UNIFORM PERSONNEL RULES AND

UNIFORM
PERSONNEL RULES
AND REGULATIONS
MANUAL
For the
CITY OF YANKTON, SOUTH DAKOTA
(Revised)
Adopted:
Effective:
Revised:
RESOLUTION #
A RESOLUTION APPROVING THE REVISED PERSONNEL MANUAL FILED
BY THE CITY MANAGER WITH THE CITY FINANCE OFFICER WHICH
PROVIDES RULES AND REGULATIONS RELATIVE TO ALL OFFICERS AND
EMPLOYEES OF THE CITY OF YANKTON, SOUTH DAKOTA
WHEREAS, it is recognized that a sound personnel program is a major element in
securing and retaining qualified employees who will perform the municipal services most
efficiently for the citizens of Yankton, and,
WHERAS, the City Manager has determined that it is desirable that uniform policies and
procedures concerning personnel matters are made applicable to all employees of the City of
Yankton; and,
WHERAS, under the provision of the Commission-Manager form of government of the
State of South Dakota, SDCL 9-10-13 and the Yankton Code of Ordinances, the City Manager
has the responsibility to provide rules and regulations in regard to their employment;
NOW, THEREFORE, BE IT RESOLVED, by the Board of City Commissioners of the City
of Yankton, South Dakota:
Section 1. That the Personnel Manual filed with the City Finance Officer and the Board of City
Commissioners is hereby approved, subject however to its further amendments as may from time
to time be necessary or required.
Section 2. That the City Manager shall have the right to amend said Personnel Manual from time
to time as may be required; said amendments shall be forwarded to an employee advisory
committee for comment; and, that said amendment shall require the approval of the Board of City
Commissioners. Provided, however, that nothing contained therein shall relieve the City Manager
of his duty and obligation to administer the affairs of the various departments of the city and to
make such administrative decisions as may be necessary for the proper administration of each
department which are consistent and do not conflict with the Yankton Code of Ordinances, state
statute, or federal law.
Section 3. That in the event any rules and regulations set forth in said Personnel Manual are in
conflict with any federal or state laws or ordinances of the City of Yankton, South Dakota, such
federal or state laws or ordinance of the City of Yankton, SD, shall be controlling.
Section 4. This resolution shall be in full force and effect from and after its adoption, repealing
any previous resolutions adopted for same or similar purpose
Adopted:
Published:
Effective:
Curt Bernard, Mayor
ATTEST:
Al Viereck, Finance Officer
Table of Contents
1. INTRODUCTION
1.1. Purpose of Organization
1.2. Purpose of Manual
1.3. Amendments to the Personnel Manual
1.4. Administrative Responsibility
1.5. Departmental Regulations
1.6. Chain of Command
1.7. Release of Information
1.8. Agreement
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2.
PERSONNEL RESPONSIBILITIES
2.1 The City Commission
2.2. Board of Public Library Trustees
2.3. The City Manager
2.4. Library Director
2.5. City Department Heads
2.6. Employees
2.6.1. Public Relations
2.6.2. Motivation/Knowledge
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3.
CONDITIONS OF EMPLOYMENT
3.1. Definition and Purpose
3.2. Equal Opportunity
3.3. Recruitment
3.4. Application for Employment
3.5. Eligibility
3.6. Qualifications
3.7. Veterans Preference
3.8. Disqualification
3.9. Selection
3.10. Appointment of City Employees
3.11. Employment Offers
3.12. Acceptance of Employment
3.13. Physical Fitness
3.14. Residency
3.15. Hiring of Relatives (Nepotism)
3.15.1 Purpose
3.15.2 Policy
3.15.3 Hiring
3.15.4 Supervision
3.15.5 Key Decisions
3.15.6 Day-to-Day Assignments
3.15.7 Definitions
3.16. Outside Employment
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4.
PROBATION
4.1. Duration and Purpose
4.2. Extension
4.3. Evaluation
4.4. Administrative Probation
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5. CLASSIFICATION, PAY PLAN, AND OTHER BENEFITS
5.1. Purpose
5.2. Classification
5.3. Description
5.4. Method of Classification
5.5. Reclassification of Positions
5.6. Types of Employment
Regular Appointment
5.6.1
5.6.2. Temporary Appointment
5.6.3. Contract Labor
5.7. Performance Evaluations
5.8. Pay Plan
5.8.1. Range
5.8.2. Determination
5.8.3. Schedule of Ranges
5.8.4. Administration and Interpretation
5.9. Maximum Compensation
5.10. Entrance Pay
5.11. Step Pay Plan Salary Increases
5.12. Overtime Pay
5.12.1. Definition
5.12.2. Prior Approval
5.12.3 Overtime Rate
5.12.4. Compensatory Time Rate
5.12.5. Accumulation
5.12.6. Approval for Compensatory Time
5.12.7. Specialized Shift
5.12.8. Travel Time
5.12.9 Administrative and Staff Exemption
5.13. Dates of Pay
5.13.1. Schedule
5.13.2. Exception
5.14. Volunteer Firefighters
5.15. Longevity Pay
5.15.1. Eligibility
5.15.2. Payment
5.16. Payroll Records
5.17. Final Pay
5.18. On-Call Pay
5.19. Special Shift Differential Pay
5.20. Insurance Benefits
5.21. Retirement Benefits
5.22. Deferred Compensation
5.23. Flex Plan
5.24. Direct Deposit
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6. TRAINING
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7. TRANSFERS AND PROMOTIONS
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7.1. Promotion
7.2. Examinations
7.3. Transfer
7.4. Eligibility
7.5. Notice and Effective Date
7.6. Transfer of Probationary Period
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8.
EMPLOYEE SUGGESTIONS AND RECOMMENDATIONS
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9.
EMPLOYEE COMMITTEE
9.1. Purpose
9.2. Appointment
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10. SAFETY
10.1 Use of Safety Belts
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11. SAFETY COMMITTEE
11.1. Committee Members
11.2. Purpose
11.3. Exceptions
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12. TRAVEL
12.1. General
12.2. Guidelines
12.2.1. Transportation
12.2.2. Receipts for Allowed Expenses
12.2.3. Expense Reports
12.2.4. Mileage
12.3. Travel Time
12.4. Travel Advance
12.5. Authorization
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13. LEAVES OF ABSENCE
13.1. Leaves of Absence With Pay
13.1.1. Earned Vacation
13.1.2. Family and Medical Leave
13.1.3. Accrued Sick Leave
13.1.4. On the Job Injury
13.1.5. Civil Duty
13.1.6. Holidays
13.2. Leaves of Absence Without Pay
13.2.1. Unearned Sick Leave
13.2.2. Educational Leave
13.2.3. Other Leave Without Pay
13.3. Military Leave
13.3.1 Eligibility
13.3.2. Requesting Military Leave
13.3.3. Military Leave Reinstatement Procedures
13.3.4. Military Leave Reinstatement Qualifications
13.3.5. Benefits for Reinstated Employees
13.4 Voluntary Transfer of Vacation Time
13.5 Volunteers
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14. DISCIPLINE
14.1 General
14.2 Grounds for Disciplinary Action
14.2.1. Appearance
14.2.2. Behavior
14.2.3. Conduct
14.2.4. Care and Use of Equipment and Facilities
14.2.5. Personal Use of City Property
14.2.6. Equipment or Property
14.2.7. Statements or Actions
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14.2.8. Insubordination
14.2.9. Job Performance
14.2.10.Physical Fitness
14.2.11.Safety
14.2.12.City Ordinance, State, or Federal Law
14.3. Sexual and Other Harassment
14.4. Drug and Alcohol Free Workplace
14.4.1 Controlled Substance and Alcohol Use/AbuseTesting for CDL
14.5. Forms of Discipline
14.5.1. Reprimand (Verbal or Written)
14.5.2. Suspension
14.5.3. Reduction in Pay
14.5.4. Demotion
14.5.5. Denial or Delay of Step Increase
14.5.6. Administrative Probation
14.5.7. Dismissal
14.6 Workplace Violence Policy and General Procedures
14.6.1. Policy Statement
14.6.2. Definitions
14.6.3. Prevention of Workplace Violence
14.6.4. Reporting Threats — Internal & External
14.6.5. Prohibited Actions and Sanctions
14.6.6. Department Security Audit
14.6.7. Employee Training
14.6.8. Threat Management Team
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15. SEPARATIONS
15.1. Types of Separation
15.1.1. Removal
15.1.2. Resignation
15.1.3 Exit Interview
15:1.4. Dismissal
15.1.5. Layoff
15.1.6. Disability
15.1.7. Death
15.1.8. Retirement
15.1.9 Retirement Age
15.2. Conditions of Separation
15.3. Separation Pay
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16. GRIEVANCE PROCEDURE
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17. MISCELLANEOUS
17.1 Political Activity
17.1.1. City Government
17.1.2. Use of City Property
17.1.3. Elected Officials
17.1.4. Individual Political Activities
17.1.5. Petitions
17.2 Rest Periods (Coffee Breaks)
17.3 Smoking Policy
17.4 Gifts and Gratuities
17.5 Workweek
17.6 Time Cards
17.7 Personnel Records Maintenance
17.8 Personnel File
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17.8.1 Access to Personnel Files
17.8.2 Confidential Information Contained in Personnel Files
17.8.3 Internal Investigation Records
17.9 Executive Session – Personnel Discussion
17.10 Employment References
17.11 Hazardous Weather Plan
17.11.1 Plan
17.11.2 Responsibility Checklist
17.11.3 Hazardous Weather Notification Procedure
17.12 Internet Usage Policy
17.13 E-mail Policy
17.14 Vehicle Operations Policy
17.15 EAP Referral
17.16 Clothing Policy
17.17 Retire/Rehire
17.18 Changes of Name, Address, Telephone and Withholding Status
17.19 Americans with Disabilities Act
17.20 Telephone Policy
17.21 Commercial Drivers License
APPENDIX A
APPENDIX B
APPENDIX C
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1 INTRODUCTION
1.1 PURPOSE OF ORGANIZATION
The municipal organization exists in order to provide those services and facilities deemed to
be essential or beneficial for the health, safety, welfare and convenience of the general
public. Primarily, municipal services and facilities are limited to those services, which are not
feasible for individuals to perform or provide for themselves.
1.2 PURPOSE OF MANUAL
The intent of these provisions, requirements and regulations is to promote, within the service
of the municipal organization, the high degree of understanding, cooperation, efficiency and
unity which comes from consistent application of good personnel policies and procedures. It
is a general source of information for employees and employers, not an employment contract.
The fundamental objectives of these provisions, requirements and regulations are:
To promote and increase efficiency and economy in the City service.
1.
To develop and maintain a program of recruitment, advancement and tenure,
2.
all based on merit and fitness, which will make the municipal service attractive
as a career and encourage each employee to render their best service to the
people of Yankton.
3.
To provide fair and equal opportunity to all qualified citizens to enter City
employment in all occupations on the basis of demonstrated merit and fitness
as determined through fair and practical methods of selection without regard to
race, color, sex, religion, age, national origin, ancestry, or disability.
To establish and promote high morale among municipal employees by
4.
providing good working relationships, uniform personnel policies, equal
opportunity for advancement and consideration for employee needs and
desires.
1.3 AMENDMENTS TO THE PERSONNEL MANUAL
Proposed amendments to the Personnel Manual shall be forwarded from the City Manager to
the Employee Advisory Committee for their review and comment and said amendments shall
require the approval of the City Commission. Proposed amendments may also be forwarded
to the City Manager by the Employee Advisory Committee for review and recommendation.
1.4 ADMINISTRATIVE RESPONSIBILITY
The personnel program consists of the sum total of all policies and procedures related to
personnel administration in the service of the City and shall be administered by the City
Manager as provided in South Dakota Codified Laws 9-10-13 which reads as follows:
"9-10-13. Responsibility of City Manager – Power to appoint and remove officers and
employees. –The Manager shall be responsible to the governing body for the proper
administration of all affairs of the city placed in his charge. To that end, except as otherwise
provided by law, he shall have power to appoint and remove all officers and employees in the
administrative service of the city and may authorize the head of any department or office
responsible to him to appoint and remove subordinates in such department or office.
Appointments made by or under the authority of the Manager shall be made without definite
terms on the basis of executive and administrative ability and of the training and experience
of such appointees in the work which they are to perform."
The policies and procedures set forth in the personnel program shall apply to all employees
in the service of the City.
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1.5 DEPARTMENTAL REGULATIONS
The head of any department shall formulate in writing reasonable administrative regulations
for the conduct of the department, which shall be made available to all department
employees. Nothing in this section shall be construed as granting any department authority
to adopt regulations in violation of, or in conflict with, the personnel rules and regulations
contained in this manual.
1.6 CHAIN OF COMMAND
The chain of command is the organizational structure established for the operation and
supervision of all departments. (See Appendix B) All communications, orders, requests, and
recommendations must be channeled through this chain in both directions in order to avoid
confusion, misunderstanding and oversight.
Supervisors and administrators, at every level, cannot carry out their responsibilities and
perform effectively without an appreciation for and observation of these processes.
No employee shall circumvent the chain of command concerning any subject related to the
municipal operation, personnel policies or administrative procedures.
1.7 RELEASE OF INFORMATION
Public statements or the release of information, on any matter, related to municipal policy,
administration, the operation of any department, or personnel management shall be limited to
the City Commission, City Manager and Department Heads.
1.8 AGREEMENT
The Uniform Personnel Rules and Regulations Manual for the Cit y of Yankton is not a
contract of employment. In the event of employment, an emplo yee is subject to a
probationar y employment period where em p lo yment is terminable at will so that both
the City of Yankton and the employee remain free to choose to end the working
relationship.
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2 PERSONNEL RESPONSIBILITIES
2.1 THE CITY COMMISSION
The City Commission determines the budgetary appropriations necessary for remuneration of
all City employees. The City Commission is responsible for appointing the City Manager, City
Attorney and Finance Officer and for approving personnel provisions, requirements and
regulations.
2.2 BOARD OF PUBLIC LIBRARY TRUSTEES
The Trustees shall forward to the City Commission budgetary recommendations necessary
for satisfactory operation of the Library and to provide monies for the remuneration of all
Library employees.
2.3 THE CITY MANAGER
The City Manager is responsible for the administration of all City employees except Library
personnel. The City Manager is responsible for these personnel policies as they pertain to
City employees.
The City Manager shall maintain a record of all official acts taken under these rules and the
employment record of every employee. All personnel records of the employee shall include
applications, evaluations, promotions, acts of rewards, recognition, disciplinary actions and
any other pertinent information pertaining to job performance and copies thereof shall be
available to the employee upon the request. Personnel records, disclosure of which would
constitute an invasion of personal privacy, shall not be deemed public records and shall be
kept confidential.
The City Manager, or a person designated by the manager, shall be responsible for the care
and maintenance of all personnel files, status changes or separations as indicated by
Personnel Action Reports.
Copies of all personnel forms, including applications and evaluation sheets are included in
Appendix A of this manual.
2.4 LIBRARY DIRECTOR
The Library Director is responsible for the administration of Yankton Community Library
personnel. The Library Director is responsible for these personnel provisions, requirements
and regulation policies as they pertain to Yankton Community Library employees.
2.5 CITY DEPARTMENT HEADS
The City Department Heads are responsible to the City Manager for providing effective
supervision of their employees and maintaining proper working relations. The Department
Heads shall be responsible for administering City personnel policies as delegated by the City
Manager.
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2.6 EMPLOYEES
2.6.1. PUBLIC RELATIONS
Every municipal employee shall continually strive to promote good public relations for their
department and the entire municipal organization. Virtually everything we do has either a
direct or an indirect and, either a positive or negative affect on public relations.
Visitors at any municipal building or area of work shall be made to feel welcome and shall be
treated in a friendly and courteous manner. All inquiries, complaints or requests for
assistance shall be given immediate attention and shall be promptly acted upon.
2.6.2 MOTIVATION/KNOWLEDGE
Every employee in the City service is working for the same public. It shall be the aim of the
personnel of the City of Yankton to constantly develop a better municipal operation. Each
employee should acquire a thorough knowledge of their own job and should possess a
profound respect for their work. The employees should be endowed with the spirit that their
effort is of consequence and that their work is of worth while value. Each employee should
have an appreciation for the relationship of their job to those of other municipal employees
and to the entire municipal organization.
Supervisors and Department Heads have an obligation to department personnel to
encourage each individual to become more knowledgeable, develop their talents and
capitalize on their capabilities, not only to advance in their present position but also in order
to take advantage of whatever opportunities might arise in the future. Likewise, they have the
responsibility of continually evaluating the attitude, capabilities and performance of
department employees for at least three reasons: first, for efficiency; second, for welfare of
every employee; third, for determining justification of merit salary increases and promotions.
Additionally, if the employee fails to cooperate and carry out their responsibilities, the
supervisors and Department Heads are equally at fault if the problem is not quickly and
appropriately dealt with, including disciplinary action if necessary.
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3 CONDITIONS OF EMPLOYMENT
3.1 DEFINITION AND PURPOSE
Municipal service does not exist for the purpose of providing employment. Elected and
appointed officials have the responsibility to see that municipal services, programs and
projects are performed efficiently, economically and with only the essential number of
employees.
Industrious, conscientious and capable employees are essential for a successful municipal
operation. Employees must be selected, promoted and retained on the basis of merit and
fitness. Merit for this purpose is defined as being deserving on the basis of qualification and
ability. Fitness implies suitability for a particular job. The quality of municipal service is
dependent to a great extent on the competition among applicants for job openings and
between employees for advancement.
3.2 EQUAL OPPORTUNITY
No person in the service of the City of Yankton or seeking appointment thereto shall be
appointed, promoted, demoted, removed or advanced in any way, or otherwise affected, on
any basis or for any reason other than qualification, merit and fitness. Discrimination against
any person employed by the City or seeking employment with the City on the basis of race,
sex, religion, age, color, national origin, ancestry, disability or marital status is expressly
prohibited, except where specific age or physical requirements constitute demonstrated and
bone fide occupational qualifications necessary for effective work performance.
The City of Yankton complies with all applicable South Dakota and federal statutes regarding
veteran's preference in employment.
3.3 RECRUITMENT
Public announcement of all regular and temporary, full-time and part-time positions open for
employment in City service will be made by the City Manager's office. An excep tion ma y be
made with prior approval by the City Manager. Where sufficient qualified applicants are
anticipated internally for an open position, the position announcement shall be posted
internally for a period of one week. If qualified applications are not received within one week
or if sufficient qualified applications are not anticipated internally, position openings shall be
advertised in the local newspaper, listed with the One Stop Career Center, on the City's
website, and be posted in a visible location in each department for all employees to read.
All announcements and advertisements shall state that the City of Yankton is an
"Equal Opportunity Employer."
3.4 APPLICATION FOR EMPLOYMENT
Individuals interested in applying for a specific position with the City of Yankton must
submit a City application form detailing their employment history, education, and other
relevant experience or pertinent information.
The individual needs to indicate the position titles for which the
considered. Multiple position titles can be written on one form.
3.5
ELIGIBILITY
To be eligible for emplo yment with the City of Yankton you must:
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y
wish to be
1. be legally eligible to be employed in the United States as proven on the required 1-9
form; and
2. if born after December 31, 1959, be registered for the selective service.
3.6 QUALIFICATIONS
The City of Yankton maintains job descriptions on each position. This description
establishes the minimum required levels of education and experience necessary to
qualify for appointment. Each description may also detail desired skills or
qualifications which are preferred by the City and will be given foremost consideration.
3.7 VETERANS PREFERENCE
Preference in employment will be given to veterans who have served on active duty
and been honorably discharged from the armed forces of the United States during the
following periods:
1.
2.
3.
4.
5.
