and benefits are
covered for that time).
0 Only one of the above mentioned employees may be gone at any one time.
Q Costs, including tuition, housing, and one trip to and from the location, must be
shared by the employee and the City.
Q The employee must remain employed with the City for one year after the sabbatical
ends, or else reimburse the City for it's share of the costs.
21
Benefits • Group Health Insurance
Group Health Insurance
All eligible City employees are offered a choice of group health plans. Information on
each of these plans is available from the Finance Department.
The City provides each employee an amount of money, determined yearly by the City
Council, to be applied toward health insurance costs. Dollar amounts may differ for
management employees, non -management employees, and employees represented by
unions. Each employee must purchase at least a single coverage policy from one of the
approved carriers. Any money remaining from the City's contribution after you purchase
group health insurance may be applied to an approved deferred compensation plan.
Federal and State law grants you the right to keep, at your own expense, group health
coverage through the City if you terminate your employment with the City. This right
ends eighteen (18) months after termination or when group coverage becomes effective at
your new place of employment, whichever is shorter. This right is guaranteed under the
COBRA law (Consolidated Omnibus Budget Reconciliation Act of 1985).
Group Dental Insurance
Group dental insurance is available through MedCenters Dental. You may choose either
single or family coverage. Dental insurance will be paid by the City from any money
remaining from your allotment after you purchase group health insurance. Otherwise you
can choose to pay for it yourself. You do not have to choose the MedCenters Medical
Insurance to participate in this dental plan. Informational brochures and enrollment forms
are available from the Finance Department.
Disability Insurance
The City will pay the full cost of a group long-term disability insurance plan for you, as
long as it is budgetarily feasible.
22
Benefits • Life Insurance
Life Insurance
All eligible employees receive group term life insurance equal to one and one-half (1'/2)
times their annual salary, up to an IRS maximum of $50,000. This is paid for by the
City and will be in effect as long as it is budgetarily feasible. The amount of this insur-
ance will be based on your salary as of the previous December 15th.
If you wish to buy supplemental insurance (up to a maximum of $200,000), you may do
so as an after-tax payroll deduction. Please contact the Finance Department for eligibil-
ity information and enrollment forms.
Pensions
All eligible public employees participate in the Public Employees Retirement Associa-
tion (PERA), as per Minnesota Statutes Chapter 353. Benefits are paid from one of three
different funds:
Basic Fund
Employees contribute 8.23% of their salary to PERA, the City contributes 10.73%, and
neither contribute to Social Security. (This fund is no longer open to new membership.)
Coordinated Fund
Employees contribute 4.23% of their salary to PERA, the City contributes 4.48%, and
both contribute to Social Security and Medicare.
Police and Fire Fund
Police officers and firefighters contribute 8% of their salary to PERA and the City
contributes 12%. Police officers and firefighters hired on or after April 1, 1986 contrib-
ute 1.45% to Medicare. The City matches the Medicare contribution.
23
Benefits • Unemployment Compensation
Unemployment Compensation
Unemployment compensation provides an income for workers who become unemployed.
This plan is administered by the Minnesota Department of Jobs and Training and paid by
the City on your behalf. You make no contribution for this benefit. If you are separated
from your job, you must report immediately to the nearest Jobs and Training Office to
register for work and to file your claim for benefits while you are unemployed.
Workers' Compensation
Employees who experience a job-related injury or illness are covered by Worker's
Compensation insurance, which provides payment for medical expenses plus lost in-
come. This insurance is regulated and is paid for through City purchased insurance.
If you suffer an injury or illness in the course of your employment, a claim must be filed
with the City's Worker's Compensation insurance carrier. As soon as possible after you
become ill or suffer an injury, your supervisor completes a Supervisor's Report of Injury,
which the Manager's staff uses to complete a claim form to send to the carrier. If you
lose time from work because of a work-related injury or illness, notify the Manager's
office using a Request for Leave form.
Any checks you receive from the Worker's Compensation carrier will buy back your sick
leave time from the City after you turn that check over to the City.
Deferred Compensation
Deferred compensation programs postpone receipt of a portion of your income until a
later date, usually after retirement. When you enroll in the program, the portion of your
income deferred is not considered income for State and Federal tax purposes until you
receive it. Then it is taxable as ordinary income. The Finance Department has informa-
tion on deferred compensation programs available through the City.
