HomeMy WebLinkAbout09/14/1982 ?c,k
TENTATIVE AGENDA
ADJ .REG.SESSION SHAKOPEE , MINNESOTA SEPTEMBER 14, 1982
Mayor Reinke presiding
i ] Roll Call at 8 :00 P.M. [After the polls close]
2] Awarding of bids on the street construction of Levee Drive from
Atwood to Scott - memo on table
3] Awarding of bids on the 1982 Pavement Preservation - memo on table
4] Work Session on the 1983 Budget - bring your copy of the budget
5] Other Business:
6] Adjourn to Tuesday, September 21 , • 1982 at 7 :00 P.M.
John K. Anderson
City Administrator
MEMO TO: Mayor and Council
FROM: John K. Anderson, City Administrator
RE: Council Budget Worksession, September 14, 1982
DATE: September 10 , 1982
Introduction
Below I have tried to outline some of the key issues Council needs
to focus on at the Budget Worksession September 14, 1982 . Remember
the meeting starts at 8 : 00 p.m. Jeanne Andre will be there for the
HRA element at 8 : 00 p.m.
Key Decisions
I . Taxes
A. Enclosed is the appendix update that illustrates the tax
impact of the proposed $127 ,802 increase. (on table)
B. Below are several tax reduction alternatives :
1 ) Outside levy limit of 8%
a) 1980 bond issue ( sewer fund alternative) $ 55 ,487
b) 1967 bond issue (alternatives : drop to
' 85 , use ' 82 fund balance , use other
debt ser. fund balance ) 35 ,000
2 ) eiay affect 8% levy limit (use only if the
City can adjust special levies downward
because we don' t need the tax dollars )
c ) PIR fund transfer (alternatives same
as b) above ) 30,692
d) Horizon Heights Erosion Control Project
(Park Reserve alternative) 11 ,500
e) City Hall insulation (drop project ) 4,000
f) Reduce resurfacing program
increased by 100% for ' 83 15 ,000
g) Reduce contingencies by $20 ,000 now
available for pay plan implementation 20,000
$171 ,679
h) Review listed cuts by department heads
for additional cuts
3 ) Recommendation
Our fund balance estimated to be $769 , 719 at December 31 ,
1983 is 31% of '83 operating expenses of $2 ,463 ,412, so
it exceeds our target of 25-30%. Assuming we don' t use
our $60 ,000 in 1982 contingencies , then we can do b) and
Council Budget Worksession, September 14, 1982
September 10 , 1982
Page Two
c ) above using the 1982 budget thus solving these one
time problems . In addition, the City can skip a) above
because of the sewer fund transfers thus reducing the
$127 ,802 by $121 , 179 for a total 1983 tax increase of
$6 ,623 which will result in a drop in the City' s por-
tion of the total mil levy because of our annual growth
in tax base.
II . Union Negotiations/Wages
A meeting will be held September 14, 1982 at which I will find
out if the 5% +$15 for medical benefits will be acceptable.
III . Pay Plan Implementation
Reviewing figures in the expanded pay plan mailed in your last
agenda, it will take $20 ,600 to implement the plan without
consideration of the City Administrator. Alternatives for
implementation can be discussed at the worksession.
IV. Program Policy Changes
Elections on even numbered years - 2 ,500
100% increase in street resurfacing +50 ,000
ICC Commercial Industrial Day - 2 ,000
Fire Pension -12 ,167
JKA/jms
MEMO TO: Mayor and City Council
FROM: John K. Anderson, City Administrator
RE: Employee Assistance Program
DATE: September 13 , 1982
Introduction
At a Goals and Objectives Worksession this summer Councilmember
Leroux asked if the City could look into Employee Assistance
Programs (employee and/or family counseling) . Council agreed
that staff should make a brief investigation. The results are
being presented now so that the program can be discussed with
the 1983 Budget and with 1983 labor negotiations .
Findings
While there are a number of forms an employee assistance program
can take , the model discussed below is the one provided by Dor &
Associates , Inc. of Minneapolis and used by Conklin here in
Shakopee . The program provides free ( the employer pays $15 per
employee per year fee ) , confidential , professional assistance
(up to 3 visits per year) to help employees and their families
resolve problems that affect their personal lives or job perfor-
mance . The program is voluntary and designed to allow the
employee or family seek help on their own (average usage is about
15% of an employer ' s employees ) .