World War I, July 28, 1914 to November 11, 1918;
World War September 1, 1939 to December 31, 1946;
Korean War, June 25, 1950 to May 7, 1975
Gulf War, August 2, 1990 to January 2, 1992
For more than 180 consecutive days, other than for training, any part of which
occurred during the period beginning September 11, 2001, (Operation Enduring
Freedom) and ending on the date prescribed by Presidential proclamation or by
law as the last day of Operation Iraqi Freedom
Preference shall be given where all other qualifications are equal,
3.8 DISQUALIFICATION
An applicant is disqualified from employment by the City of Yankton if he/she 1) does
not meet the minimum qualifications for appointment; 2) knowingly has made a false
statement on the application form or resume; 3) has committed fraud during the
selection process; or 4) has failed to register for the selective service.
3.9 SELECTION
The nature of examinations used to determine the relative fitness and selection of applicants
for employment to or, promotion within the City service will differ with the position to be filled.
Each applicant for a particular position will be given an identical examination by the
Department Head. Consideration will be given to any or all of the following factors:
education, experience, knowledge, skills, physical fitness, personality, character or other
qualifications deemed necessary for the satisfactory performance of the duties of the position.
3.10 APPOINTMENT OF CITY EMPLOYEES
Appointment of City employees is with the approval of the City Manager.
3.11 EMPLOYMENT OFFERS
After the City Manager has approved an individual to fill a job vacancy, the individual
will be notified of their selection by the City Manager in writing. An offer of
employment shall be extended and a starting date established at this time.
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There shall be no such offer or hint of employment with the City conferred to an
applicant until the final decision has been approved.
When selection has been made, the individual selected must be made fully aware that
his/her employment relationship may be terminated with or without cause, with or
without prior notice, by either the City or the employee during the training period
except for reasons illegal under state or federal law. The individual must also be
notified that after the training period is completed that employment is still at-will and
the above will continue to apply but that due process requirements will be followed.
3.12
ACCEPTANCE OF EMPLOYMENT
After an individual has accepted employment with the municipality, the Human
Resources Coordinator shall ensure that the necessary and proper paperwork is filed
within the employee's personnel file.
3.13 PHYSICAL FITNESS
In order to determine physical fitness for duty, each person employed for a regular full-time or
part-time position by the City of Yankton shall be required to take and pass a post-offer preemployment physical and drug screen. The physical will be performed according to
guidelines established by the City in order to determine fitness for duty. An employee may be
examined by their own physician. Additionally, certain employees (for example, police
officers) may be required to pass an agility test and/or a psychological examination. All
reports will be kept confidential and separate from the employee's personnel file. Any costs
incurred to conduct any of the aforementioned tests or examinations shall be covered
by the City.
3.14 RESIDENCY
Employees of the following departments are required to live within ten (10) miles of the legal
corporate limits of the City (this includes Nebraska):
Chan Gurney Airport
Water/Wastewater Plants
Street Department (on-call for snow removal)
Parks and Recreation Maintenance (on-call)
Individuals who live more than ten (10) miles outside the city limits of Yankton, South Dakota,
may make application for employment with the City of Yankton for these positions. However,
if they are selected, they shall be required to comply with this policy within 120 days of
employment.
Residency within the corporate limits of the City is required for the City Manager as per State
statute.
3.15 HIRING OF RELATIVES (NEPOTISM)
3.15.1 Purpose
To provide procedures for the employment and supervision of relatives as employees.
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3.15.2 Policy
Persons related to each other may be employed at the City, which could include them
working in the same department. Each individual must be hired on his/her own merits and is
qualified and suitable for employment with the City.
Efforts shall be made to see that no employee is placed under the supervision of a relative.
Such effort shall not be at the expense of any employee or any candidate for employment.
The City shall have the option of transferring an employee to a comparable job of equal
classification in order to avoid supervision by a relative.
However, no employee of the City may hire, appoint, review, supervise, direct, promote, or
participate in decisions involving hire, renewal, retention, supervision, promotion, evaluation,
or compensation of a relative.
3.15.3 Hiring
A. Relatives who are recommended for hire independently: If both individuals are
recommended as finalists in independent searches, by search committees for example,
for regularly advertised positions, and the hiring officials agree with the
recommendations, the individuals may be hired. If one of the individuals will be in a
position to appoint, renew, direct, supervise, evaluate, recommend for promotion, or
influence compensation of a relative, the procedures in the supervision section listed
below must be followed.
B. Relatives of employees who desire city employment: Individuals who are related to
current city employees may apply for and be considered without prejudice for any
advertised positions at the City. However, any city employee who is related to the
applicant cannot participate in any aspect of the hiring process.
3.15.4 Supervision
The employment and supervision of employees involves:
1.
2.
Key personnel decisions on initial appointment, hire, renewal, or continuation of
appointment, retention, probationary review, annual and other performance evaluations,
evaluation for promotion, salary determination, and merit or other salary adjustment; and
The day-to-day decisions such as work assignments, office space, travel, and other
benefits.
3.15.5 Key Decisions
An employee cannot participate in key decisions involving a relative who is a city employee.
The responsibility for key decisions must be assigned to another individual who is higher in
administrative rank than either relative (an alternate administrator). In some cases, it may be
necessary to assign the responsibility to someone of an equal rank, but the responsibility for
key decisions cannot be given to someone whose own evaluation will be supervised by one
of the relatives.
The arrangement must be put in writing and placed in the personnel file of each relative. The
appropriate department head/director is responsible for establishing administrative review
and for responding to complaints or concerns about the review process. If the department
head/director is one of the related family members, then the city manager or another nonrelated department head/director, or designated authority will be responsible for arranging
alternate administrative review.
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3.15.6 Day-to-Day Assignments
Day-to-day assignments normally will be handled by the person assigned such
responsibilities (the supervising administrator) whether or not he/she is a relative of an
individual who is subject to such assignments. The alternate administrator should do periodic
monitoring to avoid either actual or perceived biases. Individuals perceiving a conflict of
interest or bias may discuss it with the alternate administrator. The identity of the alternate
administrator may be obtained from the supervisor of the higher-ranking family member. If
the alternate administrator agrees that there is a problem, he/she should consult with the
department head/director, or city manager about how to remedy the situation. If a
satisfactory solution is not provided, a complaining party may file a grievance, following the
guidelines outlined in Section 16 of this policy.
3.15.7 Definitions
Alternate Administrator: An administrator from another department or unit at a higher rank
than the supervising administrator, who will assume the responsibilities of the supervising
administrator for key decisions involving a relative of the supervising administrator.
Day-to-da y Assignments: Actions involving assignments on work, office space, travel, and
other benefits.
ADKcteionsvlyg:apointme,hr walofpintme,r
probationary review, annual and other performance evaluations, evaluation for promotion,
salary determinations and merit or other salary adjustment.
Relative: Spouse, child (A child is defined as a natural child, adoptive child, foster child, or
stepchild), parent, brother, sister, grandparent, and grandchild.
Supervising Administrator: The administrator who is involved in the day-to-day assignments
of employees in the department or unit in which the supervising administrator is employed,
e.g., department supervisor, department head, or director. A supervising administrator may
participate in the day-to-day assignments of a relative in his/her department or unit but may
not participate in the key decisions involving his/her relative in the unit.
3.16 OUTSIDE EMPLOYMENT
No employee of the City of Yankton shall be permitted to engage in any outside employment
where such employment conflicts or interferes with the performance of their duties with the
City. Police Department employees are to get permission from the Chief of Police to perform
off-duty security related assignments.
No employee shall conduct, or in any way engage in, another occupation or field of endeavor
while on duty with the City. Also, the City's workers compensation insurance coverage
will not be extended to outside employment.
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4 PROBATION
4.1 DURATION AND PURPOSE
Every person initially appointed to regular employment with the City of Yankton shall be on
probation for the first six (6) full calendar months of employment, except the probationary
period for new hires as Police Officers. The probationary period for new hires as police
officers will be for a period of one year. During this period the employee may be terminated
without right of appeal or due process. (See also Section 15) The probation period shall
serve two purposes:
1. It shall be a trial period for both the employee and the employer. In fact, it constitutes
the final phase of the selection process. It should give the employee the opportunity
to make an on the job assessment of the work, the department, etc. This will permit
the employee to decide, without obligation, if they want to continue in the position.
2.
It shall permit the Department Head to closely observe and evaluate the ability and
willingness of the employee to adequately carry out the duties of the position to which
appointed. For most jobs within the municipal operation, this is a period of orientation
and instruction. The employee is to be given entry-level instruction, training and
close supervision in order to offer the maximum opportunity to become an asset to
the organization.
During this probation period, an employee shall accrue both sick and vacation leave at
the regularly scheduled rate. Sick leave may be used as necessary at this time,
however, the employee is not entitled to use their accrued vacation leave until
completion of their probationary period. An employee on probation is entitled to paid
holidays as observed by the City.
4.2 EXTENSION
The probationary period for an employee may be extended by the Department Head for a
maximum of three (3) months. No more than one extension of the probationary period shall
be permitted without approval by the City Manager.
4.3 EVALUATION
Upon completion of the probationary period the Department Head shall interview the
employee and complete an employee evaluation form.
4.4 ADMINISTRATIVE PROBATION
An employee who has completed the probationary period may be placed on Administrative
Probation when general work performance shows a definite deterioration. An action plan
must be completed at the beginning of the probation period with an evaluation completed at
the end of the period. The maximum amount of time the employee will spend on
Administrative Probation will be six (6) months. The number of times that an employee can
be placed on Administrative Probation will not be limited during employment. During
Administrative Probation, the employee may, with the approval of the City Manager, be
terminated from employment with the City.
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5 CLASSIFICATION, PAY PLAN AND OTHER BENEFITS
5.1 PURPOSE
The purpose of the classification and pay plan is to provide like pay for like work; to help
establish uniform standards for recruiting, hiring, work performance and promotional
opportunities; to provide uniform and relevant titles for all positions; and to establish a logical
and equitable relationship between different types of jobs for purposes of compensation.
Salary ranges for all classifications are established by the City Commission. The pay plan
shall be provided for all employees in the City service except the City Attorney and City
Commissioners. The official pay plan shall be effective only after approval by the City
Commission in the form of a resolution. Amendments to the pay plan must also be approved
by the City Commission.
City employees shall be paid in accordance with the assigned class and step provided by the
official pay plan as adopted by the Board of City Commissioners. No employee hired for a
specific City position will be paid less than the minimum or more than the maximum of the
class to which the position is assigned.
5.2 CLASSIFICATION
Each job within the municipal service shall be assigned an individual title, or jobs of similar
characteristics, duties and responsibilities shall be assigned to a group classification.
5.3 DESCRIPTION
Each job shall be explained by a description of the duties, responsibilities and requirements
for qualification including essential job functions.
5.4 METHOD OF CLASSIFICATION
Each job shall be classified in accordance with the character, difficulty and responsibility of
designated duties and skills, educational and physical requirements, hazards, and
supervision received and exercised.
5.5 RECLASSIFICATION OF POSITIONS
As the role of city government changes and services are added, modified or discontinued, it
may be necessary for certain jobs to be reclassified, classifications to be discontinued and
others added. The City Manager may reclassify, reassign and/or transfer any employee or
employees when in his opinion, such reclassification, reassignment and/or transfer is
essential or desirable for the improvement of the municipal operation or the benefit of the
employee or department.
5.6 TYPES OF EMPLOYMENT
5.6.1 REGULAR APPOINTMENT
Regular employees participate in all fringe benefits such as vacation, sick leave, holiday pay,
shift pay, retirement, health insurance, dental insurance, life insurance, worker's
compensation, longevity pay, on-call pay, and other benefits as may be available.
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5.6.1.1 Regular Full-Time Appointment
An appointment to a regular, classified full-time position based on a forty (40) hour work
week.
5.6.1.2 Regular Part-Time Appointment
An appointment, which is made for a position, budgeted less than the normal work week
of the department, but at least thirty-four (34) hours per week. Persons holding regular
part-time appointments are eligible for all benefits on a prorated basis determined by
comparing their budgeted work day (standard equivalent work day) with an eight (8) hour
work day. However, health, dental, and life insurance benefits shall be the same as for
full-time employees.
5.6.2 TEMPORARY APPOINTMENT
Temporary employees shall not be entitled to fringe benefits. They will be covered by
worker's compensation. (See Section 13.1.4)
5.6.2.1 Temporary Appointment
An appointment which is temporary in nature to fill a regular position when circumstances
warrant and for a specified period of time.
5.6.2.2 Part-Time Appointment
An appointment for a work week of less than thirty-four (34) hours with pay computed
on an hourly basis as recommended by the Department Head and approved by the City
Manager.
5.6.2.3 Seasonal Appointment
Seasonal employees are appointed to a position, which is seasonal in nature, e.g.,
summer laborer, etc.
5.6.3 CONTRACT LABOR
Technical experts and consultants, appointed to render specialized temporary services to the
City, are not considered employees and, therefore, are not eligible for any benefits.
Any person currently employed with the City of Yankton and prior to the amendment of this
section will maintain their current employment status unless otherwise transferred.
5.7 PERFORMANCE EVALUATIONS
Performance evaluations are designed to provide the employee with a record of
his/her performance, to encourage professional growth and to promote
communication between the supervisor and employee. The performance ap p raisal will
be conducted by the employee's immediate supervisor. Performance appraisals will
be conducted a minimum of twice during the employee's training period (at the midpoint and at the conclusion of the training period) and once per year thereafter.
The performance evaluations are to be structured to each employee's position. The
purpose of the evaluation is to commend strengths, address weaknesses, suqgest
ways to improve, and discuss employee goals and objectives. Evaluations will be
conducted in a private meeting between the employee and his/her supervisor.
Employees are required to sign their evaluations. Signing does not imply agreement,
but that the contents have been made known or discussed with the employee.
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5.8 PAY PLAN
5.8.1 RANGE
The pay plan shall consist of a salary range for each classification. The pay range for each
service provides the minimum and maximum rate of pay for regular full-time employment.
5.8.2 DETERMINATION
Salary ranges are determined by the relative difficulty and responsibility of the positions of the
class, qualifications, prevailing rates of pay, cost of living factors, financial policy of the City
and other economic conditions.
5.8.3 SCHEDULE OF RANGES
Copies of the salary ranges and position title schedule shall be available for review by all City
employees through their respective Department Heads.
5.8.4 ADMINISTRATION AND INTERPRETATION
The City Manager, as the Chief Administrative Officer of the City, shall be responsible for the
administration and interpretation of the official pay plan and shall establish all salaries and
wages for all employees subject to the limits and procedures established herein.
5.9 MAXIMUM COMPENSATION
No salary payment shall be made to any employee which would have the effect of causing
the employee's total pay for any period to exceed the maximum rate prescribed for the
employee's range, except as required in adhering to regulations established for overtime
allowances, shift pay, on-call pay, sick leave payout and longevity pay.
5.10 ENTRANCE PAY
The minimum rate of pay for a range shall be paid upon original appointment to the range.
Appointment at a rate above the minimum may be authorized by the City Manager when it is
impossible to recruit qualified persons at the minimum rate for the range, or in recognition of
exceptional qualifications of the candidate.
5.11 STEP PAY PLAN SALARY INCREASES
The City Commission, when fiscally possible, wishes to reward continued favorable service
by its employees and has implemented a ten year Step plan to be used as a guideline for
annual adjustments to individual salaries based on the economic ability to afford these
increases within the annual budget. The goal of the ten year Step Pay Plan is to bring
employees up to their respective yearly step amount and eventually up to the midpoint of
their respective salary range as established by a tri-annual salary study of similar positions.
An annual resolution will be required to be passed by the City Commission to implement any
yearly step increases and the maximum year % that will be allowed to any individual that is
currently below the midpoint of their salary range and below their corresponding yearly step.
5.12 OVERTIME PAY
5.12.1 DEFINITION
Any work performed in excess of the employee's scheduled workday or in excess of forty (40)
hours in a work week shall be considered overtime and shall be compensated as overtime or
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as compensatory time. The work period for public safety employees (police officers, jailers
and fire personnel) may be based on a twenty-eight (28) day cycle as per the Fair Labor
Standards Act (FLSA).
5.12.2 PRIOR APPROVAL
Any overtime worked shall be with the prior knowledge and approval of the Department Head
or designated supervisor.
5.12.3 OVERTIME RATE
Overtime pay shall be granted for at least fifteen (15) minutes of overtime worked and at
fifteen (15) minute intervals at one and one half (1 1/2) times the employee's regular hourly
rate of pay.
5.12.4 COMPENSATORY TIME RATE
Compensatory time shall be granted for at least fifteen (15) minutes of overtime worked and
at fifteen (15) minute intervals at a rate of one and one half (1 1/2) hours of compensatory
ti me for each hour of overtime worked.
5.12.5 ACCUMULATION
Employees may accumulate compensatory time to a maximum of forty-five (45) hours.
5.12.6 APPROVAL FOR COMPENSATORY TIME
Compensatory time may be used with the approval of the Department Head at the
convenience of the City.
5.12.7 SPECIALIZED SHIFT
Specialized shifts as recommended by the Department Head and approved by the City
Manager shall only be compensated overtime pay or compensatory time off for any work
performed in excess of forty (40) hours in a work week.
5.12.8 TRAVEL TIME
Travel time will be compensable for employees depending upon the kind of travel involved.
This includes travel from job site to job site and travel to work-related meetings. Time spent
traveling between home and the departure site is considered the equivalent of travel between
home and work and is not compensable.
OUT OF TOWN TRAVEL: Time spent traveling to and from another city is counted as hours
worked even on days that are not normal workdays. Therefore, employees who are traveling
to their destination need to be paid for the time spent traveling. If an hourly employee takes a
one day trip, all the time spent traveling (excluding meals) between cities is counted as hours
worked. However, time spent traveling between home and the departure is equivalent of
travel between home and work and is not compensable. Employees will be paid up to their
regularly scheduled number of hours per day for travel, meetings, and seminars.
Overtime/comp time must be pre-approved by Department Head.
OVERNIGHT/OUT OF TOWN TRAVEL: When an hourly employee is involved in overnight,
out of town travel, a specialized shift shall apply. All time for the work week shall be straight
ti me until the employee has worked forty (40) hours. Time spent traveling to and from
another city is counted as hours worked even on days that are not normal workdays.
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Therefore, employees who are traveling to their destination need to be paid for the time spent
traveling. However, time spent traveling between home and the departure site will not be
paid. Meals and social events in conjunction with a conference are not considered time
worked unless the employee has been directed by management to attend the activity for the
purpose of fulfilling a work-related function. Overtime/comp time for the remainder of
workweek must be pre-approved by Department Head.
All paid travel time must be requested and approved by the Department Head prior to
traveling.
5.12.9 ADMINISTRATIVE AND STAFF EXEMPTION
All Department Heads and supervisory personnel serving in administrative or staff level
positions shall not receive extra compensation or overtime pay. The need for them to work
extra or irregular hours from time to time in order to carry out their assigned responsibilities
and properly administer the authority vested in them is a consideration in the determination of
their salary. Time off reflecting extraordinary time worked is at the discretion of the City
Manager and is not on an "hour for hour" basis.
Administrative or staff level positions shall include the Department Heads, Division Heads
and professional positions in the pay plan.
5.13 DATES OF PAY
5.13.1 SCHEDULE
The promotion of good wage administration requires that the City provide a biweekly payroll
system for all City employees. All employees shall be paid on a biweekly basis, with Friday
being the payday. The workweek shall be established by administrative action based on the
needs of the department or operation.
5.13.2 EXCEPTION
In the event a payday falls on a holiday, an effort will be made to distribute the checks on the
last workday before the holiday.