24
Benefits • Flexible Spending Accounts
Flexible Spending Accounts
Flexible Spending is a way of paying for certain expenses with pre-tax dollars (per IRS
Code Section 125). Payroll deductions for Flexible Spending Accounts are made before
federal, state, and FICA or Medicare taxes are computed. The City offers three Flexible
Spending Accounts: medical premiums, medical expenses, and day care expenses.
Employees who have payroll deductions for medical premiums are automatically en-
rolled in the medical premium account. The other two accounts are optional. Employees
are allowed to elect their pre-tax dollar amounts at the beginning of the plan year or if
there is a change in family status. The City allows a maximum of $3,000 for the medical
expense account. The IRS allows a maximum of $5,000 in the day care account. For
more information or to enroll in the program, contact the Finance Department. The City's
Flexible Spending plan is administered by DCA, Inc.
Credit Union
All employees are eligible to join the City -County Credit Union, which offers a variety
of services to its members, including checking, savings, savings bonds, car loans, and
more. Once you join, you can "sponsor" relatives for memberships. Brochures and
enrollment forms are available in the City Manager's office.
Direct Deposit
Direct Deposit is a service that deposits your paycheck directly into your checking or
savings account every payday. All funds are in your account the morning of the payday,
and the transaction appears on your monthly bank statement. On payday you receive
normal paycheck information (earnings, deductions, accruals). To enroll in the program,
contact the Finance Department.
25
Benefits • Tuition Reimbursement
Tuition Reimbursement
Full-time employees taking job-related education courses are eligible to receive a 50%
reimbursement for tuition and books when the course is completed. To receive reim-
bursement, employees must:
• have prior course approval from their supervisor and the City Manager
• receive a grade of"C" or better (a copy of the transcript must be provided)
Q not claim or secure reimbursement from another agency or source that would provide
a total reimbursement of more than 100%
If a supervisor and/or the City Manager asks an employee to attend some type of training
session or class, the City will pay all associated costs.
Employee Assistance
You were hired because you were the best qualified candidate available for your position.
The City values your contributions and expects you to do your best. However, there may
be times in your life when you experience problems that are difficult to deal with. The
City expects you will make every effort to try and work out your problems, using outside
help, if necessary, so your work doesn't suffer.
To help you in this process, the City contracts with a company that provides employee
assistance services. This is a confidential diagnostic and referral service. There is no cost
to you for the initial visit. Diagnosis and referral can be made in the following areas,
although this list is not inclusive:
O parent/child relationships
Q marital problems
• behavior problems
O drugs and alcohol
O emotional and mental disorders
O personal adjustment difficulties
Q miscellaneous legal problems
There are several clinic offices in the Metropolitan area for your convenience. To find a
location near you and schedule a confidential appointment, call 451-9108.
To ensure confidentiality, the City is never given the names of employees who use this
service. The only information it receives is the number of employees using the service
during a three-month period and the general category of problem for which they seek
help.
26
Benefits • Blood Donor Club
Blood Donor Club
Full-time employees and their spouses and children are eligible for membership in the Employees'
Blood Donor Club. If you have questions about the club or are interested in membership, inquire in
the City Manager's office.
Safety Committee
The City's Safety Committee is comprised of employees from a cross-section of departments that
meet once a month to discuss relevant safety issues. The Committee discusses injury reports from the
previous month in an effort to find safer ways to accomplish tasks throughout the City. It also
discusses any safety items submitted via the suggestion boxes located in each work area and refers
them, as necessary, for appropriate action. The Committee plans various safety seminars that are
presented for the benefit of employees. Membership on the Safety Committee is for a one- or two-
year period. If you are interested in serving on this Committee, contact the City Manager's office for
details.
Gift After 25 Years of Service and at Retirement
To recognize employees who retire from the City after more than five years of employment, as well
as those who retire after 25 years of employment, the City may give a gift of up to $100. The City
Manager will determine the exact amount of such a gift after receiving a request memo from the
appropriate supervisor.
27
Acquired Immune Deficiency Syndrome (AIDS)
AIDS is characterized by a defect in a person's natural immunity against disease. People
who have AIDS are vulnerable to serious illnesses that would not be a threat to anyone
whose immune system was functioning normally. These illnesses are referred to as
"opportunistic" infections or diseases.
AIDS is caused by a virus that infects certain cells of the immune system and can also
directly infect the central nervous system and brain. This vines has been given different
names by different investigators, but it is now most commonly referred to as the human
immunodeficiency virus (HIV). Infection with this virus does not always lead to AIDS.