The approach used by Dor and about 3 other firms in the metro area
is to provide a comprehensive counseling and referral service
rather than to just focus on a specific area like alcohol or drug
abuse. After initialscreening visits , an employee may be referred
to an appropriate agency in the community or may be placed in one
of Dor 's programs and the employee then pays for future visits
( these costs may be eligible for reimbursement under our current
medical/major medical plan) . Dor provides a 24 hour hotline and
telephone calls are not part of the 3 visits per year.
Also included in the Dor program is a 15-20 minute orientation
for employees and a 1-1/2 hour training session for supervisors .
Supervisors with questions about how to handle a certain employee
with a problem can call Dor for advice without a charge. Frankly,
this may be one of the bigger assets of the program (copies of
sample employer checklists attached) . The City will also be
provided with quarterly payroll stuffers reminding employees and
supervisors about the program and when to use it . Finally, Dor
assists the City in developing a formal Employee Assistance Program.
Summary
Janet Deining, who I spoke to at Dor, said that Dor has a presenta-
tion they could make to Council if Council was interested. In addition
Conklin Company has shammed with us their criteria for evaluation
Employee Assistance Program
Page Two
September 13 , 1982
of the firms they considered before hiring Dor (Dor contracts for
2 year periods ) . At less than 50 full time employees , the City ' s
cost for 1 year would be less than $750. This compares to counsel-
ing cost incurred by City employees and reimbursed under our medical
program of
Alternatives
1 . Drop the idea of an Employee Assistance Program.
2 . Invite Dor to make a presentation to Council and to review the
services provided by other firms with the intent of hiring a
firm for 1983 and budgeting for the service .
3 . Other.
Recommendation
Staff recommends alternative #2 .
Action Requested
Direct staff to invite Dor to make a presentation to Council and
to review the services provided by other firms with the intent of
hiring a firm for 1983 and budgeting for the service .
JKA/jms
EMPLOYEE BEHAVIOR CHECKLIST FOR THE
IDENTIFICATION OF THE TROUBLED EMPLOYEE
Instructions
1. The checklist below is to be used when you 've become concerned about an
employee' s declining performance.
2. THIS CHECKLIST IS TO BE USED ONLY AS AN OBSERVATIONAL AID FOR THE MANAGER.
IN NO EVENT SHOULD'THIS DATA BE INCLUDED AS PART OF AN OFFICIAL FILE.
3. Where a combination of THREE (3) or more items appear on a continuous basis,
this is a likely indication of a troubled employee.
I . CURRENT BEHAVIORAL PATTERNS
(check those that best describe the current situation)
Employee's Appearance
sloppy
inappropriate clothing
Mood
withdrawn
sad
mood swings, high and low
suspiciousness
extreme sensitivity
nervousness
frequent irritability with others
preoccupation with illness and death (morbidity)
Actions
physically assaultive (or threatening)
unduly talkative
exaggerated self-importance
rigidity - inability to change plans with reasonable ease
making incoherent or irrelevant statements on the job
over compliance with any routine (making it' a ritual )
frequent argumentativeness
• frequent outbursts of crying
excessive amount of personal telephone time
II . JOB PERFORMANCE
Absenteeism
multiple instances of improper reporting of time off
excessive sick leave
repeated absences following a pattern
excessive lateness in the morning, or upon returning from lunch
peculiar and increasingly improbable excuses for absence
high absenteeism rate for colds, flu, gastritis, general malaise, etc.
frequent unscheduled short-term absences (with or without medical
explanation)
frequent use of unscheduled vacation time
"On The Job" Absenteeism
continued absence from job location more than job requires
frequent trips to water fountain or restroom
long coffee breaks
dor and associates, inc./416 East Hennepin/Minneapolis, MN 55414/(612)378-2335
SUPERVISOR'S TRAPS
Beware of the following traps, when working with troubled employees:
1. Trying to help, but making things worse.
This happens when the supervisor trys to help by using off-the-job methods,
such as "giving advice" which results in an emotional attachment to the
employee.