5.14 VOLUNTEER FIREFIGHTERS
An employee who is a member of a volunteer fire department, volunteer ambulance service,
or search and rescue team is not required to use leave for emergency response to fire
suppression, ambulance service, or search and rescue activities if the service is performed
within the volunteer's established normal response area or mutual aid response area.
Volunteer service outside this area must have prior approval of the employee's supervisor or
department head. Training and other activities supporting these volunteer activities will be
considered on a case-by-case basis by the employee's supervisor or department head. The
absence is considered time off with pay.
Volunteer firefighters shall be paid as established by the City Commission.
5.15 LONGEVITY PAY
Regular employees shall be eligible for longevity pay based upon length of service with the
City of Yankton. Longevity pay shall be granted to eligible employees after five (5) full years
of service in accordance with the latest resolution adopted by the Board of City
Commissioners. All regular employees shall be eligible for longevity pay provided that the
following conditions are fulfilled:
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5.15.1 ELIGIBILITY
Length of service shall be the full number of years as of the hire date of the employee during
the calendar year. Years of service shall be continuous years of service. However,
employees who have had their careers interrupted by service in the Armed Forces of the
United States and who resume their City careers within thirty (30) days of release, shall have
all prior service and military service counted as years of service. Any question of eligibility
shall be determined by the City Manager.
5.15.2 PAYMENT
Longevity pay shall be paid annually in the first pay date of December. All deductions
required by law shall be made.
5.16 PAYROLL RECORDS
The Department of Finance shall keep adequate records of all persons employed, their pay
scale, time worked, compensatory time, accrued and used vacation and sick leave, holiday
pay, all absences from duty and all other records pertinent to payroll, including the extension
and verification of payroll.
5.17 FINAL PAY
An employee who is laid off, dismissed or who otherwise terminates their employment shall
receive their final paycheck on the first regularly scheduled pay day following termination of
employment and only after all city property has been returned.
No employee shall be paid for any unused sick leave upon termination of employment except
for any payment in excess of maximum accumulation as designated in Section 13.1.3.3.
An employee who has been employed six (6) months or longer shall be paid all unused
vacation and prorated longevity pay upon termination of employment. (See also Section
13.1.1.4)
An employee shall be paid all unused compensatory time upon end of employment. (See
also Section 5.12.4)
5.18 ON-CALL PAY
An employee who is scheduled for call time during other than normal working hours shall
receive on-call compensation at straight time in the amount of seven (7) hours for the week in
which the employee is on-call. In addition to on-call pay, the employee shall be compensated
at overtime rates for any hours worked while on-call. To be eligible for on-call pay, an
employee must be regularly scheduled to be on-call, must be available when called, and
must carry the communications equipment which is supplied to on-call employees.
Department Heads who have employees on-call shall prepare an on-call list and make it
available for all employees concerned. Employees who are on-call shall not trade on-call
dates without the approval of the Department Head.
5.19 SPECIAL SHIFT DIFFERENTIAL PAY
All classified employees who are scheduled to work a regular swing or midnight shift shall be
compensated a special shift differential of $.40 per hour. This special shift differential shall
be paid to all eligible employees on a quarterly basis.
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5.20 INSURANCE BENEFITS
The City of Yankton will make group life, health, and dental insurance programs available for
participation by eligible employees. Payroll deduction is also available for cancer and
intensive care insurance.
5.21 RETIREMENT BENEFITS
The City participates in the South Dakota Retirement System. Class A employees contribute
6% of their gross income biweekly to the system and Class B employees (sworn officers and
fire) contribute 8%. The City matches these contributions.
5.22 DEFERRED COMPENSATION
The International City Manager's Association (ICMA) offers a deferred compensation plan to
all municipal employees. Payroll deduction is available for participation in any of the funds
available.
5.23 FLEX PLAN
This plan allows for employees to pay for eligible insurance premiums with untaxed dollars.
In additions, expenses for unpaid medical costs and dependent daycare may also be run
through this plan.
5.24 DIRECT DEPOSIT
Direct Deposit is available to employees and will automatically deposit employee's paychecks
into a designated checking and/or savings account on each payday. The first payroll after
sign-up will be used by the bank to verify accuracy of account numbers and funds. The
following payroll will commence the automatic deposit of your funds as indicated on the
authorization form.
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6 TRAINING
Each department shall determine and provide necessary training beyond that which is a
prerequisite to employment for its employees. Any training which will require the employee to
be out of the City or will incur any obligation on behalf of the City shall first be recommended
by the Department Head and approved by the City Manager on the Travel Request/Travel
Advance Requisition form. Any person undertaking such training shall submit the Employee
Training Record form to Human Resources within ten (10) days of the training. This form will
be placed in the employee's personnel file.
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7 TRANSFERS AND PROMOTIONS
7.1 PROMOTION
Vacancies will be filled by promotion wherever practical and whenever in the best interest of
the City service. Where applicable, promotion shall be by competitive examination.
7.2 EXAMINATIONS
Personnel, in departments where written promotional exams are given on a regularly
scheduled basis, shall take and pass prescribed examinations before being eligible for
promotion.
7.3 TRANSFER
Employees wishing to transfer to another department or division when an opening exists
must complete an application form.
7.4 ELIGIBILITY
Upon meeting minimum qualifications for the stated position, the employee's name shall be
placed on the proper eligibility list for consideration.
7.5 NOTICE AND EFFECTIVE DATE
Upon offer of employment and acceptance, the employee shall give two (2) weeks notice to
their current Department Head. The transfer shall be effective the first work week following
the two (2) weeks notice.
7.6 TRANSFER OF PROBATIONARY PERIOD
Employees promoted or transferred to a new position or division shall be subject to the
probationary policy and procedures described in Section 4 including termination for
unsatisfactory performance. However, regular employees who have completed an initial
probationary period shall be entitled to a hearing if terminated during probation.
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8 EMPLOYEE SUGGESTIONS AND RECOMMENDATIONS
Ideas and suggestions for the improvement of any part of the municipal operation are
encouraged and will be welcomed for consideration by the supervisors, Department Heads
and the City Manager.
Employees are encouraged to suggest improvements in methods, procedures, working
conditions, service to the public, employee morale, health and safety. Suggestions may be
either within or outside your job responsibilities, if sufficiently superior or meritorious to
warrant special recognition. Suggestions of a major or minor nature whether approved as
submitted or approved in part, are eligible for award consideration. Suggestions should be
submitted in writing to your Department Head. Employees may also submit ideas to the
supervisor if they relate to matters within their jurisdiction. If your ideas are adopted, you can
receive a cash award, time off with pay, or a distinguished service plaque. The size of the
award will depend on the significance of the suggestion.
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9 EMPLOYEE COMMITTEE
9.1 PURPOSE
The purpose of the Employee Committee shall be to make recommendations to the City
Manager regarding policies and events, which affect the working environment of the
employees of the City of Yankton.
9.2 APPOINTMENT
The employees of the City of Yankton shall elect representatives to the Committee on or
before January 1 annually. Each elected member serves a two year term and shall serve no
more than three (3) consecutive terms. The number and distribution of representatives shall
be determined by the Committee with the approval of the City Manager.
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30
10 SAFETY
Employees shall exercise good judgment and take appropriate precautions in the
performance of their work. Department Heads and supervisors shall see that employees are
properly trained in how to safely perform their various tasks and utilize equipment.
Recklessness, laxity or carelessness will not be condoned. Prompt action shall be taken to
correct or repair faulty equipment or hazardous conditions in work areas.
Department Heads and supervisors shall also see that adequate protective equipment is
available for use by employees under their supervision. Employees whose work requires
prescription safety eyeglasses or who are in positions in which prescription eyeglasses may
be damaged or broken due to occupational risks will be provided with one pair of prescription
safety eyeglasses at City expense. Employees covered by this section are eligible for
replacement of damaged or broken prescription eyeglasses once per calendar year. The City
Manager shall establish the maximum amount to be paid by the City for the purchase or
replacement of eyeglasses. Employees must purchase eyeglasses, which meet the criteria
of prescription safety eyeglasses, and may submit a request for reimbursement up to the
maximum amount established by the City Manager. All purchases or replacements of
prescription eyeglasses shall be approved in advance by the employee's Department Head.
10.1 USE OF SAFETY BELTS
All city personnel operating or occupying City vehicles or equipment, or one used on official
business will wear safety belts (lap and shoulder).
Passengers who are not City employees while in a City vehicle or equipment will also be
required to wear their safety belts. The driver shall be responsible to ensure the compliance
of all occupants to this directive.
Safety belt assemblies, in City vehicles or equipment, shall not be modified or altered in any
manner without the express written approval of the department head.
City vehicles or equipment with inoperable safety belt assemblies will not be used until the
safety belt assemblies are repaired.
Exception: There may be times and circumstances where the use of safety belts may be
deemed inappropriate or inadvisable due to the nature of the function. Supervisory personnel
may grant in writing, an exception to this policy pursuant to the specific situation. As with any
policy deviation, rationale must be warranted and explained upon request.
Enforcement: It will be the responsibility of supervisory personnel to monitor and enforce this
policy. City personnel disregarding this policy (without just cause) will be subject to charges
and subsequent sanctions under the Personnel Rules.
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11 SAFETY COMMITTEE
The City Manager will be responsible for appointing a Safety Committee annually.
11.1 COMMITTEE MEMBERS
The Committee shall consist of at least five (5) members but not exceed nine (9) members
serving no more than two (2) consecutive three (3) year terms. The Committee shall consist
of employees from different departments who represent a wide variety of positions from City
work status. Annual appointments shall be staggered to assure there are several
experienced members serving at a time.
11.2 PURPOSE
The committee shall meet no less than every other month to review any new injury claims or
safety complaints and to promote general safety throughout the City work environment. The
Committee may make recommendations to appropriate employees to correct unsafe
conditions and act as a Safety Advisory Board to the City Manager. Specific duties shall be
outlined by the City Manager.
11.3 EXCEPTIONS
It is not the responsibility of the Safety Committee to determine in reviewing an accident, to
place any blame, responsibility, liability or justification in any manner.
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12 TRAVEL
12.1 GENERAL
The City of Yankton, in order to advance the training and professionalism of its staff,
authorizes attendance at certain schools and conferences, and recognizing that employees
sometimes travel outside the City to conduct business, herein provides a policy framework for
use by City employees.
In all cases City employees are expected to show good judgment and proper regard for
economy in incurring travel and related expenses. In no instance will the City incur any cost
for a member of an employee's family or other approved individual who may accompany the
employee on an official trip in a private vehicle. However, with the City Manager's approval,
an employee's spouse may ride along in a City vehicle with the cost difference for any
expenses to be paid by the employee. The special request should be made at the same time
as the travel advance request.
12.2 GUIDELINES
12.2.1 TRANSPORTATION
In all cases City employees shall take the most economical mode of transportation feasible
for any given travel assignment or arrangement. Where any employee elects to take a more
expensive mode of travel, said employee shall only be reimbursed for the more economical
form of travel by the City. For example, an employee attending a conference outside the
State who elects to drive a private automobile will not be reimbursed on a mileage basis if
discounted coach air fare to the same location would be a less expensive mode of travel.
Additionally, if the employee elects to arrange their own separate transportation rather than
ride with other employees in available City transportation, the employee shall not be
reimbursed for any travel expense.
12.2.2 RECEIPTS FOR ALLOWED EXPENSES
Adequate receipts shall be required for all expenses (except for miscellaneous expenses
explained below) incurred on any authorized travel. In addition to transportation, the City
shall provide for the payment of lodging, meals, registration fees and miscellaneous
expenses where necessary. Reimbursement for meals shall be based on actual expenses
incurred with the express prohibition of City funds being spent on any alcoholic beverages.
Registration fees shall be paid by the City in advance where possible. Miscellaneous
expenses with or without a receipt (such as cab fares, tips for cabs or occurrences where
receipts are not normally received) will be paid where found to be reasonable for such items
as local transportation, tips and other miscellaneous expenses which are incurred by said
employee.
12.2.3 EXPENSE REPORTS
All employees shall be expected to complete an expense report within five (5) working days
of return to the City from authorized travel. (See form in Appendix A)
12.2.4 MILEAGE
In all instances where the use of private cars are required and approved by the City Manager
for City business, the employee shall be reimbursed at a rate per mile as established by the
IRS from time to time for the use of private vehicles. If an employee elects to take their own
vehicle when a City vehicle is offered, they shall be reimbursed for gas expense only. (See
also Section 12.2.1)
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12.3 TRAVEL TIME
Travel time will be compensable for employees depending upon the kind of travel involved.
This includes travel from job site to job site and travel to work-related meetings. Time spent
traveling between home and the departure site is considered the equivalent of travel between
home and work and is not compensable.
OUT OF TOWN TRAVEL: Time spent traveling to and from another city is counted as hours
worked even on days that are not normal workdays. Therefore, employees who are traveling
to their destination need to be paid for the time spent traveling. If an hourly employee takes a
one day trip, all the time spent traveling (excluding meals) between cities is counted as hours
worked. However, time spent traveling between home and the departure is equivalent of
travel between home and work and is not compensable. Employees will be paid up to their
regularly scheduled number of hours per day for travel, meetings, and seminars.
Overtime/comp time must be pre-approved by Department Head.
OVERNIGHT/OUT OF TOWN TRAVEL: When an hourly employee is involved in overnight,
out of town travel, a specialized shift shall apply. All time for the work week shall be straight
time until the employee has worked forty (40) hours. Time spent traveling to and from
another city is counted as hours worked even on days that are not normal workdays.
Therefore, employees who are traveling to their destination need to be paid for the time spent
traveling. However, time spent traveling between home and the departure site will not be
paid. Meals and social events in conjunction with a conference are not considered time
worked unless the employee has been directed by management to attend the activity for the
purpose of fulfilling a work-related function. Overtime/comp time for the remainder of
workweek must be pre-approved by Department Head.
All paid travel time must be requested and approved by the Department Head prior to
traveling.
12.4 TRAVEL ADVANCE
The City Manager may authorize advance travel monies for an employee who must travel on
official City business in an amount not to exceed the estimated budget for such trips. Any
excess must be returned to the City with the expense report. Additionally, any City approved
expenses reimbursed to the employee by an outside agency must be returned to the City
upon receipt.
12.5 AUTHORIZATION
The City Manager shall be responsible for the administration and enforcement of City travel
regulations and for the approval of all City travel requests.
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37
13. LEAVES OF ABSENCE
To accumulate benefits an employee must be in full pay status while on leave, that is, not on
leave without pay or injury leave unless otherwise noted. (Exceptions to this policy are noted
specifically for seniority credit while on military leave without pay.)
When an employee is promoted, demoted or transferred, all sick leave, vacation leave and
compensatory time credit remain to the employee's credit and shall be so transferred.
However, every effort should be made to exhaust compensatory time prior to the transfer.
All requests for leaves of absence with or without pay shall be made in writing at least ten
(10) days in advance of the beginning date, or as designated, to the immediate supervisor
except for sick leave or injury leave requests.
It is the obligation of each employee to report to work on time on a regular basis. The City
will not tolerate excessive abuse of leaves with or without pay. The City has defined
excessive absences as four (4) or more days within a 60 day period in which the absence
has not been authorized and approved by the Department Head and City Manager or there
appears to be a pattern of abuse occurring with a particular employee.
13.1 LEAVES OF ABSENCE WITH PAY
Earned Vacation
13.1.1
Each full-time or regular employee in the classified City service shall receive vacation credit
annually as follows:
13.1.1.1 Accumulation
Vacation shall be earned according to the following schedule:
0 – 6 years continuous service
7-13
14 or more
80 working hours
120 working hours
160 working hours
No accumulation will be credited during the first six months of continuous service,
however, forty (40) hours of vacation leave will be credited at the end of the first six (6)
months of continuous service. Persons holding regular appointments and working less
than a forty (40) hour work week shall earn vacation credit based on their budgeted work
week compared to a forty (40) hour work week.
13.1.1.2 When Taken
No vacation leave may be taken by an employee until said employee has been in the
service of the City continuously for a period of six (6) full months unless approved by the
City Manager. Each Department Head shall schedule vacation in accordance with
normal operating requirements and in so far as possible with the requests of the
employees. Reporting of vacation leave may not cause more than the standard
equivalent workday to be reported on the time card. (See also Section 5.9)
13.1.1.3 Accrual
Employees will accrue vacation with each pay period. The maximum allowable accrued
vacation shall be two (2) times the amount of vacation earned in a year based on the
employee's hire date.
13.1.1.4 Leave on Termination
Any regular employee leaving the municipal service shall be compensated for vacation
accrued to the date of the employee's separation or resignation provided said employee
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had been in the service of the City for at least six (6) full months. However, the maximum
compensation paid shall be for two (2) times the amount of vacation earned in a year
based on the employee's anniversary date.
13.1.1.5 Waiving Vacation Prohibited
As vacation leave is granted to employees for the purpose of job relief, no employee shall
be permitted to waive such leave. Each employee is encouraged to take a minimum of
five (5) days of continuous vacation per calendar year after the first year of employment.
Holidays and compensatory time may be included in the calculation of five (5) days.
13.1.1.6 Holidays Occurring During Vacation
Any official holiday set forth in this article which shall occur during an employee's
scheduled vacation shall be counted as a holiday, not as a day of vacation. (See also
Section 13.1.1.5)
13.1.2 FAMILY AND MEDICAL LEAVE
13.1.2.1 Qualifications
Effective August 5, 1993, any employee who had been employed by the City of Yankton
for at least twelve (12) months, and who has worked at least 1,250 hours during the
twelve (12) months before time of request, must be granted up to twelve (12) weeks
leave of absence during any twelve (12) month period for the following reasons:
1. The birth of a baby.
2. Receiving a child through adoption or foster care.
3. Caring for a spouse, child or parent with a serious medical condition.
4. An employee's own serious health condition.
See also Sections 13.1.1 Earned Vacation, 13.1.3 Accrued Sick Leave, 13.2
Leaves of Absence Without Pay.
13.1.2.2 Definitions
1. Child: A biological, adopted or foster child; or stepchild; a legal ward or child of a
person standing in loco parentis (in the place of a parent), who is (a) under age
18; or (b) 18 years or older and incapable of self-care because of a mental or
physical disability.
2. Spouse: A husband or wife.
3. Parent: The biological parent of an employee or an individual who stood in loco
parentis to an employee.
4. Serious Health Condition: An illness, injury, impairment, or physical or mental
condition that involves (a) inpatient care in a hospital, hospice, or residential care
facility; or (b) continuing treatment by a health care provider.
5. Health Care Provider: Either (a) a doctor of medicine or osteopathy who is
authorized to practice medicine or surgery (as appropriate) by the state in which
the doctor practices; or (b) any other person determined by the Secretary of
Labor to be capable of providing health care services.
13.1.2.3 Certification
Certification of a serious health condition as defined above must be provided by the
employee's health care provider when the family or medical leave for same extends
beyond seven (7) consecutive days or fifty-six (56) total hours. The employee shall
obtain such certification 15 days after request for same by the City. The City may require
a second opinion at the City's expense if determined appropriate by the Department
Head and City Manager.
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13.1.2.4 Types of Leave
Each employee requesting Family and Medical Leave must submit a leave request form
(See Appendix A).
13.1.2.4.1 Intermittent Leave
Intermittent leave may be approved by your Department Head in the case of birth or
adoption of a child. Intermittent leave must be approved upon request to the
Department Head for a serious health condition where medically necessary.
13.1.2.4.2 Reduced Schedule
Leave may be requested in the form of a reduced schedule. Such schedule shall be
arranged with the employee, the employee's supervisor, and the Department Head.
13.1.2.4.3 With or Without Pay
Family or medical leave may be taken with or without pay, however, all sick, vacation
and/or compensatory time accrued must be exhausted within the restrictions of those
separate policies before taking more than twenty (20) hours of family or medical leave
without pay.