Many infected persons remain in good health. Others develop illnesses varying in
severity from mild to extremely serious; these illnesses are designated AIDS -Related
Complex (ARC). While ARC is considered less severe than AIDS, it can be as debilitat-
ing. Furthermore, persons do die from ARC because their impaired immune systems are
unable to resist other diseases.
The AIDS virus is spread by sexual contact, sharing needles or, less commonly, through
transfused blood or its components. The virus may also be transmitted from infected
mother to infant during pregnancy or birth. Risk of infection increases for people who
have multiple sexual partners, either homosexual or heterosexual, or share needles while
using drugs. However, AIDS is preventable. By eliminating or avoiding these behaviors,
a person will greatly reduce his or her risk for getting AIDS.
Most persons infected with the AIDS virus have no symptoms and feel well. Some
develop symptoms such as tiredness, fever, loss of appetite and weight, diarrhea, night
sweats, and swollen glands (lymph nodes)—usually in the neck, armpits, or groin.
Anyone who has these symptoms for more than two weeks should see a doctor.
Casual contact with infected persons does not place others at risk for getting AIDS.
There is no risk of getting AIDS from daily contact at work, school, or home. No cases
have been found where the virus was transmitted by casual household contact with AIDS
patients or infected persons. Infants with AIDS have not transmitted the infection to
family members living in the same household.
The City of Golden Valley does not discriminate against persons who have AIDS, ARC,
or who have been infected with the HIV virus.
Employees who have any medical condition, including AIDS or ARC, will remain
employed providing they are able to meet customary job performance standards without
hazard to themselves or to others.
Within reason, employees who have medical conditions, including AIDS or ARC, will
be reassigned to other jobs or have their jobs restructured so they can remain employed.
As necessary, medical documentation will be requested to support requests for job
restructuring or reassignment.
29
Drug and Alcohol Testing
To ensure that you receive a fair test, the City follows a testing procedure. Before you are
requested to undergo drug or alcohol testing, you'll be given a form on which you:
O acknowledge you've seen and read the City's drug and alcohol testing policy
0 indicate any prescription or over-the-counter drugs you may be taking or have
recently taken, and any other information you think is important to the reliability
of, or explanation for, a positive test result
0 indicate your consent to undergo the drug and alcohol testing
A test sample will be obtained from you in a private setting, and the procedure for taking
the sample will protect your privacy as much as possible and prevent tampering with the
sample. The sample will be collected and a written chain of custody procedure will be
followed in keeping with rules adopted by the Commissioner of the Minnesota Depart-
ment of Health (4740.1070).
All drug and alcohol testing will be done at a laboratory licensed by the Commissioner
of the Minnesota Department of Health. No testing will be done by any laboratory owned
or operated by the City of Golden Valley. The lab will use analysis methods and proce-
dures to ensure reliable drug and alcohol testing results, including standards for initial
screening and confirmatory tests.
Retention and storage procedures for all samples will comply with the rules adopted by
the Commissioner of the Minnesota Department of Health. All samples (except breath
samples from an initial screening test) that produced a positive result will be saved and
properly stored for at least six (6) months.
The testing laboratory will run two tests on your sample:
0 an initial screening that looks for common classes of drugs or alcohol
0 a confirmatory test that looks for specific data as to drugs or alcohol that may have
been detected in your initial screening
The testing laboratory will prepare a written report indicating the drugs, alcohol, or their
metabolites tested for, the types of tests conducted, and whether the test produced
negative or positive results. That report will be sent to the City within three (3) working
days after it receives final test results. Within three (3) working days of receiving the test
results, the City will inform you, in writing, the results of your test and your right to
receive a copy.
If your confirmatory test result is positive for drug or alcohol, the City will also inform
you, in writing, of your rights under Minnesota Statutes. Those rights are:
1. Within three (3) working days of receiving your positive test result, you can give the
City any further information to explain it.
31
Appendix B • Drug and Alcohol Testing
Drug and Alcohol Testing (continued)
2. Within five (5) working days of receiving your positive test result, you can request a
confirmatory retest of the original sample, at your own expense.
Within three (3) working days of this request, the City will notify the original testing
laboratory that you have asked for a confirmatory retest, or to transfer the sample to
another licensed laboratory for the retest.
If the confirmatory retest does not confirm the original positive test result, you will
not be discharged, disciplined, discriminated against or asked or required to partici-
pate in rehabilitation.