Such emotional attachements interfere with the effective supervisory rela-
tionship, where the supervisor is the one in charge. Examples of being
tied up emotionally would include:
a) giving advice with conviction
b) giving "pep talks"
c) protecting the employee by covering up poor performance
d) actually doing some of the employee's work because "he's in a bad spot"
e) doing the employee's own emotional work, such as feeling his pain,
talking to his adversaries (spouse, for example)
f) doing the employee's own personal work, such as calling his creditors
In the chemical dependency treatment and recovery community, the above
behaviors are called "enabling". The intention is to be honestly helpful ,
but such actions are not helpful and only prolong everyone's misery.
2. Denying there is any problem at all .
As supervisor, you just overlook your reality and do not see what is happening.
Of course matters will not improve. When the situation progresses further, your
own job as supervisor may become threatened. Denial is dangerous.
3. Withdrawing
In this case, the supervisor knows what is happening, but still decides to do
nothing for fear of being powerless or hurt, or something else. The outcome
is the same as with denial , except that the supervisor feels guilty and shame-
ful for not doing what he knows he should.
4. Becoming angry
This trap often follows the above three.
One solution, obviously, is to get angry and fire the troubled employee. While
the immediate problem is taken care of, nothing else changes, for the supervisor
has not learned how to intervene with the troubled employee and use the Employee
Assistance Program.
In fact, a new employee may encounter the same kinds of problems.
The fired employee is also at a loss, for he is cast adrift and loses a fine
opportunity for effective problem solving action. Without diagnosis, referral ,
and help, the employee will bring his problems to his next job and eventually
wind up in the same place. History will repeat itself.
•
The best course of action is a successful intervention and referral to appropriate
help. Everyone wins that way.
dor and associates, inc./416 East Hennepin/Minneapolis, MN 55414/(612)378-2335
EMPLOYEE DEFENSE STRATEGIES
When you meet with the employee, you can expect him/her to be threatened
and use various defenses to protect himself/herself. Below are listed
and described some of these defenses and recommended counter-moves. You
will also be able to add to this list from your own experiences.
DEFENSE DESCRIPTION COUNTER-MOVE
•
Excuses & Employee will have a good "Your problems at home are no concern of
Sympathy reason for everything that mine. My concern involves your perfor-
happens. "You'd have the mance, and my data here says you are
same troubles I do if you not doing your job."
had a wife like mine. "
Apology & "I 'm really sorry. You "I appreciate your apology. But what
Promise know that! I 'll never do you did is serious, and this was your last
it that way again. " chance. I 'm filing a deficiency report."
Switching "I know about that, but "You did do well on Ajax, but I want good
look what a good job I 've work on all jobs. You have had more prob-
done on that Ajax job!" lem jobs that successful ones lately.
Look at the record right here. "
Anger "Damn it! ! One mistake and "I expect you to listen to me. Getting
the roof falls in - after angry won 't help anyone, especially you.
15 years of killing myself I 'm concerned about your performance.
for this place. " And I 'm not talking about one mistake.
Look at the record here."
Tears & "I don't know what to do. "I appreciate your sadness. I want you to
Helplessness I 'll bever get out of this know that I want to help, which is why I
mess. (crying)" set up this meeting. You have been a
valuable part of our organization. I want
to tell you about our Employee Assistance
• Program. . ."
Self-Pity "I knew this would happen. "I wouldn't be taking this time to talk
I 've never been able to do with you if I didn't have faith in you.
anything right." So let's move on to talk about what can
be done to help. You know, our Employee
Assistance Program would be just right. . ."
Innocence & "It' s not my fault. Joe "I 've checked into this in detail (points
Blaming let me down. I dont get any to records) , and you've got to start
help at all around here." - looking at your part in what happens.
Maybe that's a problem you have, and. . ."