13.1.2.5 Accrual of Benefits
The City will continue to pay its share of health and life insurance premiums during the
family or medical leave whether with or without pay. The employee will need to make
payment to the City at the beginning of each pay period for the employee's share of the
premiums if the family or medical leave is without pay or if there is a reduced schedule
without sufficient income to cover deductions.
The cost of health and life insurance premiums paid on behalf of the employee will be
reimbursed to the City if the employee does not return to work at the end of the family or
medical leave. However, if the employee did not return due to the continuation,
recurrence or onset of a serious health condition, or there were "other circumstances
beyond the employee's control," benefits need not be reimbursed.
13.1.2.6 Reinstatement
Employees will be reinstated to their previous (or equivalent) position with no loss of
benefits following leave. However, the City may deny reinstatement to certain highly paid
employees, those in the top 10% of the City's workforce, in certain situations.
13.1.3 ACCRUED SICK LEAVE
13.1.3.1 Accumulation
Sick leave benefits are granted on the basis of:
1. Eight (8) working hours per month of service on a forty (40) hour work week.
2. Sick leave with pay may be accumulated to a maximum of 960 hours.
3. Persons holding regular appointment with a standard work week of less than
forty (40) hours shall earn sick leave credits and have a maximum accrual of sick
leave credits based on their budgeted work week compared to a forty (40) hour
work week.
13.1.3.2 Use of Sick Leave
Sick leave may be authorized on any scheduled work day other than holiday or other
authorized absence for the following:
1. Personal illness or off the job injury.
2. Enforced quarantine of the employee in accordance with community health
regulations.
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3.
4.
Ill ness in the immediate family when it can be clearly shown that an employee's
presence is required. Immediate family shall mean the employee's spouse,
children (A child is defined as a natural child, adoptive child, foster child, or
stepchild), parents, stepparents, brothers, sisters, grandparents, grandchildren
and the same relatives of the spouse. Such use must be approved by the
Department Head.
Death of a member of the employee's immediate family as defined in the above
paragraph. This leave may not be granted to exceed five (5) working days per
death, ten (10) days for death of spouse.
Reporting of sick leave may not cause more than the standard equivalent workday to be
reported on the time card. (See also Section 5.9)
13.1.3.3 Payment For Sick Leave Earned Over Maximum Accumulation
When a person accumulates the maximum sick leave allowed, additional sick leave will
continue to accrue until the end of the calendar year. However, this additional sick leave
may not be used and will not carry over into the next calendar year. Each employee, who
accrues this additional leave, shall be paid based on one (1) hour pay for every two (2)
hours additional sick leave accrued. A review of all employees' sick leave records shall
be made on the last working day in December with payment the first payday in January.
13.1.3.4 Maternity Leave
Paid maternity leave will be granted to the extent of the accrued sick leave available to
the employee. After the accrued sick leave has been exhausted, any further maternity
leave granted shall be compensatory time off, vacation leave or leave without pay. (see
also Sections 13.1.1 and 13.1.3) Sick leave will not be granted for child rearing.
Maternity leave shall begin upon determination by a medical doctor that the employee
should leave work for medical reasons. Maternity leave will be terminated upon a written
determination by a medical doctor that the employee is able to return to work. Maternity
leave shall be treated as any other eligible item for sick leave. All benefits and conditions
which apply to sick leave would apply to maternity leave as well, unless specifically
changed by this paragraph.
13.1.3.5 Reporting of Sick Leave
A Sick Leave Report (See Appendix A) must be completed for all sick leave used and
submitted with the time card reporting sick leave taken. After approval by the
Department Head and City Manager, the report will be placed in the employee's
personnel medical file.
13.1.3.5.1 Notification
Sick leave with pay is authorized only if the employee notifies their Department Head
or supervisor of the necessity for absence. An employee whose work requires a
substitute for a particular shift assignment is required to give reasonable notification
in advance of the employee's assigned time to start work.
13.1.3.5.2 Unauthorized
If an employee is absent from work and has not notified the Department Head or
supervisor of an illness, sick leave will not be granted for the absence and the
absence will be recorded as an unauthorized leave.
13.1.3.5.3 Medical Certificate
A medical certificate or other substantiating evidence of illness may be required for
any sick leave absence. Abuses of sick leave benefits shall be sufficient cause for an
employee to be dismissed from City service.
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A physician's report section of the sick leave report form must be submitted when the
leave extends beyond three (3) continuous work days and at the end of each
succeeding pay period. For an extended period of sick leave, a doctor's report of
expected duration shall be sufficient.
13.1.3.5.4 Release to Work
Before an employee can be permitted to perform assigned duties after having
sustained an injury or having been ill beyond seven (7) continuous work days, said
employee must present the Department Head with a physician's report stating that
the employee is fit for work. This report must be forwarded to the payroll clerk.
13.1.4 ON THE JOB INJURY
In the event of an injury on the job, the employee with the most seniority at the site shall
determine if emergency, non-emergency, or first aid care is required and take appropriate
action. The employee's Department Head should be notified of the injury and action taken as
soon as possible.
Employees injured on the job are covered by the South Dakota Worker's Compensation Act.
This law provides specific benefits. In order to qualify for these benefits specific procedures
shall be followed.
13.1.4.1 Employee
The employee shall immediately report any injury, regardless of extent, to said
employee's immediate supervisor. The employee shall be responsible for providing the
necessary information to the Human Resources office for the completion of all accident
reports within 72 hours of the injury. If the employee is unable to comply due to the
injury, the Department Head shall be responsible for this report.
13.1.4.2 Supervisor
The supervisor shall immediately inform the Department Head of the action taken and
shall notify the employee of the requirement to complete an accident report within 72
hours of the injury.
13.1.4.3 Department Head
The Department Head will be responsible for orally forwarding any information
concerning accidents to the City Manager as soon as possible. The Department Head
shall be responsible for providing the necessary information to the Human Resources
office for the completion of all accident reports within 72 hours of the injury if the
employee is unable to do so. Upon the employee's return to work, the Department Head
will inform the City Manager's office by memorandum.
13.1.4.4 Expenses
Medical and hospital expenses incurred due to on the job injuries shall be paid for in
accordance with City policy and the applicable provisions of the Worker's Compensation
Act.
13.1.4.5 Limitations
A regular employee on injury leave shall be compensated, up to a maximum of ninety
(90) calendar days at a rate that when added to the employee's worker's compensation
benefits shall equal the employee's previous net pay not including any voluntary
deductions. The employee shall present evidence to the Finance Officer of the amount of
any worker's compensation benefits received prior to any payment being made by the
City. After the ninety (90) day period, the employee may elect to use accumulated
compensatory time, sick leave and/or vacation credits to continue receiving full pay.
Should the employee not elect such action or should the employee exhaust all such
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accumulated credits, the employee may apply for disability under the provisions of the
Worker's Compensation Act or the Retirement Fund.
A temporary or seasonal employee injured on the job shall receive only those benefits
provided by the Workers Compensation Act.
13.1.4.6 Leave Accrual
All vacation, sick leave and holiday leave earned while on injury leave shall accrue at the
employee's regular rate during the initial ninety (90) day period. Throughout the
remainder of the leave, additional vacation, sick and holiday leave accrual shall be
prorated relative to the sick, vacation and/or compensatory time being reported.
13.1.5 CIVIL DUTY
13.1.5.1 Jury Duty
It is the civic obligation of each City employee to serve on a jury if he or she is called. An
employee may not be discharged or suspended for serving on a jury. While on jury duty
or while appearing as a legally required witness, an employee shall turn over to the City
Finance Officer any payments received for such duty during scheduled work days, except
payments received for mileage, meals or expenses for out-of-town jury duty and be paid
in full for their normal work schedule. Or, the employee may keep the payments received
and use vacation or compensatory time for their normal scheduled workdays.
13.1.5.2 Court Appearance
An employee, who is required to make a court appearance in an official capacity in
connection with the City of Yankton or as an expert witness, shall be deemed to be on
duty and no charge will be made against leave. Any compensation received for the
appearance shall be turned in to the Finance Officer. However, if an employee is
involved in a personal case, either as a plaintiff or as a defendant, the employee may be
granted leave, but the time the employee takes off will be charged either to accrued
vacation leave, compensatory time off, or leave of absence without pay.
13.1.5.3 Voting
An employee who is entitled to vote in a public election shall be given two (2) hours of
time off with pay to vote, unless he/she has two consecutive non-working hours in which
to vote while the polls are open. The City may designate the particular hours of absence.
13.1.6 HOLIDAYS
13.1.6.1 Rate of Pay
All regular full-time employees of the City of Yankton shall receive holiday pay for all
holidays observed by the City based upon normal pay for a forth (40) hour work week
without consideration for bonuses or other supplemental compensation.
All regular part-time employees of the City shall receive holiday pay based upon a
prorated basis equal to their standard equivalent workday.
13.1.6.2 Observed Holidays
The following holidays will be observed by the City:
a.
b.
c.
d.
e.
f.
New Year's Day – First day of January
Memorial Day – Last Monday in May
Independence Day – The fourth day of July
Labor Day – first Monday in September
Veterans' Day – The eleventh day of November
Thanksgiving – The fourth Thursday and Friday in November
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g.
h.
Christmas Day – the Twenty-fifth day of December
One personal day – Employee's choice of observing either Martin Luther King
Day,
Good Friday, Native American Day, or the employee's birthday.
Employees will notify, at the beginning of each year, their Department Head with their
personal day choice. The Department Head shall make every effort to accommodate the
employees' desires, but must maintain adequate staffing levels to conduct City operations.
13.1.6.3 Holiday Worked
Regular employees who are required to be on duty on a holiday shall receive, in addition
to their holiday pay, compensatory time off or overtime pay at one and one half (1 1/2)
times their usual rate, except shift workers, as explained in the sections below.
13.1.6.4 Shift Workers
Due to the nature of their rotating schedule, all shift workers shall receive eight (8) hours
of holiday pay for each holiday whether working or not working. Additionally, a shift
worker who works on the holiday may choose either eight (8) hours straight time or eight
(8) hours of compensatory time credit for the day worked. A shift worker who is
scheduled off on the holiday may choose either eight (8) hours straight time or eight (8)
hours of compensatory time credit for the last day worked before or the next day worked
after the holiday within the same pay period.
A shift worker who is not scheduled to work but is called out to work on a holiday shall be
paid overtime or compensatory time for all hours worked on the holiday.
13.1.6.5 Exception
Holiday pay is disallowed when an employee:
1. Does not comply with the request to work on a holiday.
2. Is not in pay status, i.e., not receiving pay, on the working day preceding and the
working day following the holiday unless the employee is granted specific approval by the
Department Head.
13.1.6.6 Holiday and Leave
Holidays, which occur during an approved leave of absence with pay, are not charged as
days of leave taken.
13.1.6.7 Weekend Holiday
When any of the above holidays fall on a Sunday, the following Monday is observed as
the holiday; if any holidays fall on a Saturday, the preceding Friday shall be observed as
the holiday except as determined "in the best interest of the City." The City's policy shall
be to observe Veteran's Day on November 1 1 th of each year.
13.2 LEAVES OF ABSENCE WITHOUT PAY
A copy of a Leave of Absence Request form can be found in Appendix A. This form may be
used to request any leave of absence without pay. No sick or vacation leave shall accrue
during a leave of absence without pay. (See also Section 13)
13.2.1 UNEARNED SICK LEAVE
13.2.1.1 Eligibility
An employee is eligible for sick leave without pay if all regular sick leave, accrued
vacation leave, and compensatory time has been exhausted.
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13.2.1.2 Duration
Sick leave without pay may not exceed forty-five (45) days unless approved by the City
Manager. During the forty-five (45) calendar days, the City will continue to pay its portion
of the employee's health and life insurance policies at the same rate as prior to the
employee's request for sick leave without pay. At the end of the forty-five (45) day
period, the City will have the option to terminate the employee's employment with the City
and cease making any contribution to the health and life insurance policies of the
employee. Section 13.1.2 Family and Medical Leave shall take precedence over any
provisions of this section.
13.2.2 EDUCATIONAL LEAVE
13.2.2.1 Eligibility
Educational leave of absence without pay may be granted to an employee not to exceed
twelve (12) months. Course work shall be related to the employee's career field. The
leave must be recommended by the Department Head and approved by the City
Manager. If, upon investigation of responsible authorities, it is found that educational
leave will be beneficial to the City as well as to the employee, and it is practical to allow
the employee's position to remain vacant or to be filled by a temporary employee,
educational leave without pay may be granted.
13.2.2.2
Requesting Educational Leave Without Pay
Requests shall be submitted in writing to the Department Head two (2) months in
advance of the starting leave date stating the reasons for the requested leave, the date
the leave will begin and the probable date of return.
13.2.3 OTHER LEAVE WITHOUT PAY
13.2.3.1 Duration and Benefits
A Department Head may grant leaves of absence without pay up to forty-five (45)
calendar days. During the forty-five (45) days the City will continue to pay its portion of
the employee's life and health insurance. The City Manager may at his or her discretion
extend the leave of absence without pay beyond forty-five (45) days.
13.2.3.2 Eligibility
Any leave of absence without pay shall not be permitted until all vacation leave and
compensatory time has been exhausted.
13.2.3.3 Request
Any request for leave of absence for personal reasons shall be submitted in writing to the
Department Head two (2) weeks prior to the starting leave date stating reasons for the
request, the date the leave shall begin, and the probable date of return.
13.3 MILITARY LEAVE
13.3.1 ELIGIBILITY
13.3.1.1 Active Duty
Any regular employee of the City of Yankton who involuntarily enters extended active
duty in any branch of the military service, including all guard and reserve units of the
Armed Forces of the United States, shall be placed on a military leave of absence.
13.3.1.2 Reserve Duty
Any employee who is a member of any component of the military reserve may be granted
a leave of absence to meet said employee's military obligation. This leave shall be
granted for a period of time to allow completion of a short tour of active duty. As a
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minimum, this period of time shall be no less than fifteen (15) days. An employee may be
eligible to receive the difference between their military pay received and their authorized
salary, provided that the military pay is less than the authorized City salary. This
difference may not be paid to exceed ten (10) regular working days in any one (1)
calendar year. The difference of pay between military pay and authorized City salary
shall be reduced by one (1) day's pay for each vacation day earned in excess of ten (10)
vacation days per year by the employee. In order to receive compensation, the
employee must file a statement of earnings from the military with the Finance Department
payroll clerk.
13.3.1.3 Drills
Employees shall be permitted to attend required monthly military weekend drills. Said
employees shall be responsible for notifying their supervisor in advance of the scheduled
drill so as to allow proper time to adjust City work schedules to provide adequate
manpower for required City functions. The advanced notification by the employee may
be given in writing to the supervisor.
13.3.2 REQUESTING MILITARY LEAVE
13.3.2.1 Active Duty
The Department Head shall approve a military leave of absence upon the request of an
employee. The employee must present a copy of active duty orders to the Department
Head as soon as possible after receipt of such orders.
13.3.2.2 Short Tour
The employee shall present copies of orders, specifying inclusive dates of the short tour,
as soon as possible after notification to said employee's Department Head who shall then
approve the military leave.
13.3.3 MILITARY LEAVE REINSTATEMENT PROCEDURES
13.3.3.1 Limitation
The employee must apply for reinstatement within ninety (90) days after release from
extended military service or within 90 days after hospitalization.
13.3.3.2 Proof of Discharge
The employee must present a copy of said employee's release for discharge from active
military duty or a notarized copy thereof as proof to be eligible for reinstatement.
13.3.3.3 Physical Examination
The employee must have a physical examination prior to reinstatement.
13.3.3.4 Honorable Discharge
The employee must be released or discharged under honorable conditions to be eligible
for reinstatement.
13.3.4 MILITARY LEAVE REINSTATEMENT QUALIFICATIONS
13.3.4.1 Position
An employee who entered the Armed Forces of the United States shall be reinstated to
said employee's former position or to a comparable position, and if such position is not
available, then to a position of like seniority, status and pay. Such right shall be subject
to three limitations:
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13.3.4.1.1 Mental or Physical Disqualification
Reinstatement of employee cannot be required in a position, which said employee is
mentally or physically unqualified to fill.
13.3.4.1.2 Abolished Positions
If a position formerly held by an employee applying for reinstatement has been
abolished, said employee shall be offered the opportunity of reinstatement in a
position of like status and pay.
13.3.4.1.3 Lack of Seniority
Reinstatement of such employee must not make it necessary to lay off an employee
of greater seniority.
13.3.4.2 Seniority
When there are more applications for reinstatement than there are positions available,
the position shall be filled according to seniority. Seniority shall accrue to the first person
called to report to duty or perform duty of the armed forces, and thereafter to any similar
employee next nearest to first person's employment in point of time if such first person
shall not within the period set out to apply for reinstatement.
13.3.4.3 Duties
Reinstated employees must actually perform the duties characteristic of their class, as do
other employees.
13.3.4.4 Other Classes
If there is no appropriate vacancy in the class of positions left by the former employee
when said employee entered the Armed Forces, said employee may be placed in the
appropriate vacancy in any other classes specified by said employee and deemed proper
by the City Manager.
13.3.4.5 Declining of Position Offered
If a former employee declined a proper reinstatement for a comparable position, said
employee forfeits all reinstatement rights, except that said employee may request to be
placed on the re-employment eligibility list.
13.3.4.6 Employee on Probation
An employee who entered the Armed Forces while serving during said employee's
probationary period on a regular appointment shall have said employee's name placed
on the re-employment list according to seniority. However, employees must apply for
reinstatement in accordance with the prescribed procedure.
13.3.5 BENEFITS FOR REINSTATED EMPLOYEES
13.3.5.1 Classification
The employee will be reinstated to a position in the current classification plan.
13.3.5.2 Entrance Examinations
No new entrance test shall be required before reinstatement.
13.3.5.3 Seniority
A reinstated employee shall be entitled to full reinstatement of seniority, including time
served in the Armed Forces, following the date of reinstatement to the job. However, this
policy shall not be construed as allowing sick leave, vacation leave, or retirement benefits
to accrue for the time served in the Armed Forces.
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13.3.5.4 Sick Leave
Sick leave accrued prior to active duty shall be retained while the employee serves on
active duty.
13.3.5.5 Salary Adjustment
If a former employee who entered the Armed Services of the United States is reinstated
or re-employed in the same position said employee held prior to entry in the Armed
Forces, or in some other position of the same class, said employee's salary will be
adjusted to the salary provided under the position classification and compensation plan
prevailing at the time of reinstatement or employment.
13.4 VOLUNTARY TRANSFER OF VACATION TIME
13.4.1 Policy
While the primary purpose of Vacation Leave is for personal relaxation and rejuvenation
away from the work place, voluntary transfer of vacation leave to other employees may take
place in order to help those employees who have exhausted their leave accruals and are
unable to work because of either extended personal illness or family crisis which requires a
Leave of Absence.
13.4.2 Guidelines
1. Each request will be reviewed on a case-by-case basis and approved by the City
Manager.
2. A donor may authorize the transfer of up to 24 hours of vacation leave. A donor may
transfer no more than 24 hours in a twelve-month period.
3. The vacation leave balance of the employee donating hours may not drop below 40
hours due to the transfer. (See Section 13.1.1.5 of the Personnel Rules.)
4. A special authorization form available in the Human Resources Office must be
completed. The donor's names and donations will be kept confidential; however,
individual donors may personally inform the recipient of their transfer if they so
desire.
5. Transfers will only be permitted for a specified individual and during a specified time
period to be announced by memorandum upon administrative approval. Donations
will be taken in the order they are received and, in the event that all hours are not
needed, the remainder will remain to the donor's credit. Leave shall be transferred in
order to grant full pay to the extent the donations allow. Partial pay shall not be
allowed in order to extend the leave time.