3. If your drug or alcohol confirmatory retest is positive, you won't be discharged unless
you refuse an opportunity to help yourself. You will be given the opportunity to
participate in a drug or alcohol counseling or rehabilitation program, whichever is
determined most appropriate. Appropriateness will be determined by the City Man-
ager after consultation with a certified chemical use counselor or a physician trained
to diagnose and treat chemical dependency. Counseling or rehabilitation program
costs are to be paid by you, or by your insurance plan, if possible.
You can be discharged if you refuse to participate in the counseling or rehabilitation
program, or if you fail to successfully complete the program by either withdrawing
from it earlier than its completion or by getting a positive result on a confirmatory test
after you complete a program. This confirmatory test can be conducted without prior
notice up to two years after you complete a program.
4. You have the right to see the information relating to your positive test results report
and any other information acquired in the drug and alcohol testing process, which is
placed in your personnel file. This includes any conclusions drawn from actions taken
based on the reports and any other information.
Between the time of your original test and the confirmatory retest, the City may tempo-
rarily suspend you with pay for up to 60 days or transfer you to another position at the
same rate of pay, pending the outcome of the confirmatory retest. Such actions will be
taken if the City believes it reasonably necessary to protect the health or safety of you,
your co-workers, or the public.
The first time you are requested to undergo drug or alcohol testing, the procedure and
results will be handled as previously described. If drug or alcohol abuse prevent you
from performing your job or is a direct threat to the property or safety of others a second
time during your employment with the City, your supervisor will recommend to the City
Manager that you be discharged.
The City will not disclose your test results or any other information acquired in the
testing process to any third party individual, another employer, governmental agency, or
private organization without your written consent, unless permitted by law or court order.
32
Appendix B • Drug and Alcohol Testing
Drug and Alcohol Testing (continued)
If you are disciplined according to this drug and alcohol policy, there are some appeal
procedures you may pursue.
Q Employees covered under a collective bargaining unit agreement may choose to seek
relief under the terms of that agreement by contacting their union and starting griev-
ance procedures.
O Civil Service employees that have completed probation may appeal to the Civil
Service Commission, which will provide an appropriate hearing. Civil Service
employees that have not completed probation have no right of appeal to the Civil
Service Commission.
Q Veterans may have additional rights under the Veteran's Preference Act, Minnesota
Statute 197.46.
Q The rights of non-union employees have been established by Minnesota Statutes.
33
Evaluation Process for Union Employees'
Salary Rates
Introduction
With this Performance Evaluation System, we intend to give all employees the opportu-
nity to achieve their highest potential and move up within the scale set by the Union.
Pay ranges will be negotiated each year between the Union and the City, establishing the
minimum and maximum pay rates. The City will establish the number and pay rate for
steps in between the negotiated rates. These in-between levels will receive proportional
increases with the negotiated rates. These levels take into account attitude, efficiency,
performance, initiative, knowledge, and overall ability.
Union employees will be evaluated yearly, on or near their anniversary date, until they
reach Level D. After Level D is reached, yearly evaluation will take place starting in
November. Employees performing at this level are considered good employees, and
Level D should be the initial goal of all new employees. Employees can reach levels
higher than D if they perform additional duties and/or meet the criteria set for these
higher levels. On the other hand, it should be noted that employees who do not perform
up to the set standards of their present level can be moved down, but only after they are
given time to improve their performance. The supervisor is responsible for informing an
employee any time improvement is needed.
An employee who feels his/her evaluation is unjust may use the appeal process outlined
below.
Procedural Outline of the Evaluation Process
1. Public Works supervisors use the evaluation forms to pre -evaluate the employees in
their division.
2. To achieve the fairest results, all Public Works supervisors meet and discuss the
employee evaluations.
3. Before meeting with their supervisor, employees are given forms to do self -evalua-
tions. Each division provides copies of the Level Requirements for employees to
review.
4. During the performance evaluation, both the supervisor's evaluation and the
employee's self-evaluation are used and discussed to arrive at the proper decision.
5. Employees who agree with the decision sign the evaluation form. The supervisor then
signs the form and forwards it to the Public Works Director.
6. Employees who disagree with the decision have two weeks to file an appeal.
35
Appendix C • Evaluation Process Appeal Procedure
Evaluation Process Appeal Procedure
Employees who wish to appeal their evaluations must fill out an appeal form within two
weeks. The forms are available in the City Manager's office.