Hopelessness "I may as well quit right "That's crazy. You have done excellent
now. " work. I want more of that from your
•
department. Which is why I set up this
meeting. You know. . . "
Friendliness "Now, Bill ,. . .you know we've "I know we've been through this before,
& Seduction been through this before and and this time things will be different.
we worked it out together. I am filing a discrepancy report, because
Let's get together after I 've done all I can to work this out on
work and figure this out the job. I think something else is
where we can be more com- bothering you, and I want you to talk
fortable." with out EAP counselor. "
City of Shakopee
POLICE DEPARTMENT
476 South Gorman Street
SHAKOPEE, MINNESOTA 55379
Tel. 445-6666
TO: Mayor, Council Members
FROM: Tom Brownell, Chief of Police
SUBJECT: Clerical Employee Promotion
DATE: September 14, 1982
INTRODUCTION
On September 7, 1982, Council accepted the resignation of
Diane Heinz, police secretary. Pursuant to personnel policy
to fill vacancies by promotion whenever practicable, current
employees were notified of the vacancy. Pat Mohrbacher , a
police clerical employee, submitted an application for the
vacant position.
BACKGROUND
Pat Mohrbacher has been employed by the police department in
a clerical position for five years, is a dedicated employee
who has displayed the ability to accept responsibility re-
quired of the positions she has held in the past. She has
met the qualifications I believe are necessary for the po-
sition. Mrs. Mohrbacher' s present pay scale is Range 3,
Step 6, $1112.00 per month. I recommend a promotional pay
increase to Range 4, Step 5, $1177.00 per month. The in-
crease will not have a deficit impact on the current budget
due to an employee on maternity leave until December 1, 1982.
The promotion will result in a vacancy of a clerical position
presently held by Mrs. Mohrbacher.
RECOMMENDATION
Promote Pat Mohrbacher to the position of secretary, clerical
level V, with a pay increase to $1177. 00 per month, and
authorize the police department to fill the clerical position,
secretary, clerical level III, created by Mrs. Mohrbacher' s
promotion.
g 0 C.5 EWE �o P2otECt
- 2 -
COUNCIL ACTION REQUESTED
Promote Pat Mohrbacher to the position of secretary, clerical
level V, with a pay increase to $1177.00 per month, and
authorize the police department to fill the clerical position,
secretary, clerical level III, created by Mrs. Mohrbacher' s
promotion.
INPRIPwrommemmorgrom
CITY OF SHAKOPEE
1982 PAY SCHEDULE
Clerical Ranges*
Step 1 ' Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Start 6 Mos 1 Yr 2 Yrs 3 Yrs 5 Yrs 10 Yrs
Range 1 674 709 743 780 820 861 905
Range 2 818 858 900 945 992 1041 1093
Range 3 872 916 961 1009 1059 111 1167
Range 4 970 1018 1068 1122 C179
1236 1297
Job Classifications
Range 1
Public Works Clerk
Assessing Clerk
Range 2
Receptionist
Range 3
Police Clerk
Finance Clerk
Range 4
Police Admin. Assistant
Building Secretary
Engineering Secretary
Senior Accounting Clerk
*Note : This is the 1981 set of clerical pay ranges with each step
multiplied by 9%.
MEMO TO : John K . Anderson
City Administrator
FROM : H . R. Spurrier
City Engineer jr
RE : 1982 Pavement Preserve Program
DATE : September 14, 1982
Introduction :
City of Shakopee opened bids for the 1982 Pavement Preservation Program
September 13, 1982.
Background :
This year the Pavement Preservation for 1982 included pavement overlay work
instead of Seal Coat.
All of 10th Avenue will be upgraded to a 12-month, 9 -ton axel route. With
this program, most of the streets west of Adams and South of 6th Avenue
will also be rated as all-weather 9-ton routes for garbage pick-up, construction
and other local use.
The potential problem areas will be corrected, permitting the City to move to
a new area in 1983.
The bids were very low. The low bidder had a bid lower than the prices bid
for Holmes Street in 1980. In fact the bid price was below prices bid for
projects this size in the past five years.
There were five bidders on the project. The low bidder was Hardrives, Inc.
Hardrives has completed several projects for the City of Shakopee and is
currently under contract for the County Road 83 Widening Project.
Action Requested :
A motion to award the contract for the 1982 Pavement Preservation and
Rehabilitation Program to Hardrives, Inc. , and that upon submittal of proper
documents, the appropriate City officials be authorized to enter into a contract
with Hardrives, Inc. , 7200 Hemlock Lane North, Maple Grove, MN 55369 for
the 1982 Pav sent Preservation and Rehabilitation Program in the amount
$77, 261. 50, funded from the General Fund.
HRS/jvm
Attachment: Abstract of Bids
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