6. All vacation leave, sick leave (where allowed), and/or compensatory time must be
exhausted before granting administrative leave of absence. (See also Section 13.1.2
and 13.1.3.2.)
7. If the recipient is on leave of absence status, he/she will not accrue sick or vacation
and will not be eligible for holiday pay. He/she will be responsible for their share of
their health and life insurance premiums. If they default due to insufficient pay for
payroll deduction and no direct payment to the City, their health and life insurance
shall not be continued except as provided in Section 13.2.1.2 or 13.2.3.1 where
applicable.
8. The hours donated shall be transferred on an hour for hour basis. The recipient will
be paid at his/her normal hourly rate and will not be obligated to repay the leave
donated.
9. Recipients receiving workers compensation benefits shall not be eligible for
administrative leave of absence.
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10. Administrative leave of absence may be authorized in conjunction with Family and
Medical Leave. (See Section 13.1.2 of the Personnel Rules)
13.5 VOLUNTEERS - City Disaster
A city employee who is a member of an established volunteer organization (i.e.: Red
Cross) and who is called out to duty in the event of a disaster may be granted a leave
of absence with pay. The leave of absence may be granted for a period not to exceed
the designated number of days established by the City Manager. The request shall be
submitted in writing to the Department Head as soon as possible stating reasons for
the request, the date/time the leave shall begin, and the probable return date.
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50
14 DISCIPLINE
14.1 GENERAL
It shall be the responsibility of all supervisors and Department Heads to reasonably and
impartially supervise, commend, and, when necessary, discipline or recommend disciplinary
action for the personnel assigned to them.
All disciplinary actions, except reprimand, shall not be effective until approved by the City
Manager.
All supervisors and Department Heads shall exercise good judgment and discretion in taking
or recommending disciplinary action. They shall endeavor to insure that the extent of the
penalty is not unreasonable or excessive in relationship to the seriousness of the violation or
circumstances for which the employee is being penalized. In taking or recommending
disciplinary action of any type, supervisors, Department Heads, and the City Manager shall
do so on the basis of what is best for the department, the City of Yankton and its employees.
Progressive discipline is a process for dealing with job-related behavior that does not
meet expected and communicated performance standards. The primary purpose for
progressive discipline is to assist the employee to understand that a performance
problem or opportunity for improvement exists.
The process of progressive discipline is not intended as a punishment for an
employee, but to assist the employee to overcome performance problems and satisfy
job expectations. Progressive discipline enables the City to fairly, and with substantial
documentation, terminate the employment of employees who are ineffective and
unwilling to improve.
Steps in progressive discipline include:
1. Identify the problem.
2. Counsel the employee about performance and ascertain their understanding of
requirements. Find out if there are any issues contributing to poor performance
that are not immediately obvious to the supervisor. Solve these issues, if possible.
The discussion should also include the employee's role in solving the problem;
specific actions to be taken by the employee and the supervisor; a timetable for
assessing progress; and specific disciplinary action that may result should
progress not be evident.
3. Verbally reprimand the employee for poor performance. A record should be kept
of all informal discussions with the employee. This should include, but not be
limited to: date of conversation; nature of the problem; corrective action agreed to
by the employee and supervisor; the date follow-up action and/or progress report
is scheduled.
4. Provide a written warning in the employee's file, in an effort to improve employee
performance. This documentation should note the meetings with the employee;
addressing the performance inadequacies.
5. Imposition of a probationary period.
6. Suspension with or without pay for a set amount of time.
7. Involuntary termination.
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Copies of all written materials relating to this more formal disciplinary step must be given
to the employee and retained in the employee's personnel file.
Depending on the frequency and severity of the violation, the City Manager shall have the
right to skip certain steps in the progression of the disciplinary action.
14.2 GROUNDS FOR DISCIPLINARY ACTION
The following are examples of both expected behavior and grounds, which warrant
disciplinary action for any employee in the service of the City of Yankton. However,
disciplinary action may be taken for reasons other than those herein enumerated.
14.2.1 APPEARANCE
All municipal personnel are encouraged to maintain a clean and well-groomed appearance in
keeping with their job and conducive to good public relations. They shall comply with the
requirements of their respective department related to wearing apparel, personal
appearance, hygiene, and safety. Refusal or failure to comply with departmental
requirements related to wearing apparel, personal appearance, and hygiene may result in
disciplinary action.
14.2.2 BEHAVIOR
Employees shall maintain a constructive, businesslike attitude which strives to promote
harmony among coworkers and respect for positions of authority at all times. Employees
who are unable or unwilling to get along with superiors, coworkers or the public, or who
persist in exhibiting a negative or uncooperative attitude toward the job may be subject to
disciplinary action.
14.2.3 CONDUCT
Employees shall conduct themselves in a manner appropriate to their position as public
servants and not reflect discredit upon the City. Misconduct shall include but not be limited to
the following:
14.2.3.1 Intoxication: Under the influence of intoxicating beverage or illegal drugs while
on duty.
14.2.3.2 Consumption or Use: Consumption of intoxicating beverage or illegal use of
drugs while on duty.
14.2.3.3 Offensive Conduct: Offensive conduct or language toward the public, City
officers or employees.
14.2.3.4 Conflict: Participating in any activity which tends to create conflict or in
anyway jeopardizes or adversely affects or influences the performance,
operation, supervision or management of any department or the municipal
organization.
14.2.4 CARE AND USE OF EQUIPMENT FACILITIES
No equipment material or supplies, being the property of the City of Yankton, shall be
removed from its location or used without proper authority. The supervisor, Department
Head or City Manager shall be the only persons with jurisdiction and authority to grant such
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permission. Vehicles and other equipment assigned to individual personnel shall be utilized
for City work or business.
14.2.5 PERSONAL USE OF CITY PROPERTY
The use of City property for any personal use, whatsoever, is prohibited. Violation of this
provision shall be grounds for disciplinary action.
14.2.6 EQUIPMENT OR PROPERTY
Any employee who causes damage to or is negligent in the care or operation or City owned
equipment or property may be subject to disciplinary action.
14.2.7 STATEMENTS OR ACTIONS
All applicants and employees are to be treated fairly, honestly and equally without regard to
age, race, religion, color, national origin, ancestry, sex, marital status or disability. Following
are examples of behavior, which may be subject to disciplinary action:
14.2.7.1 Discrimination: Has favored or discriminated against any applicant for
employment or employee except for a genuine occupational qualification.
14.2.7.2 Deception or Obstruction: Has willfully or corruptly deceived or obstructed
any person in respect to the right to apply for or take part in any test or procedure
related to employment or advancement.
14.2.7.3 Unfair Hiring/Promotion: Has knowingly and willfully provided or accepted
information, for unauthorized use, in examinations related to hiring or promotions;
furnished false information for the purpose of either improving or jeopardizing the
prospects or chances of a person being considered for appointment or advancement;
committed any act which interferes with or compromises the standard or equality of
established hiring and/or promotional practices.
14.2.7.4 False Information: Has knowingly falsified information on a job application or
other required personnel form.
14.2.8 INSUBORDINATION
All employees are expected to carry out any reasonable, just and legitimate instruction or
order of their superiors including compliance with these personnel rules and policies. Failure
to do so may result in disciplinary action up to and including dismissal.
14.2.9 JOB PERFORMANCE
As job performance is the basis for reaching all goals, completing all projects and maintaining
the standards expected by the public, all employees will strive for the highest level of
performance in their position. The types of behavior listed below and other inappropriate
behaviors not listed below may result in disciplinary action.
14.2.9.1 Tardy: Unexcused tardiness or absenteeism.
14.2.9.2 Procrastination: Has deliberately delayed, prolonged, slowed down or
procrastinated in the performance of their own duties.
14.2.9.3 Influence Others: Has influenced or attempted to influence any employee to
delay, slow down, procrastinate or in any way fail to properly carry out their
duties.
14.2.9.4 Theft of property or removal of records from City files.
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14.2.9.5 Other: Is unreliable, neglectful, unfit, incompetent, unwilling or incapable of
fulfilling or carrying out their assigned duties and responsibilities.
14.2.10 PHYSICAL FITNESS
It shall be the responsibility of each employee to maintain the standards of physical fitness
required for performing his/her duties. Whenever a Department Head suspects the physical
condition of an employee is endangering either the employee's own health or the safety of
fellow employees, the Department Head may request that the employee submit to a medical
examination by said employee's physician, without expense to the employee. The purpose of
this examination is to determine the physical condition of the City employee relative to City
employment. Any employee who has by neglect refused or failed to maintain the standard of
physical fitness required for performing his/her job may be subject to disciplinary action.
14.2.11 SAFETY
Employees shall exercise good judgment and take appropriate precautions in the
performance of their work. Recklessness, laxity or carelessness will not be condoned. (See
also Section 14.2) Any employee who has ignored, violated or failed to observe rules of
safety or has refused or failed to employ safe working practices, thereby jeopardizing their
own welfare or that of other persons or causing damage to or destruction of public or private
property, may be subject to disciplinary action.
14.2.12 CITY ORDINANCE, STATE OR FEDERAL LAW
Every employee is expected to abide by the regulations of their department and the
organization as well as the statutes of the City, State and Federal governments. Violation of
any of these regulations or statutes may result in disciplinary action. The severity of the
disciplinary action shall reflect the severity of the violation.
14.2.12.1 Inducement or Violation:
Has induced or attempted to induce any public official or employee to commit an illegal
act or to act in violation of any department or municipal regulation, including these
personnel rules and procedures. Or, has violated or attempted to violate any
regulations of the department or organization.
14.2.12.2 Charged:
Has been charged with a criminal offense. The employee may be suspended pending
a full investigation and/or adjudication.
14.2.12.3 Conviction:
Has been convicted of a felony or misdemeanor offense, which might adversely reflect
on or create doubt about the moral character, credibility or reliability of the employee.
14.3 SEXUAL AND OTHER HARASSMENT
The City of Yankton has long regarded harassment of others in the workplace as
unacceptable behavior on the part of its employees, and such behavior is just cause for
disciplinary action.
Harassment on the basis of race, color, religion, sex or national origin is a violation of Section
703 of Title VII of the Civil Rights Act of 1964. As such, it is punishable under both federal
and state laws, and is a clear violation of Equal Employment Opportunity. All employees are
hereby advised that when one employee harasses another employee, the supervisor and all
other persons in the line of authority are deemed responsible unless immediate action is
taken to halt the abuse and to discipline the offender.
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Sexual harassment has been defined by the Equal Employment Opportunity Commission as
"Unwelcome sexual advances, requests for sexual favors, and other verbal or physical
conduct of a sexual nature when (1) submission to such conduct is made either explicitly or
implicitly a term or condition of employment; (2) submission to or rejection of such conduct by
an individual is used as the basis for employment decisions affecting the individual; or (3)
such conduct has the purpose or effect of unreasonably interfering with an individual's work
performance or creating an intimidating, hostile or offensive working environment."
Sexual harassment may include such actions as the following:
1. sex-oriented verbal kidding or abuse
2. subtle or overt pressure for sexual activity
3. physical contacts such as patting, pinching, or constant brushing against another's
body
4. demands for sexual favors which affect an individual's employment status
It is possible for sexual harassment to occur within two levels of employee relationship: (1)
among peers or coworkers; (2) between supervisors and subordinates.
It is the responsibility of the City Managers and Supervisors to maintain a departmental
working environment free from sexual discrimination. This means that the city expects
managers and supervisors to:
1. Distribute and post the City's sexual harassment policy.
2. To meet with their subordinates to discuss the City's sexual harassment policy:
• To ensure that employees understand that management encourages employees
to communicate any sexual harassment concern they have to their department
managers and/or supervisors, unless the employee(s) is uncomfortable with that for
any reason, then to communicate with the City Manager,
• To inform employees that they have a responsibility to report to the appropriate
responsible person if they feel they are experiencing sexual harassment or know of
someone who is being harassed,
• To assure employees that all concerns will be immediately investigated,
• To assure employees that where inappropriate behavior is occurring, that the
offending individual(s) will receive appropriate disciplinary action consistent with the
City's policy,
• to sensitize employees to possible inappropriate behavior,
• Finally, to provide employees with the opportunity to ask questions about the
policy.
• To ensure that all employees have received a copy of the policy and understand
its terms. (Signed acknowledgments from all employees will be obtained indicating
that they have received a copy of the policy.)
3. Managers and supervisors have a legal obligation:
• To take "prompt and appropriate action," generally the same day a concern is
expressed about sexual harassment, a hostile environment or inappropriate behavior,
• To ensure that the sexual harassing behavior, if true, cannot continue and that
retaliation does not occur,
• To take action if they suspect sexual harassment is occurring even if no one has
complained,
• To immediately inform their manager and/or City Manager of a complaint or
concern, assist in the investigation of the charge and results of the investigation.
Should the City Manager harass any employee, the employee should report this
promptly to the Finance Officer or City Attorney.
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For those individuals who feel aggrieved because of sexual harassment, they have several
ways to make their concerns known:
•
Aggrieved employees who feel comfortable doing so should directly inform the
person engaging in sexual harassing conduct or communications that such conduct
or communication is offensive, against City policy, and must stop.
•
If an aggrieved employee does not wish to communicate directly with the person
whose conduct or communication is offensive or if direct communication with the
offending party has been unsuccessful, the aggrieved employee should immediately
contact his/her supervisor and/or department head and/or City Manager. If the
individual engaging in sexual harassment is the employee's supervisor and/or
department head, the aggrieved employee should immediately contact the City
Manager.
Any attempts by the supervisor and/or department head to discipline or retaliate against an
employee for making such a report should also be immediately communicated to the City
Manager.
Confidentiality is extremely important; managers and supervisors should not communicate
the fact that a grievance has been filed, who is involved or the results of their investigation
with anyone who doesn't have a need to know.
No retaliation of any kind will occur because you have reported an incident of suspected
sexual harassment. The City will discipline any individual who retaliates against any person
who reports alleged sexual harassment or who retaliates against any person who testifies or
assists or participates in an investigation proceeding or hearing related to a sexual
harassment complaint. Retaliation includes but is not limited to, any form of intimidation,
reprisal or harassment.
The facts surrounding the incidents shall be reduced to writing and signed by the aggrieved
employees. All complaints will be examined impartially and, after a complete investigation of
the allegations, the City Manager and/or appropriate appointing authority will take action to
deal with the matter. The charging party shall be notified of the final disposition of the
complaint.
Individuals observing others involved in sexual harassment/sexual discrimination action
should advise the offending party of the seriousness of their actions and of the City's
commitment to enforce this policy. If the offensive behavior continues, it should be reported
to the immediate supervisor and/or the department manager and/or the City Manager.
The City realizes that the aggrieved employee's job performance may be affected by
emotional, social, physical, and/or behavioral health problems. The City may agree to offer
help to employees with such problems at not cost to include:
1.
2.
3.
4.
5.
assessment and evaluation;
information and referral;
short-term counseling (three to five sessions)
consultation and education; and
crisis intervention
If professional judgment suggests it in a particular case, the City may approve the extension
of the number of counseling sessions. All arrangements will be made and monitored by the
City Manger or designated authority.
Individuals who instigate sexually harassing behaviors are subject to the most serious
disciplinary actions, including suspension, demotion, transfer and termination. All complaints
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of sexual harassment will be investigated in a timely manner. Please refer to the grievance
procedure outlined in Section 16.
The City of Yankton has a commitment to all our employees to maintain a productive working
environment free of discrimination. This policy is designed to promote our philosophy and
practice. The City procedures do not deny or preclude the right of any individual to pursue
other avenues or recourse which may include filing charges with the Department of Human
Rights, initiating civil action or seeking redress under state criminal statutes and/or federal
law.
14.4 DRUG AND ALCOHOL FREE WORKPLACE
The City of Yankton has a strong commitment to its employees to provide a safe, healthful, and
productive work environment and to promote high standards of employee health. Consistent with
the spirit and intent of this objective, the municipality will act to eliminate any substance abuse
which could impair an employee's ability to safely and effectively perform a particular job and
which increases the potential for accidents, absenteeism, substandard performance, and tends to
undermine public confidence in the City's work force. The City's goals are to establish and
maintain a work environment that is free from the effects of alcohol and drug abuse and to
maintain the reputation and integrity of the City of Yankton by preventing unacceptable behavior
by its employees that discredits the City of Yankton and its employees.
Definitions:
A. Alcohol means the intoxicating agent in beverage alcohol, ethyl alcohol or other low
molecular weight alcohol including methyl or isopropyl alcohol.
B. Drugs means any substance (other than alcohol) that is a controlled substance as defined in
this section.
C. Controlled substance which has a stimulant, depressant, or hallucinogenic effect on the
central nervous system.
D. Breath Alcohol Technician (BAT) means an individual who instructs and assists individuals
in the alcohol testing process and operates an evidential breath testing device (EBT).
E. Evidential Breath Testing device (EBT) means an EBT approved by the National Highway
Traffic Safety Administration for the evidential testing of breath.
F. Medical Review Officer ( MRO) means a licensed physician responsible for receiving
laboratory results generated by an employer's drug testing program who has knowledge of
substance abuse disorders and has appropriate medical training to interpret and evaluate an
individual's confirmed positive test result together with his or her medical history and any other
relevant biomedical information.
G. Substance Abuse Professional (SAP) means a licensed physician or a licensed or certified
psychologist, social worker, employee assistance professional, or addiction counselor (certified
by the National Association of Alcoholism and Drug Abuse Counselors Certification Commission)
with knowledge and clinical experience in the diagnosis and treatment of alcohol and controlled
substances-related disorders.
H. Random selection means a mechanism for selection of employees for testing where each
employee has an equal chance of being tested each time selections are made.
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I. Reasonable Suspicion means that the appearance, behavior, speech, or body odors of an
employee appear to be indicative of the use of a controlled substance or alcohol based on the
observation of at least one (1) supervisor or person who has received training in the identification
of characteristics indicative of drug and alcohol use.
J. Confirmation or "Confirmatory test" In drug testing, a second analytical procedure to
identify the presence of a specific drug or metabolite that is independent of the screening test and
that uses a different technique and chemical principle from that of the screening test in order to
ensure reliability and accuracy. A confirmatory test for alcohol is a second test, following a
screening test with a result of 0.02 or greater, that provides quantitative data of alcohol
concentration. Generally an alcohol confirmatory test will be conducted using an EBT device.
K. Refusing to submit to an alcohol or controlled substance tests means that an employee:
1. Fails to provide adequate breath for testing without a valid medical explanation after
he or she has received notice of the requirement for breath testing.
2. Fails to provide adequate urine for controlled substance testing without a valid
medical explanation after he or she has received notice of the requirement for
urine testing; or
3. Engages in conduct that clearly obstructs the testing process.
Drug and Alcohol Abuse Policies:
The following are the policies of the City of Yankton regarding drug and alcohol abuse:
1. The unlawful manufacture, distribution, dispensing, possession or use of controlled
drugs or substances, or the use of alcohol while on duty, on or off business property
owned or leased by the City, is proper cause for disciplinary action.
2. Any illegal controlled drug or substance possessed while on duty by employees will be
turned over to the appropriate criminal justice agencies and may result in criminal
prosecution. This does not apply to public safety officers who are in possession of an
illegal controlled drug or substance while acting in the line of duty.
3. It is not permitted for an employee to be found to have used controlled drugs or
substances or alcohol on the job, except as provided for in item four (4).
4. The legal use of controlled drugs or substances prescribed by a licensed physician is
not prohibited, but employees in positions where side effects of the prescribed medication
could affect performance and safety on the job are required to make such use known to
their supervisor.