The appeal will be reviewed by an appeals committee, which will include two supervi-
sors, the union steward, and another employee. Employee representatives will be picked
yearly by the union employees in each division. If the employee representative happens
to be making the appeal, another employee from that division will be chosen. The
appeals committee can call on any other employee for answers to questions or verifica-
tion of facts. When the committee is fmished discussing the appeal, members will vote
and recommend to the Public Works Director whether to deny or accept the appeal. If the
committee cannot come to a majority decision, the appeal will automatically go to the
Public Works Director.
If the appeal is denied and the employee accepts the committees' decision, he or she will
sign the committee recommendation, which will go to the Public Works Director.
If the appeal is denied and the employee disagrees with the committee, he or she must fill
out another appeal form within two weeks and submit it to the Public Works Director.
The Public Works Director will use the committee recommendation and any other
available information before making a decision.
If the appeal is denied again and the employee disagrees with the Director's decision, the
employee may request a meeting with the City Manager, who will make the final deci-
sion.
The appeal procedure and performance evaluation system is administered solely at the
City's discretion. Decisions regarding the amount of employees through the performance
step system are not subject to arbitration or union negotiations.
36
Public Works Performance Evaluation
City of Golden Valley
Employee:
Department: Q Parks Q Shop 0 Streets 0 Utilities
Date of Hire: Current Level New Level
Supervisor/Evaluator:
Comment on the FOIIOWIng (If you need more room, continue on another piece of paper.)
1. Overall work habits and attitude:
2. Knowledge of and adherence to work and safety rules and procedures:
3. Knowledge of and ability to perform specified jobs and procedures in your division:
4. Knowledge of and ability to perform specified jobs and procedures in areas other than your division, on
either a regular or emergency basis:
5. Ability to safely operate and care for equipment, including preventive maintenance:
(continued on back)
37
page 2 • Public Works Performance Evaluation
6. Additional comments or observations (example: special skills/training, leadership qualities, education):
7. Qualifies for Level A Performance Award because:
8. Recommended actions:
Signature of Supervisor/Evaluator Date
Employee Acknowledgment
I recognize that this evaluation is only for the purpose of salary review based on my work performance. This
evaluation will be available to my supervisor, the Public Works Administration staff, the City Manager, and
Personnel Department staff for the purposes of salary review. My comments on the evaluation are as follows:
0 I have no comments.
Employee Signature Date
38
Evaluation Appeal for
Public Works Maintenance Workers
City of Golden Valley
Employee:
Date:
This appeal is going to: 0 Appeals Committee O Public Works Director
I am appealing my evaluation because:
Employee Signature Date
39
Level G
Minimum Requirements
0 High school diploma, GED, or equivalent.
0 Valid Minnesota Class B driver's license (or get one as soon as possible after hired).
Q Successful completion of City's physical examination including drug testing, if
required.
0 Ability to read, understand, and follow written and oral instructions, including safety
rules.
d Ability to meet the physical demands of the job including, but not limited to, lifting,
bending, climbing, reaching overhead, pushing, and pulling.
Q Ability to perform job responsibilities in climatic extremes.
Q Ability to perform routine repair and maintenance tasks in one or more of the follow-
ing sections: Streets, Parks, Utilities, and Vehicle Maintenance.
0 Ability to work cooperatively as a member of a crew or team.
0 Utility Maintenance Worker: Ability to learn all of the minimum skills needed to be
put on standby within six (6) months of hire.
Level F
Minimum Requirements
O Successful completion of one (1) year of service, or relevant experience.
O Meets or exceeds all of the requirements of Public Works Level G.
Q Shows good work habits and good attitude.
O Successful completion of all applicable City safety and hazardous materials training.
Q Demonstrates safe work practices and safe driving record.
O Adheres to City's policies regarding tardiness and sick leave.
Q Adheres to all other policies and procedures for City employees.
d Follows directions.
Q Knows location of streets and public facilities.
0 Works with a minimum amount of on-site supervision. Contributes input and feed-
back concerning daily operations.
0 Is developing a broader understanding of department job responsibilities, needs fewer
instructions, and shows improved abilities to complete tasks assigned.
D Is developing a broader understanding of department vehicles and equipment, and
needs fewer instructions. Shows improved ability and skill in operating and perform-
ing basic maintenance and care.
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Public Works Maintenance Levels • Level E
Level E
Minimum Requirements
Q Successful completion of two (2) years of service, or relevant experience.