5. The illegal use, sale, and possession of controlled drugs or substances while off duty
and off City premises which results in a criminal conviction is unacceptable. Off-duty,
alcohol-related, criminal convictions are also unacceptable. They may affect the job
performance and the confidence of the public in the City's ability to meet its
responsibilities. Such off-the-job conduct may be proper cause for disciplinary action.
Circumstances under which Drug and Alcohol Tests will be required or requested:
Whenever an employee is required or requested to submit to alcohol and/or controlled
substances testing, the employee may, upon request, be permitted to have a representative
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present during collection or testing when reasonably possible without disrupting the timeliness or
effectiveness of the testing procedures.
Pre-employment:
1. All applicants for regular employment with the City of Yankton will be required to
submit to pre-employment drug testing if a job offer is made.
2. Any job offer made to an applicant for hire, will be contingent upon a negative drug
test report.
Random Testing:
All City of Yankton employees who are not in the Department of Transportation's required testing
pool for commercial drivers license holders, will be placed into a random pool, and are required to
submit to random alcohol and controlled substances testing upon request. These employees will
be placed into the random pool and will be randomly selected for unannounced alcohol and
controlled substances testing using a computer-based random selection process.
Upon notification by the City, employees selected for testing must proceed immediately to the
testing site.
The City will conduct random controlled substance testing on fifty percent (50%) of this pool and
random alcohol testing on twenty-five (25%) of this pool. Employees in this pool may be selected
for more than one test per year.
Reasonable Suspicion:
The City may request that the employee undergo drug and alcohol testing if there is a
"reasonable suspicion" that the employee is under the influence of drugs or alcohol during work
hours. "Reasonable suspicion" means a belief based on specific facts and reasonable inferences
drawn from those facts that an employee is under the influence of drugs or alcohol.
Circumstances which constitute a basis for determining reasonable suspicion may include, but
are not limited to:
1. A pattern of abnormal or erratic behavior which is so unusual that it warrants
summoning a supervisor, department head or other individual for assistance.
2. Information provided by a reliable and credible source with personal knowledge.
3. Direct observation of drug or alcohol use.
4. Presence of the physical symptoms of drug or alcohol use; (i.e. glossy or bloodshot eyes, alcohol odor on breath, slurred speech, poor coordination and/or reflexes).
5. Possession of substances in violation of the City's drug and alcohol policy.
The employee, where "reasonable suspicion" exists, may be asked to submit to breath and/or
urine testing by a qualified medical collection site person at the City's expense. Prior to testing,
the proper authority shall secure a signed release statement (attachment) from the employee to
have the hospital/physician release medical information to the City.
An employee who refuses to consent to a drug and alcohol test when reasonable suspicion exists
may be subject to disciplinary action.
A positive result from the drug and/or alcohol test confirming the reasonable suspicion may result
in disciplinary action.
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The proper authority is required to detail in writing the specific facts, symptoms, or observations
which led to the reasonable suspicion. This documentation shall be given to the City Manager
and placed in the employees personnel file only if confirmed by the drug and/or alcohol test.
All information from an employee's drug and/or alcohol test is confidential, and only those with a
need to know are to be informed of the results. Disclosure of test results to any other person,
agency, or organization is prohibited unless written authorization is obtained from the employee.
In the event that an employee suspects that his or her manager or supervisor is illegally using
controlled substances or is under the influence of alcohol in violation of this plan, the employee
may submit a written or oral complaint which contains detailed observations or evidence
supporting the person's reasonable suspicion of substance abuse to his/her department head,
Human Resources Office or City Manager. Such complaints, if made in good faith, may be made
without fear or reprisal. If the written or oral complaint and subsequent investigation establishes
reasonable suspicion, the supervisor will be requested to submit to controlled substance and/or
alcohol tests.
Any complaints or reports which are filed as a result of this plan and are determined to be
malicious or not in good faith, will not be tolerated. In such cases, the complaining individual will
be subject to disciplinary action. This applies to all supervisors and other employees who file a
report or complaint which relates to drug or alcohol use.
Drugs to be Tested For:
The following drug groups were selected based on the ability of each drug to adversely affect
physical/mental performance. All are controlled substances under state and federal law.
Alcohol, ethyl
Amphetamines/Methamphetamines; i.e. speed
Cocaine, Cocaine Metabolites
Opiates; i.e., to include but not limited to codeine, heroin, morphine,
hydromorphone, hyrocodone
5. Phencyclidine (PCP)
6. THC (Marijuana) Metabolite
1.
2.
3.
4.
Employee Responsibilities:
1.
An employee must not report to work while his/her ability to perform his/her job duties is
impaired due to on or off duty alcohol or drug use. Employees called in for emergency
duty to work outside their regular work schedule must not report to work impaired by offduty alcohol or drug use.
2. An employee must not possess or use alcohol or illegal drugs or prescription drugs
without a prescription during working hours while subject to duty, on breaks, or during
meal periods.
3. An employee must notify his/her supervisor, before beginning work, when taking any
medication or drugs, prescription or non-prescription, which may interfere with the safe
and effective performance of duties or operation of City equipment.
Any violations of the above stated may result in immediate disciplinary action.
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Consequences to Employees Engaging in Prohibited Conduct
A. Positive Result – Pre-employment
If the results of a confirmatory pre-employment alcohol or controlled substances test is
positive, the applicant will be disqualified for employment.
B. Positive Alcohol – less than 0.04 Concentration
An employee who tests positive for alcohol with a concentration between 0.02 and 0.039, if
he or she has never tested positive for controlled substances or alcohol in the past, will not
be terminated and may or man not be suspended. If suspended, the first suspension will not
exceed a 24 hour period before being permitted to return to work, unless additional
circumstances are involved. Circumstances which may preclude lenience may include, but
are not limited to:
1. A severe on-the-job incidence or vehicular accident involving fatality or serious injury;
2. A preventable accident caused by employee neglect, impaired judgment or
misconduct;
3. Consumption of alcohol or illegal use of controlled substances on the job;
4. Possession of alcohol or illegal controlled substances on the job;
5. Or other misconduct; or illegal or inappropriate behavior.
C. Positive Alcohol +0.04 or 2 nd +0.02 Concentration; Positive Controlled Substance
An employee who tests positive for alcohol with a concentration level at or exceeding 0.04
who tests positive for alcohol for a second time with any concentration above 0.02, or who
tests positive for the presence of an illegal controlled substance, will be subject to disciplinary
action up to and including termination.
D. Return to Work Following Positive Results
If an employee has been found to have violated the requirements of this plan, the employee
may in certain circumstances be permitted to return to his / her position. Determination of
whether or not an employee will be returned to work, and what specific conditions may be set
for an employee's return to work, will be made on a case by case basis by the City Manager.
The specific conditions may include, but not limited to:
1. An employee may be required to submit to an alcohol and controlled substance abuse
assessment with a designated substance abuse professional.
2. An employee may be required to successfully complete an in-patient or out-patient
chemical dependency treatment program as recommended by a substance abuse
professional.
3. An employee may be required to continue participation in aftercare treatment
programs, counseling, support groups, or other rehabilitation/maintenance programs as
may be recommended by the substance abuse professional.
4. An employee may be required to meet very specific on-the-job requirements involving
performance, sick leave use, attendance, etc.
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5. An employee may be required to submit to a return-to-work alcohol and controlled
substance test, with negative results, before being allowed to return to work.
6. An employee may be required to submit to a number of unannounced follow-up
alcohol and controlled substance tests for an extended period following return to work,
with consistently negative outcomes.
Management Responsibilities and Guidelines:
A. Supervisors and department heads shall not physically search the persons of employees
nor shall they search the personal possessions of employees without the
freely given consent of, and in the presence of, the employee.
B. Supervisors and department heads shall notify the appropriate law enforcement agency
when they have reasonable suspicion to believe that an employee may have illegal drugs in
his/her possession or in an area jointly or fully controlled by the City.
C. Any supervisor or department head encountering an employee who refuses to consent to
a drug and/or alcohol analysis when "reasonable suspicion" has been identified, shall remind
the employee of the requirements of the policy and that he /she may be subject to disciplinary
action. The reason(s) for the refusal shall be considered in determining the appropriate
disciplinary action. Where there is reasonable suspicion that the employee is under the
influence of alcohol or drugs, the supervisor or department head should direct the employee
to remain at work for a reasonable time until the employee can be safely transported home.
D. Nothing in this policy shall be interpreted as constituting any waiver of or limitation on the
City's responsibility to maintain discipline, or the right to invoke disciplinary measures, nor the
employee's right to due process and the processing of grievances concerning such
disciplinary measures in accordance with the grievance procedure set forth in Section 16 of
the Uniform Personnel Rules and Regulations Manual for the City of Yankton.
E. When performance or conduct problems have been identified with an employee which
could be related to personal problems or substance abuse, a supervisor's primary
responsibility is to observe, document, and discuss the performance and/or conduct problems
with the employee. The supervisor must not attempt to engage in counseling the employee
on suspected personal problems or substance abuse related issues, as that role should be
left to counseling professionals who are trained to provide such assistance. In such
circumstances, however, the supervisor does have a responsibility to make the employee
aware of and encourage him/her to take advantage of the services available through the
City's Employee Assistance Program and document that such advisement has been given.
F. Whenever disciplinary action is used in this policy, it shall include but not be limited to:
oral reprimand, written reprimand, suspension, demotion or discharge.
G. Each employee will be given a copy of the City's policy on Drug and Alcohol Substance
Abuse.
14.4.1 CONTROLLED SUBSTANCE AND ALCOHOL USE/ABUSE TESTING FOR
COMMERCIAL DRIVERS LICENSE
Overview/History:
The Department of Transportation (DOT) and the Federal Highway Administration (FHA)
have issued Federal regulations implementing, the Omnibus Transportation Employee
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Testing Act of 1991 which requires alcohol and controlled substance testing for those
who are required to possess a commercial driver's license (CDL). The purpose of this
policy is to help prevent accident and injuries resulting from the misuse of these
substances by employees that possess a CDL and operate or service commercial motor
vehicles, effective January 1, 1996.
Purpose: The City of Yankton has a strong commitment to its employees and the public
to provide a safe, healthy, and productive work environment. In line with this commitment
and in keeping with Section 14.4 Drug & Alcohol Substance Abuse of the Uniform
Personnel Rules & Regulations Manual of the City of Yankton, the City provides
guidelines for the detection and deterrence of alcohol and drug abuse to eliminate any
substance abuse which would impair an employee's performance of their assigned
duties.
Definitions:
A. Alcohol: the intoxicating agent in beverage alcohol, ethyl alcohol or other low
molecular weight alcohol including methyl or isopropyl alcohol.
B. Drugs: any substance (other than alcohol) that is a controlled substance as defined
in this section.
C. Controlled substance: has a stimulant, depressant, or hallucinogenic effect on the
central nervous system.
D. Breath Alcohol Technician (BAT): an individual who instructs and assists individuals
in the alcohol testing process and operates an evidential breath testing device (EBT).
E. Evidential Breath Testing device (EBT): an EBT approved by the National Highway
Traffic Safety Administration (NHSA) for the evidential testing of breath.
F. Substance Abuse Professional (SAP): a licensed physician or a licensed or certified
Psychologist, social worker, employee assistance professional, or addiction counselor
(certified by the National Association of Alcoholism and Drug Abuse Counselors
Certification Commission) with knowledge of and clinical experience in the diagnosis and
treatment of alcohol and controlled substances-related disorders.
G. Medical Review Officer (MRO): a licensed physician responsible for receiving
laboratory results generated by an employer's drug testing program who has knowledge
of substance abuse disorders and has appropriate medical training to interpret and
evaluate an individual's confirmed positive test result together with his/her medical history
and any other relevant biomedical information.
H. Random selection: an unannounced, computer generated mechanism for selection
of employees for testing where each employee has an equal chance of being tested each
ti me selections are made. The employee must proceed immediately to testing site upon
selection.
G. Reasonable suspicion: the appearance, behavior, speech or body odors of an
employee appear to be indicative of the use of a controlled substance or alcohol based on
the observation of at least one supervisor or person who has received training in the
identification of characteristics indicative of drug and alcohol use.
H. Refuse to submit to an alcohol or controlled substance tests: means that an
employee:
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1. Fails to provide adequate breath for testing without a valid medical explanation
after he or she has received notice of the requirement for breath testing;
2. Fails to provide adequate urine for controlled substances testing without a valid
medical explanation after he or she has received notice of the requirement for urine
testing; or
3. Engages in conduct that clearly obstructs the testing process.
I. Commercial Motor Vehicle (CMV): a motor vehicle or combination of motor vehicles
used to transport passengers or property if the motor vehicle meets any one of the
following criteria:
1. Has a gross combination rating of 26,001 or more pounds inclusive of a towed unit
with a gross vehicle weight rating of more than 10,000 pounds, or
2. Has a gross vehicle weight rating of 26,001 or more pounds, or
3. Designed to transport 16 or more passengers including the driver, or
4. Is of any size and is used in the transportation of materials found to be hazardous
for the purposes of the Hazardous Materials Transportation Act and which require
the motor vehicle to be placarded.
J. Safety-sensitive employee: an employee of the City included in any one of the
following categories:
1. All regular full-time employees of the City in positions requiring possession of a
commercial driver's license (CDL).
2. Applicants for hire or promotion to the above-mentioned category who are subject
to pre-employment drug testing.
K. Safety-sensitive: Is any time used for inspecting, conditioning, servicing, driving,
testing, loading, unloading, riding in, repairing, assisting with any commercial motor
vehicle, or when the selected employee is not scheduled to perform a safety sensitive
function, but may be called upon to do so at any time during the work shift.
Circumstances Under Which Drug and Alcohol Tests will be Required or Requested
Whenever an employee is required or requested to submit to alcohol and/or controlled
substances testing, the employee may, upon request, be permitted to have a
representative present during collection or testing when reasonably possible without
disrupting the timeliness or effectiveness of the testing procedures.
A. Testing Circumstances
1. Pre-employment
a. All applicants for regular employment with the City of Yankton will be required to
submit to pre- employment drug testing if a job offer is made.
b. Any job offer made to an applicant for hire, will be contingent upon a negative
drug test report.
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B. Reasonable Suspicion:
The City may request that the employee undergo drug and alcohol testing if there is a
"reasonable suspicion" that the employee is under the influence of drugs or alcohol during
work hours. "Reasonable suspicion" means a belief based on specific facts and
reasonable inferences drawn from those facts that an employee is under the influence of
drugs or alcohol. Circumstances which constitute a basis for determining reasonable
suspicion may include, but are not limited to:
1. A pattern of abnormal or erratic behavior which is so unusual that it warrants
summoning a supervisor, department head or other individual for assistance.
2. Information provided by a reliable and credible source with personal knowledge.
3. Direct observation of drug or alcohol use.
4. Presence of the physical symptoms of drug or alcohol use; (i.e. glossy or blood-shot
eyes, alcohol odor on breath, slurred speech, poor coordination and/or reflexes).
5. Possession of substances in violation of the City's drug and alcohol policy.
The employee, where "reasonable suspicion" exists, may be asked to submit to breath
and/or urine testing by a qualified medical collection site person at the City's expense. Prior
to testing, the proper authority shall secure a signed release statement (attached) from the
employee to have the hospital/physician release medical information to the City.
An employee who refuses to consent to a drug and alcohol test when reasonable suspicion
exists may be subject to disciplinary action.
A positive result from the drug and/or alcohol test confirming the reasonable suspicion may
result in disciplinary action.
The proper authority is required to detail in writing the specific facts, symptoms, or
observations which led to the reasonable suspicion. This documentation shall be given to
the City Manager and placed in the employees personnel file only if confirmed by the drug
and/or alcohol test.
All information from an employee's drug and/or alcohol test is confidential, and only those
with a need to know are to be informed of the results. Disclosure of test results to any
other person, agency, or organization is prohibited unless written authorization is obtained
from the employee.
Random Testing:
All safety-sensitive employees of the City must be placed into a random pool, and are
required to submit to random alcohol and controlled substances testing upon request.
Safety-sensitive employees placed into the random pool will be randomly selected for
unannounced alcohol and controlled substances testing using a computer based random
selection process.
Random testing will be performed during any time used for inspecting, conditioning,
servicing, driving, testing, loading, unloading, riding in, repairing, assisting with any
commercial motor vehicle, or when the selected employee is not scheduled to perform a
safety sensitive function, but may be called upon to do so at any time during the work shift.
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Alcohol Tests:
Screening and confirmation alcohol testing will be done by a certified Breath Alcohol
Technician using an Evidential Breath Testing (EBT) device and approved by the National
Highway Traffic Safety Administration. Random alcohol testing will be done in accordance
with current Department of Transportation rates. Location of tests will be conveyed to the
selected CDL holder. Upon notice and upon reporting to the designated location, the
employee shall provide positive identification. Completion of breath alcohol testing forms
with employee signature and participation/cooperation by employee will be required.
Prohibited Conduct:
All drug and alcohol use/abuse as stated in Section 14.4 of the Uniform Personnel Rules &
Regulations Manual is prohibited including the following:
1. Alcohol Prohibited – (CDL holders): While performing assigned duties, within four
hours of performing duties, while subject to being called to perform duties, within eight
hours or until tested following involvement in a reportable vehicular accident.
2. Controlled Substance Prohibited – (CDL holders): Any unauthorized or illegal use of
any controlled substance is strictly prohibited in all situations.
3. Prescription Drugs: The legal use of controlled substances prescribed by a licensed
physician is not prohibited. However, before performing their duties, employees must
notify their supervisor if they are taking any legally prescribed medication or therapeutic
drug, or any non-prescription drug which is known to, or likely to, adversely affect or
impair the employee's mental functioning, motor skills or judgment. This notification
should be accompanied by a written physicians report or pharmaceutical prescription.
The report or prescription should indicate when and how the prescribed medications
will affect the employee's ability to safely perform his/her essential job duties.
Failure to inform one's supervisor of the use of a prescribed controlled substance which
is known to cause impairment and which does negatively impact
the employee's performance or safety, may be proper cause for disciplinary action.
Note: The Federal Highway Administration regulations regarding safety-sensitive
employees include prescription or non-prescription medications containing alcohol
among the substances banned from use in the workplace. Therefore, employees
should not report for duty while taking prescription or non-prescription medication if
such medication contains any measurable amount of alcohol.
Post Accident:
As soon as practicable following an accident involving a commercial motor vehicle (CMV),
The safety-sensitive employee operating the CMV will be required to submit to post-accident
alcohol and drug testing if the accident results in:
1. The death of a person or persons regardless of the amount of vehicle or property
damage;
2. The employee receiving a citation for a moving traffic violation arising from the
accident;
3. Bodily injury to any person involved in the accident requiring emergency care; or
4. One or more motor vehicles incurring disabling damage as a result of the accident.
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If the safety sensitive employee is not tested for alcohol within 2 hours of the accident, the
reasons will be documented by the supervisor. After 8 hours, all attempts to conduct the
alcohol test will cease and the reasons will be documented by the supervisor.
If a urine sample for controlled substance testing has not been collected from the safetysensitive employee within 32 hours following the accident, all attempts to conduct the
controlled substances testing will cease and the reasons will be documented by the supervisor.
A safety-sensitive employee subject to post-accident testing must remain available for testing
following the accident or the employee will be considered to have refused to submit to testing.
The safety-sensitive employee is prohibited from using any alcohol for eight hours following the
accident or until the employee has undergone a post-accident alcohol test, whichever comes
first.
Nothing in this section will be construed to require the delay of necessary medical attention for
injured people following an accident or to prohibit an employee from leaving the scene of an
accident for the period necessary to obtain assistance in responding to the accident, or to
obtain necessary emergency medical care.
Return to Dut y Testing:
Any safety-sensitive employee found to have violated this plan will not be permitted to return to
work until after undergoing return to duty tests indicating an alcohol
concentration of less than 0.02 and a verified negative result for controlled substances.
Follow-u p Testing:
Following a determination by a Substance Abuse Professional (SAP) that an employee is in need
of assistance in resolving problems with alcohol abuse and/or controlled substances use, an
employee may be subject to unannounced follow-up alcohol and/or controlled substances testing.
A safety-sensitive employee is required to be subject to no less than 6 unannounced follow-up
alcohol and controlled substances tests within the first 12 months at the expense of employee,
following the employee's return to work provided the employee remains employed and drug and
alcohol free for that period.
Procedures and Substances to be Tested For:
A. Alcohol Tests: The FHA Alcohol test rules require that confirmatory breath testing be
administered by a Breath Alcohol Technician (BAT) using an Evidential Breath Testing device
(EBT). Two breath tests are required to determine if a person has a prohibited alcohol
concentration, the initial screening and a confirmatory test in the case of a positive screening test.
FHA regulations provide that the initial alcohol screening test can be administered using one of
the alternative field alcohol testing devices approved by the FHA for that purpose. Any result less
than 0.02 alcohol concentration is considered a "negative" test result. If the alcohol concentration
is 0.02 or greater, a second confirmation test must be conducted. If an employee attempts and
fails to provide an adequate amount of breath, the City will refer the employee for a medical
evaluation to determine if the employee's inability to provide an adequate volume of breath is
medically genuine or constitutes a refusal to test. Refusal and/or positive alcohol test result will
be grounds for disciplinary action. (See Uniform Personnel Rules and Regulation Manual, Section
14.5) Alcohol test results will be reported directly to the designated contact person in Human
Resources.
No driver tested who is found to have an alcohol concentration of 0.02 or greater but less than
0.04 shall perform or continue to perform safety-sensitive functions until the start of the driver's
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next regularly scheduled duty period, but not less than 24 hours following administration of the
test (Ref. CFR 382.505) and may be subject to disciplinary action. (See Uniform Personnel Rules
and Regulations Manual, Section 14.5)
An employee with an alcohol confirmation test of 0.04 or greater will be removed immediately
from the work site and placed on leave. The procedure for return to duty and follow-up testing
would then apply.
B. Controlled Substance Tests: Controlled substances testing for employees is conducted by
analyzing an employee's urine specimen. Split urine samples will be collected according to FHA
regulations. The employee will provide a urine sample at a designated collection site. The
collection site technician will divide the urine specimen into two bottles labeled "primary"
specimen and "split" specimen, seal the specimens, complete a chain of custody document and
prepare the bottle for shipment to the testing laboratory for analysis. If the employee is unable to
provide the adequate quantity or urine, the collection site technician will instruct the employee to
drink not more than 24 ounces of fluids and, after a period of no more than two hours, again
attempt to provide an adequate sample. If the employee is still unable to provide an adequate
sample, the testing will be discontinued and the City notified. The employee will be referred for a
medical evaluation to determine if the employee's inability to provide an adequate specimen is
genuine or constitutes a refusal to test. Refusal and/or positive controlled substance test result
will be grounds for disciplinary action. (See Uniform Personnel Rules and Regulations Manual,
Sect. 14.5)
Controlled substances test results for employees in safety-sensitive positions are reported directly
to the Medical Review Officer (MRO) or designee by the testing laboratory, and the following
procedures will be followed:
a. If the results are negative, the MRO or designee will report the results to a designated
City contact person and no further action is necessary.
b. If the test result is confirmed positive, the MRO contacts the employee (in person or by
telephone) in an attempt to give the employee an opportunity to discuss the test result. The
MRO will review any medical information supplied by the employee to determine whether
there is an acceptable verifiable medical reason for the positive test result. The MRO will
verify and report a confirmed positive test result to the City when no legitimate medical
reason for a false positive test result has been identified within a reasonable period following
receipt of results from the testing laboratory.
c. If after making reasonable efforts to contact the employee, and documenting these
efforts, the MRO is unable to reach the employee directly, the MRO must contact the
designated City contact person, who will attempt to contact and direct the employee to
contact the MRO. If the City contact person is unable to contact the employee, the
employee will be placed on suspension, if not already on suspension for reasonable
suspicion or post-accident, pending receipt of the verified results of the tests.
d. The MRO may verify a test positive to the City without having first communicated directly
with the employee about the test results under the following circumstances:
1. The employee expressly declines the opportunity to discuss the test results.
2. The employee has not contacted the MRO within five days of being instructed to
do so by the City.
3. The City designated contact person, after making reasonable efforts to do so, has
not been able to reach the employee after being asked to do so by the MRO.
The City or MRO will notify an employee with a confirmed positive test result that he/she has
72 hours in which to request a test of the split specimen at a certified laboratory at his/her
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own expense. If the employee fails to request the test of the split specimen with 72 hours
after being notified of the results of the test, he/she will be deemed to have waived any right
to seek testing of the split specimen. If the employee does elect to have the split urine
sample tested at his/her own expense and the results of the test are confirmed to be negative
in contradiction of the original confirmed positive test result, the City will reimburse the
employee for the cost of the split sample test up to the amount paid by the City for controlled
substance testing.
Records:
Employee drug testing results and records will be maintained under strict confidentiality by
the City, the drug testing laboratory, and the Medical Review Officer (MRO). They will not be
released to others without the written consent of the employee. Exception to this
confidentiality provision is limited to DOT agencies when license or certification actions are
required.
Education:
The City of Yankton will provide information regarding alcohol and drug use/abuse and
treatment resources to safety-sensitive employees. All supervisors of safety-sensitive
employees must attend 60 minutes of training on alcohol misuse and 60 minutes of training
on controlled substance misuse. This training is necessary to assist supervisors in making
appropriate determinations for reasonable suspicion testing. Each employee will be provided
a copy of the City's Controlled Substance and Alcohol Use/Abuse Testing Policy for
Commercial Drivers License (CDL).
Management Responsibilities:
When performance or conduct problems have been identified with an employee which could
be related to personal problems or substance abuse, a supervisor's primary responsibility is
to observe, document, and discuss the performance and/or conduct problems with the
employee. The supervisor must not attempt to engage in counseling the employee on
suspected personal problems or substance abuse related issues, as that role should be left to
counseling professionals who are trained to provide such assistance. In such circumstances,
however, the supervisor does have a responsibility to make the employee aware of and
encourage him/her to take advantage of the services available through the City's Employee
Assistance Program and document that such advisement has been given.
A drug and alcohol-free workplace is important because of the City's responsibility to serve
the public safely without interruption.
14.5 FORMS OF DICIPLINE
14.5.1 REPRIMAND (Verbal or Written)
Supervisors and/or Department Heads may orally reprimand employees for violation of
municipal or department rules. Verbal reprimands shall be made in a civil, constructive,
business like manner. Note of the verbal reprimand may be added to the employee's
personnel file. If placed in the employee's file, a copy of the reprimand shall be provided
to the employee by the Department Head.
When deemed appropriate by the supervisor and/or Department Head, written
reprimands for violation of municipal or department rules may be forwarded to the City
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Manager to be made a part of the employee's personnel file. Repeated or multiple
reprimands may be cause for more severe disciplinary action.
Supervisors and/or Department Heads utilizing a reprimand as a disciplinary tool shall
endeavor to do so with reason and with an attitude of not only admonishing or warning
the employee, but also to lead, guide, direct and instruct the employee in how to correct
and avoid repeating the behavior.
The employee may submit a written statement of response, which shall be attached to
the reprimand in their personnel file.
14.5.2 SUSPENSION
14.5.2.1 Procedure
When circumstances warrant, a Department Head may initiate the immediate
suspension of an employee for just cause (See Section 14.2) and written notification
will be sent to the City Manager for his concurrence. A written report on all such
suspensions shall be promptly forwarded to the City Manager by the Department
Head to subsequently be filed in the employee's personnel file. An employee who is
suspended shall be advised of the action, the reason for it and the duration of it
within twenty-four (24) hours (excluding weekends) of the effective date of such
action. Final termination of employment will need approval of the City Manager prior
to this action.
14.5.2.2 Pay and Duration
Suspension may be without pay. Suspension without pay may not exceed thirty (30)
consecutive days, (See also Section 13.1)
14.5.3 REDUCTION IN PAY
An employee may receive a reduction in pay in an amount to commensurate with the
severity of the violation as a form of disciplinary action. (See Section 14.2) This form of
disciplinary action shall be exercised by written recommendation of the Department Head
and approval of the City Manager.
14.5.4 DEMOTION
An employee may be demoted to a lower paying classification as a form of disciplinary
action. (See Section 14.2) This form of disciplinary action shall be exercised by written
recommendation of the Department Head and approval of the City Manager. The
demoted employee shall be subject to a six (6) month probationary period as outlined in
Section 4.
14.5.5 DENIAL OR DELAY OF STEP INCREASE
On notification to and approval by the City Manager in writing, a Department Head may,
as a form of disciplinary action (See Section 14.2), delay a step increase for an indefinite
period of time, or deny a step increase when in their opinion it is not warranted. A report
on the reason for delay or denial of a step increase shall be forwarded to the City
Manager to be filed in the employee's personnel file.
Infraction, violation of, or noncompliance with any provision, requirement, policy or
regulation set forth in this manual or as later amended may be cause for delay or denial
of a step increase.
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Infraction, violation of, or noncompliance with any provision, requirement, policy or
regulation of the employee's department may also be cause for delay or denial of a step
increase.
14.5.6 ADMINISTRATIVE PROBATION
An employee who has successfully completed their probationary period for the position
held may be placed on Administrative Probation when general work performance shows
a definite deterioration. The maximum amount of time the employee will spend on
Administrative Probation will be six (6) months. The number of times that an employee
can be placed on Administrative Probation will not be limited during their employment.
During Administrative Probation, the employee may, with the approval of the City
Manager, be terminated from employment with the City. (See also Section 4)
14.5.7 DISMISSAL
Any employee may be dismissed, for just cause, with notice. (See Section 14.2) Such
action shall be taken only when other forms of disciplinary action or penalties are deemed
inappropriate or have proven ineffective in dealing with the particular employee. This
form of disciplinary action shall be exercised by written recommendation of the
Department Head and approval of the City Manager. Each employee having completed
a six (6) month probationary period shall be entitled to a hearing before the City Manager
and shall be notified of the schedule for the hearing.
14.6 WORKPLACE VIOLENCE POLICY AND GENERAL PROCEDURES
14.6.1 POLICY STATEMENT
The City of Yankton maintains a zero tolerance policy toward workplace violence, or the
threat of violence, by any of its employees, customers, the general public, and/or anyone
who conducts business with the City. It is the intent of the City, (each department) to
provide a workplace which is free from intimidation, threats, or violent acts. Each
department is encouraged to adopt this policy, design procedures specific to the work
unit(s) for dealing with incidents of violence, and conduct training for unit employees in
the department procedures related to dealing with workplace violence.
14.6.2 DEFINITIONS
Workplace violence includes, but is not limited to, verbal abuse, harassment, threats,
physical attack, or property damage. A threat is the expression of an intent to cause
physical or mental harm regardless of whether the person communicating the threat has
the present ability to carry out the threat and regardless of whether the threat is
contingent, conditional, or future. Physical attack is unwanted or hostile physical contact
with another person such as hitting, fighting, pushing, shoving, or throwing objects.
Property damage is intentional damage to property, which includes property owned by
the City, employees, or others.
14.6.3 PREVENTION OF WORKPLACE VIOLENCE
The City of Yankton subscribes to the concept of a safe work environment and supports
the prevention of workplace violence. Prevention efforts include, but are not limited to,
informing employees of this policy, instructing employees regarding the dangers of
workplace violence, communicating the sanctions imposed by violating this policy, and
providing a reporting hierarchy within which to report incidents of violence without fear of
reprisal.
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14.6.4 REPORTING THREATS – INTERNAL AND EXTERNAL
Each incident of violent behavior, whether the incident is committed by another employee
or an external individual such as a customer, vendor, or citizen, should be reported to the
Department Head. The Department Head will assess and investigate the incident and
determine the appropriate action to be taken. The Department Head will inform the
Personnel Department of all reported incidents of workplace violence.
In critical incidents in which serious threat or injury occurs, emergency responders such
as Police, Fire, and/or Ambulance personnel must be immediately notified. As
necessitated by the seriousness of the incident, the Personnel Department may
assemble a Threat Management Team that consists of the City Manager, Personnel
Clerk, City Attorney, Law Enforcement Representative, Facilities Management Specialist
(Public Works Director), a member of Senior Management (in most cases this would be
the Department Head for the particular area), and others as deemed necessary. The
Threat Management Team is responsible for establishing the protocol in the event of a
threat or violent incident that may include, but is not limited to:
D
D
D
D
D
Evaluating potential violence problems,
Assessing an employee's fitness for duty,
Selecting intervention techniques,
Establishing a plan for the protection of co-workers and other potential targets,
Coordinating with affected parties such as victims, families, employees, media, or
law enforcement personnel.
Any employee who acts in good faith by reporting real or implied violent behavior will not
be subjected to any form of retaliation or harassment. Any action of this type resulting
from a report of violence should be reported to the appropriate management staff and
proper action will be taken.
14.6.5 PROHIBITED ACTIONS AND SANCTIONS
It is a violation of this policy to engage in any act of workplace violence. Any employee
who has been determined to be in violation will be subject to disciplinary action up to and
including termination and, depending upon the violent act, may be subject to criminal
sanctions.
14.6.6 DEPARTMENT SECURITY AUDIT
On an annual basis or whenever the physical layout of the workspace is significantly
altered, the Department Head will examine the escape routes of the work area and
communicate any changes to the department employees. On an as needed basis, the
Department Head may request a security audit from the Police Department to determine
whether any security measures, such as panic alarms, are necessary and effective. All
employees should communicate with each other to be aware of any unusual activity that
may identify the potential or actual occurrence of a violent incident.
14.6.7 EMPLOYEE TRAINING
The Department Head, or his/her designee, will orient all new employees to departmental
procedures regarding reporting incidents of violence, what to do if the employee is
threatened and/or if an incident of violence actually takes place, and dealing with the after
effects of an act of violence.
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14.6.8 THREAT MANAGEMENT TEAM
The City of Yankton's Threat Management Team will consist of the following members:
1. Human Resources Coordinator (takes information regarding threats)
2. City Manager (to serve as coordinator; conducts investigations, determines when
to convene the team, lead contact with experts and consultants)
3. City Attorney
4. Law Enforcement Representative
5. Facilities Management Specialist (Public Works Director)
6. Member of Senior Management (in most cases would be the Department Head
for the particular area)
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15 SEPARATIONS
15.1 TYPES OF SEPARATION
All separations from the classified City service shall be designated as one of the following
types and shall be accomplished in the manner indicated:
15.1.1 REMOVAL
At any time during a probationary period a Department Head, with the approval of the
City Manager, may separate in accordance with Section 4, any employee whose
performance does not meet with required standards. Further, an employee under initial
probation is not entitled to a hearing related to the termination.
15.1.2 RESIGNATION
An employee who desires leaving the City's classified service, shall file with the
immediate Department Head at least two (2) weeks before leaving the service, a written
resignation stating the effective date and the reasons for leaving. The Department Head
may permit a shorter period of notice because of extenuating circumstances. The
resignation shall be forwarded to the City Manager on a Personnel Action Report form
along with a statement by the Department Head as to the resigned employee's service
performance and pertinent information concerning the cause of resignation.
15.1.3 EXIT INTERVIEW
It is a policy of the City of Yankton for the Department Head to conduct an exit
interview prior to an employee's separation from employment. The exit interview
is conducted for several purposes, including: 1) to resolve all outstanding matters
between the City and the employee; 2) to advise the employee of the affect their
separation will have upon all benefits and what benefits they having coming upon
separation; and 3) to aid the City in gathering information to help improve the
City's working environment and other employment relationships. Each employee
shall fill out and complete an Exit Interview form and forward it to their Department
Head who will forward the form to the City Manager for review. Failure to comply
with this requirement may be cause for denying future employment with the City.
15.1.4 DISMISSAL
Dismissal shall be handled as a disciplinary action as provided in Section 14.
15.1.5 LAYOFF
15.1.4.1 Recommendation
When a position must be discontinued or abolished because of a change in duties,
reorganization, lack of work or lack of funds, the Department Head shall submit a
report to the City Manager together with a recommendation as to the employee(s) to
be laid off.
15.1.4.2 Warning
Within seven (7) calendar days after the report has been submitted to the City
Manager, the Department Head will notify the recommended employee(s) of the
intention of possibility of such a layoff. All information concerning the possible layoff,
the reasons and any other information shall be relayed to the employee.
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15.1.4.3 Order
The City Manager shall determine the order of layoff of employees on the basis of
relative suitability for the jobs that remain and the length of continuous service with
the City except that no regular employee shall be separated while there is a
temporary or probationary employee in any grade in any department performing
duties for which the regular employee is qualified. However, the regular employee
must give written notification to the Department Head in which the probationary or
temporary employee is working indicating a desire to be placed in such a position. If
it is found that two or more persons in a department in which the layoff is to be made
are at equal rating as determined on the basis of seniority and work performance
reviews, the order of layoff in such case of a tie shall be inverse order of the date of
initial employment.
15.1.4.4 Notification
Regular employees subject to layoff shall be notified in writing two (2) calendar
weeks prior to the effective date of such layoff.
15.1.4.5 Re-Employment List
If certified as having given satisfactory service, the name of the laid off employee(s)
shall be placed on the appropriate re-employment list for a period of not less than six
(6) months. However, if an employee is reinstated within the six (6) month period,
the employee shall not be required to take any qualification examinations and shall
maintain all seniority.
15.1.6 DISABILITY
An employee may be separated for disability when said employee cannot perform the
required duties, with or without accommodation, because of a physical or mental
impairment. Action may be initiated by the employee, the employee's legal
representative or the City. But in all cases it must be supported by medical evidence
acceptable to the City Manager. The City may require an examination at City expense
and performed by a physician of the City's choice. Any employee separated because of
disability shall be entitled to those benefits provided by law under Worker's
Compensation, retirement fund and/or Social Security.
15.1.7 DEATH
Separation shall be effective as the date of death. All compensation in accordance with
Section 5.17 shall be paid to the estate of the employee.
15.1.8 RETIREMENT
The City participates in the Federal Social Security Program and the South Dakota
Retirement System with the City contributions based upon State and Federal regulations.
15.1.9 RETIREMENT AGE
There is no mandatory retirement age for municipal employees. However, all
employees must continue to meet the performance requirements for their position.
15.2 CONDITIONS OF SEPARATION
At the time of separation and prior to final payment, all records, assets and other items of City
property in the employee's custody shall be transferred to said employee's Department Head.
Any amount due because of a shortage in the above shall be held from the employee's final
compensation or collected through other appropriate action.
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15.3 SEPARATION PAY
Employees who leave the City service shall receive payment for all earned salary, accrued
vacation and accrued compensatory time. They shall also receive any shift pay accrual, sick
leave pay-out and prorated longevity pay, which may be due them. However, all such
payments shall be subject to deduction for any indebtedness pursuant to section 15.2. These
payments will be received in the final paycheck issued on the normal check date for the last
pay period worked. (NOTE: SDCL 6.11.10 provides that final payment shall be within five
days of termination if the employee is terminated.)
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16 GRIEVANCE PROCEDURE
The City of Yankton shall provide the opportunity for all municipal employees to discuss
grievances concerning the application and interpretation of the provisions of this personnel
manual. Below is a list of procedures, which must be followed when an employee has a
grievance.
Step 1. The aggrieved employee will discuss the grievance with their direct supervisor. The
supervisor will give the aggrieved employee an oral response and/or solution within two working
days after such discussion. In the event the grievance is with the employee's direct supervisor,
the grievance should be discussed with the next higher in command. In the event the grievance
is with the City Manager, the grievance may be discussed with the City Finance Officer or City
Attorney.