Q Meets or exceeds all of the requirements of Public Works Level F.
0 Maintains good work habits, good attitude, safe work practices, and a safe driving
record.
0 Demonstrates interest in knowing the effect of the job.
0 Attends and understands applicable City safety and hazardous materials training.
0 Understands all routine department responsibilities and needs only minimum instruc-
tions to efficiently perform all phases of these tasks. Provides input and feedback.
0 Solves minor problems without direction.
0 Understands what other departments or divisions do and is willing to learn and train
in other departments.
Q Demonstrates awareness of what is normal compared to abnormal.
d Knows how, or who, to call to resolve the abnormal.
0 Understands all department vehicles and equipment, and operates and handles this
equipment effectively with minimum instructions. Understands other departments'
vehicles and equipment and their uses. Understands maintenance and care procedures
for equipment, and routinely performs them.
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Public Works Maintenance Levels • Level D
Level D
Minimum Requirements
Q Successful completion of three (3) years of service, or relevant experience.
Q Meets or exceeds all the minimum requirements of Public Works Level E.
Q Maintains a positive attitude and deals effectively with peers, supervisors, and the
public. Maintains a good work, tardiness, and discipline record.
0 Knows all departmental operations and performs these jobs proficiently. Can help
others understand and develop their skills to perform assigned tasks.
Q Knows methods and materials used in area of job responsibility.
O Can work without direct on-site supervision and makes on-site decisions related to
task assignments.
Q Shows initiative in seeking and performing work.
0 Understands other Public Works operations, and is willing to train in other depart-
ments and work as needed during normal conditions and in emergencies.
Q Understands the importance of preventive maintenance and care for all City vehicles
and equipment. This includes routine care with emphasis on early detection of
potential breakdown or mechanical failure.
Level C
Minimum Requirements
0 Successful completion of five (5) years of relevant experience or two (2) years at
Level D.
Q Meets or exceeds all of the minimum requirements of Public Works Level D.
O Maintains consistently good work habits, good attitude, safe work practices, and a
safe driving record.
O Demonstrates ability to lead a work crew and occasionally does so, as directed by the
supervisor.
0 Responds to and resolves complaints effectively.
d Shows ability to maintain all records in accordance with City policies.
Q Actively seeks advanced training (for example: Public Works education courses, or
technical courses or training in skilled areas such as plumbing, electrical, carpentry,
landscaping, welding, irrigation, water and sewer, mechanical training, etc).
Q Is willing to try new methods and return relative feedback.
0 Has cross -trained in other areas of Public Works and is considered a good candidate
to fill in during normal or emergency situations (for example: snowplowing, water
main breaks, floods, windstorms, etc).
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Public Works Maintenance Levels • Level B
Level B (top negotiated rate)
Minimum Requirements
0 Successful completion of seven (7) years of relevant experience.
0 Meets or exceeds the minimum requirements for Public Works Level C.
0 Maintains consistently good work habits, good attitude, safe work practices, and a
safe driving record.
O Demonstrates ability to help train other employees and actively does so.
Q Has the ability to supervise groups of employees and regularly does so, as directed by
the supervisor.
0 Shows initiative in seeking educational opportunities and license certification, and has
completed, or is actively working toward, some type of degree or certificate of
completion.
0 Has abilities and skills in specialized areas (for example: plumbing, electricity,
carpentry, welding, heating, painting, etc). Has mechanical skills beyond what is
necessary to be a good operator (for example: repairing small engines, making
unsupervised mechanical repairs, and troubleshooting mechanical failures) and uses
these skills as necessary or as directed by the supervisor.
Q Can proficiently operate all departmental technical equipment (for examples, motor
grader, oil distributor, 3 yard loaders, sewer televising equipment, large backhoes,
etc).
O Shows ability to deal with the public and handle complaints and concerns in a profes-
sional manner and complete follow-up work as necessary.
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Public Works Maintenance Levels • Performance Award
Performance Award
Rate is based on exceptional performance throughout previous year and is a one-time
payment at the end of the year (not added to base salary [hourly rate]).
Minimum Requirements
d Meets or exceeds all requirements at present working level.
Examples of Possible Qualifications
Q Takes over department supervision for an extended time if the regular supervisor is
absent due to uncontrollable circumstances.
0 Invents or develops equipment that would save the city a substantial amount of
money.
Q Develops new procedures that would save the City substantial work hours yet main-
tain the quality of service.
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