Step 2. If the grievance is not resolved or, upon subsequent recurrence of the grievance,
the aggrieved employee shall submit the claim as a formal written grievance to their Department
Head within two (2) working days. The written grievance shall state specifically the events
causing the grievance and all actions taken by the employee to resolve it.
Step 3. If possible, the Department Head shall resolve justifiable grievances. In the event
the Department Head cannot resolve the grievance within two (2) working days, the Department
Head shall present it to the City Manager for a hearing. An employee receiving disciplinary action
or having a grievance has a right to this hearing before the City Manager. The employee filing
the grievance is entitled to representation by counsel during the hearing.
Step 4. The City Manager shall have five (5) working days to schedule a hearing with the
aggrieved employee.
Step 5. The City Manager, after the hearing, shall then render a decision on the employee's
grievance. Decisions of the City Manager shall be final and subject to appeal only as provided by
State or Federal law.
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17 MISCELLANEOUS
17.1 POLITICAL ACTIVITY
City employees are neither appointed nor are they retained in the City service upon the basis
of their political philosophy, contributions or activities. All employees shall enjoy the rights
and privileges of any free citizen in matters of a political nature. However, certain minimum
restrictions are necessary so City staff can be expected to perform their duties in a
nonpartisan manner. These minimum restrictions are as follows:
17.1.1 CITY GOVERNMENT
While working for the City, all employees shall refrain from soliciting or receiving any
subscription, contribution or political service from any person for any political purpose
pertaining to the government of the City. City employees shall not work at the polls
(politically), or circulate petitions or campaign literature for elective City officials. To do so
is a Class 2 misdemeanor.
17.1.2 USE OF CITY PROPERTY
No employee shall use in any way any building, space, facility, machine, other City
property, or on-duty employee connected to the City for the purposes of solicitation,
promotion, election or defeat of any candidate for public office. This shall not prevent,
however, the rental of any facility for the normal fee charged.
17.1.3 ELECTED OFFICIALS
Employees are not permitted to hold a seat on the Board of City Commissioners. (See
also Section 3.16)
17.1.4 INDIVIDUAL POLITICAL ACTIVITIES
Nothing in the section shall be construed to prevent employees from becoming or
continuing to be members of any lawful political organization, for attending lawful political
meetings, from expressing their view on political matters or from voting with complete
freedom in any election.
17.1.5 PETITIONS
Employees may sign a petition provided that such an activity is in an off-duty status.
17.2 REST PERIODS (COFFEE BREAKS)
Coffee breaks or rest periods are a privilege, which shall be, arranged so as not to interfere
with City business as determined by each department's needs and services. During each
eight (8) hour shift, two fifteen (15) minute breaks shall be permitted and may be taken back
to back. Breaks shall begin and end within the allotted period.
17.3 SMOKING POLICY
The smoking of tobacco products is hereby prohibited in all facilities, buildings, equipment
and vehicles that are owned by and under the jurisdiction of the City of Yankton. No
employee of the City of Yankton shall smoke tobacco products in any building, facility, piece
of equipment or motor vehicle owned and under the jurisdiction of the City of Yankton.
Employees of the City of Yankton shall not allow other persons to smoke tobacco products
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within any building, facility, equipment, or motor vehicle owned by and under the jurisdiction
of the City of Yankton. Employees of the City of Yankton who violate this smoking policy
shall be subject to disciplinary action as established by these personnel rules.
17.4 GIFTS AND GRATUITIES
No employee of the City of Yankton shall accept any fee, reward, gift or gratuity that has any
connection whatsoever with said employee's municipal employment or the performance of an
employee's official duties.
It is expressly prohibited for any employee, in any way, to use their position or influence for
private gain for themselves or others.
A business gift of an advertising nature valued at $15.00 or less, or a business lunch, will not
be considered as having influence on the performance of an employee's duties.
17.5 WORKWEEK
It is the City of Yankton's intent to create a standard work week within which an
employee is expected to perform municipality services. The City also realizes that
emergency and extenuating circumstances may arise in which an emplo yee is
required to work variable hours. Nothing within this policy is meant as a guarantee to
the number of hours, either daily or weekly, that an employee may be required to work.
However, it is the City's policy that every employee be treated equally and fairly when
expected to work odd or extended hours.
Most full-time employees normally work five eight-hour days per seven-day workweek and
are subject to the overtime provisions set forth in this handbook. Since some departments
require 24-hour staffing, the Department Head may establish a workweek different than the
foregoing schedule but in compliance with the FLSA. Employees in administrative,
professional, or City managerial positions shall work the number of hours necessary to
ensure the satisfactory performance of their duties.
The standard 40 hour work week for the purpose of calculating pay and overtime shall
begin at 12:01 a.m. Saturday and end on 12:00 p.m. Friday.
Law enforcement personnel shall work a 28-day work period either 8 or 10 hour tours of duty.
Law enforcement personnel are subject to overtime provisions set forth in this handbook and
the compensatory time off provisions set forth in this handbook. Law enforcement staff
personnel shall work a workweek consisting of 40 hours.
When the activities of a particular department require some other schedule to meet work
needs, the City Manager may authorize a deviation from the normal schedule.
17.6 TIME CARDS
Each employees time card is a record of their regular hours worked, overtime worked,
and vacation or sick leave used for the purpose of calculating and issuing pay
checks. Every employee and their supervisor must sign their time card to verify that
all entries are accurate. Intentional falsification of time cards may result in
disciplinary action.
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17.7 PERSONNEL RECORDS MAINTENANCE
The City Manager shall maintain such personnel records as are necessary for the proper
administration of the personnel system. The City shall maintain in personnel records only
information that is relevant to accomplishing personnel administration objectives.
17.8 PERSONNEL FILE
The following information on each employee shall be maintained in the employee's personnel
file and shall be open to public inspection:
Name
Age
Date of original employment or appointment to City service
Current position title
Current salary
Date and amount of most recent change in salary
Date of most recent promotion, demotion, transfer, suspension, separation, or other
change in status
8. Office/Department to which the employee is currently assigned
9. Immigration 1-9 form
1.
2.
3.
4.
5.
6.
7.
Other information maintained in an employee's personnel file may be made available only in
accordance with Sections 17.8.1 – 17.8.3.
17.8.1 ACCESS TO PERSONNEL FILES
Any person may have access to the information listed above for the purpose of
inspection, examination, and copying during the regular business hours, subject only to
such rules and regulations for the safekeeping of public records as the Board may adopt.
Access to such information shall be governed by the following provisions:
1. All disclosures of records shall be accounted for by keeping a written record (except
for authorized persons processing personnel actions) of the following information:
Name of employee; information disclosed; date information was requested;
name and address of the person to whom the disclosure is made; purpose
for which information is requested. This information must be retained for a
period of two years.
2.
Upon request, records of disclosure shall be made available to the employee to
whom it pertains.
3. An individual examining a personnel record may copy the information; any available
photocopying facilities may be provided and the cost may be assessed to the
individual.
4. Any person denied access to any record shall have a right to compel compliance with
these provisions by application to a court for a writ of mandamus or other appropriate
relief.
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17.8.2 CONFIDENTIAL INFORMATION CONTAINED IN PERSONNEL FILES
All information contained in a City employee's personnel file other than the information
previously listed shall be kept confidential and shall be pen to public inspection as
provided in this section.
1. The employee or his/her duly authorized agent may examine all portions of their
personnel file except (I) letters of reference solicited prior to employment, and (ii)
information concerning a medical disability, mental or physical condition, that a
prudent physician would not divulge to his patient.
2. A licensed physician designated in writing by the employee to examine the
employee's medical record may examine this portion of the file.
3. A City employee having supervisory authority over the employee may examine all
material in the employee's personnel file.
4.
By order of a court of competent jurisdiction, any person may examine all materials in
the employee's personnel file.
5. An official of an agency of the state of federal government or any political subdivision
of the state may inspect any portion of a personnel file when such information is
deemed by the City Manager to be necessary and essential to the pursuance of a
proper function of the inspecting agency, but no information shall be divulged for the
purpose of assisting in a criminal prosecution of the employee or for the purpose of
assisting in an investigation of the employee's tax liability.
6.
Each individual requesting access to confidential information will be required to
submit satisfactory proof of identity.
7. A record shall be made of each disclosure and placed in the employee's file (except
of disclosures to the employee and supervisor).
17.8.3 INTERNAL INVESTIGATION RECORDS
Records relating to internal investigations into the conduct of employees shall be kept
separate from personnel files. Such records shall be kept strictly confidential and no
person may have access to such records or disclose any information contained therein
without explicit approval of the City Manager.
If an internal investigation is undertaken in response to a complaint by a citizen, then the
City may disclose to the complainant that an investigation was made and whether the
City determined that the charge was founded or unfounded. The City may not disclose
the nature of any disciplinary action taken.
17.9 EXECUTIVE SESSION — PERSONNEL DISCUSSION
It is the policy of the Board of City Commissioners to recess into executive session
to discuss personnel issues such as employee qualifications, competence,
performance, and character or fitness. However, in accordance with South Dakota's
open meeting law, no official action will be taken except in an open official meeting.
Such sessions are called to protect the employer/employee relationship.
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17.10 EMPLOYMENT REFERENCES
In compliance with the Federal Privacy Act, the City is required to protect the privacy
rights of all employees. In following this Act, it is the City's policy to provide only the
following information on both present and past employees:
1. If an employee has been employed with the City in municipal government service;
2. Dates of employment;
3. Current position or position at the date of separation from employment and other
positions held; and
4. Verification of salary information.
All confidential employment information is given solely at the discretion of the City
and on a need to know basis only. Additional information may be released, upon
approval of the City Manager, and upon a written and signed disclosure and release
request from the employee. The City may request written verification for the need of
such employment information.
Due to the potential liability for the release of employment information, only the Human
Resources Coordinator is authorized by the City Manager to give out such information.
The City Manager reserves the right to instruct the Human Resources Coordinator that
no additional information be released on certain employees. All requests for
information on an employee's employment shall be immediately directed to the Human
Resources Coordinator.
Providing employment references, including off-the-record remarks, without
authorization in violation of the above stated policy may result in disciplinary action.
17.11 HAZARDOUS WEATHER PLAN
PURPOSE: The City of Yankton offices are open and operate normally throughout the year
with the exception of approved holidays. This plan is to establish a procedure by which
variation in office openings and/or closings may occur as a result of hazardous weather.
INTENT: It is the intent of this plan to establish guidelines and procedures to be followed
during hazardous weather. The plan also establishes the authority and responsibility of
Management and Department Heads.
17.11.1 PLAN
ASSUMPTIONS: The City of Yankton is subject to hazardous weather conditions that
may inhibit the ability of employees to travel freely. Weather occurrences of a hazardous
nature may approach slowly and be forecast, or a system may change or deteriorate
rapidly. The most probably weather hazards are winter storms, however, other types of
weather may occur.
ALERT AND WARNINGS: It is the responsibility of the E911 Services to monitor the
weather conditions daily. Weather statements are received from the National Weather
Service and the SD Highway Patrol giving system potentials and forecasting impact.
Reports of local conditions are received from the county and city law enforcement
agencies. Hazardous weather conditions will be relayed to the City Manager, in
accordance with the notification procedures of this plan.
ACTIVATION PLAN: The City Manager or his official designee has the authority and
responsibility to activate the plan and designate the level of activation. The City Manager
will be informed of weather conditions by E911 Services. The City Manager has the
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authority to implement the provisions of the plan including closing City office completely.
The City Manage will initiate the notification procedure of this plan and cause Department
Heads to be contacted and the Finance Officer to alert the media.
When hazardous weather conditions develop during work hours, the City Manager will
activate the plan and designate the appropriate level.
ACTIVIATION LEVELS:
Advisory Hazardous Level — This level indicates conditions warrant caution but travel is
possible with minimum road hazards. Once notified by the City Manager, Department
Heads may grant administrative leave for delayed office hours or for leaving early, but will
insure that all essential services and assistance to the citizens continues without
interruption for as long as possible.
Extremely Hazardous Level — This level indicates that travel is extremely hazardous or
impossible and the City Manager has closed all Departments. No personnel, including
Department Heads, will be required to report to work. The City may make transportation
available to those employees in departments that provide essential services related to
public health and safety who request it.
NOTIFICATION OF EMPLOYEES: The notification of employees is the responsibility of
the Department Head. Upon receiving notification from the City Manager or their
designee, the Department Head will start the notification of their employees in
accordance with the notification procedure of this plan.
DEPARTMENT HEAD'S REPONSIBILITIES: The Department Head is responsible for the
staffing levels of their department and may grant vacation leave to employees in their
department at their discretion. The decision for employees not being required to report to
work or to leave early is that of the Department Heads once the City Manager has
activated the plan.
Departments providing Police services, Water & Sewer Plant operation or Street Crew
will normally be required to work even though the plan has been activated. At the
Department Head's discretion, this can be done with a skeleton crew.
EMPLOYEE'S RESPONSIBILITIES: Employees are expected to report to work at normal
ti mes unless notified otherwise. It is the responsibility of the employee to contact their
supervisor if weather conditions seem severe and notification has not been received in
accordance with procedures or by Media Broadcast, or if the employee elects to request
the day off.
17.11.2 RESPONSIBILITY CHECKLIST
City Manager:
1.
2.
3.
4.
5.
6.
Consult with E911 Services
Activate plan and designate level
Delay or vary office hours
Close offices
Notify Finance Officer
Notify Administrative Secretary, HR Coordinator, and Department Heads
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After receiving notification from the City Manager,
Finance Officer:
1.
Notify Media of closings, delays, or varied office hours
Department Heads:
1.
2.
3.
4.
Determine staffing level required
Notify employees
Insure essential services (Fire, Police, Public Works, Street Crew)
Document leave granted and inform Finance Officer of which employees have been
affected on the next business day
17.11.3 HAZARDOUS WEATHER NOTIFICATION PROCEDURE
1. By 6:00 a.m. – The City Manager contacts Yankton County Emergency Management
Services for weather condition update and forecast.
2. By 6:10 a.m. – The City Manager notifies the Finance Officer of any changes to
office schedules.
3. By 6:15 a.m. – The Finance Officer notifies the media listed below for broadcast of
any changes to office schedules.
4. By 6:15 a.m. – All Department Heads will be notified of the City Manager's (or
designee's) instructions.
5. By 6:25 a.m. – Department Heads notify their supervisory staff.
6. By 6:30 a.m. – Supervisory staff notifies the employees in their units.
As stated above, all employees should receive a call from their immediate supervisor
before 7:15 a.m. if there is to be a change in office hours. However, lines may be tied up,
so all employees should listen to the following media stations if there is a question:
Radio
KYNT
WNAX
KVHT
Television
Prairiewave
Mid-Continent Communications
17.12 INTERNET USAGE POLICY
The internet connection is furnished to facilitate providing services that are essential or beneficial
for the health, safety, welfare, and convenience of the general public. Use of the Internet that
conflicts with providing services is prohibited. Accessing websites or transferring files containing
illegal, pornographic or other material not consistent with providing services to the general public
is prohibited.
Violation of the City of Yankton's Internet Usage Policy may result in restriction of access and
potential disciplinary actions, up to and including termination.
17.13 E-MAIL POLICY
The e-mail system is the property of the City of Yankton. E-mail sent via the network is property
of the City of Yankton and may be monitored from time-to-time to ensure compliance with this
policy. Users should not have an expectation of privacy. Users should also be aware the e-mail
records carry the same weight as other written communication and can be subpoenaed as a legal
record.
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E-mail may not be used for unlawful activities, commercial purposes, personal financial gain or for
personal use which is inconsistent to providing services to the general public. City employees
should use the same personal and professional courtesies and considerations in e-mail as they
would in other forms of communication.
All users of the City of Yankton network should remember that e-mail is not a secure
communication medium and that the confidentiality of such information contained within an e-mail
message cannot be assured. Such confidentiality may be compromised by applicability of law or
policy, by unintended redistribution or because of inadequacy of current technologies to protect
again unauthorized access. Users, therefore, must exercise extreme caution in using e-mail to
community confidential or sensitive matters.
Violation of the City of Yankton's e-mail policy may result in restriction of access and potential
disciplinary actions, up to and including termination.
17.14 VEHICLE OPERATIONS POLICY
Motor vehicle operation is one of the largest liability exposures to the City of Yankton. Safe
driving practices protect the employee, fellow employees and citizens of the community. This
policy will ensure that employees meet an acceptable standard of performance and safety while
operating public vehicles or private vehicles for the purpose of conducting City business.
17.14.1. Driver's License Requirement
One of the requirements to many positions in the City of Yankton is that the employee
possess a valid current driver's license to operate a motor vehicle. It is each employee's
responsibility to report the loss of the driver's license and/or driving privileges to their
immediate supervisor as soon as such loss occurs. Failure to promptly report loss of
driving privileges may result in disciplinary action and/or termination. This policy applies
any time driving privileges are terminated, revoked, suspended, or limited in any way by a
court or administrative office of the State of South Dakota or any other state or
jurisdiction. The City recognizes that occasions arise where employees may temporarily
lose their driving privileges and, in a desire to help such employees, the City is prepared
to make certain accommodations where possible. Such accommodations should be
determined and made solely at the discretion of the City.
Positions will be classified in two separate driving requirement groups: essential function
and nonessential function. An essential designation means that an employee is required
to operate a motor vehicle as part of his/her duties. A non-essential designation means
the operation of a motor vehicle is not an essential function of their job.
Essential
Any employee operating a motor vehicle (City or personal) in the course of performance
of his/her duties as an employee of the City of Yankton must be legally licensed to
operate a motor vehicle, even if the employee holds a position in a classification where
vehicle operation is not an essential function. Employees holding positions requiring the
possession of a valid South Dakota driver's license and/or commercial driver's license
are required to complete and sign the Verification of Driver's License and return the form
to the Human Resources Department (HR) to be inserted into the employee's personnel
file. Any employee in this group who fails to sign the Driver's License Verification form
and return it to HR will not be permitted to operate a motor vehicle at any time while on
duty for the City and may be subject to disciplinary action.
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If an employee loses his/her motor vehicle operating privileges for a specific period of
ti me, and if the employee reports such loss immediately to his/her supervisor,
management will meet with that employee and review all relevant facts surrounding such
loss.
Action to be taken may include, but is not limited to:
* Temporary or permanent demotion to a vacancy in a lower classification
in which driving is not an essential function.
* Reclassification to a lower classification in which driving is not an essential function,
and/or reduction in pay.
* Suspension
* Termination
If suspension is the selected option, the employee will immediately be placed off-duty
without pay. Leave time may be requested. Sick leave will not be allowed unless an
employee can verify the nature of the illness and treatment as recommended by a
physician, through the Employee Assistance Program (EAP), or other accredited or
recognized treatment programs.
Temporary or permanent demotion/reclassification will depend upon available open
positions, length of time that the loss of driving privilege is in effect, reason for loss of
driving privileges, and the impact that the time will have on work activities. An employee
required to possess a valid commercial driver's license, who has his/her driver's license
disqualified from driving a commercial vehicle, may be allowed to continue duties not
limited by the loss of commercial driving privileges with only a reduction in pay. Such an
accommodation will only be approved in the exclusive determination of the employer on a
case-by-case basis that such a temporary redistribution of duties can be made with
limited disruption to operations.
Non-Essential
An employee in this category may be required to move between work locations, but
alternate transportation may be possible. These employees are expected to satisfactorily
perform all duties within the scope of their job classification, including those that may
require mobility. If the performance of their duties is negatively impacted due to
complications arising from their loss of driving privileges, it will be considered a
performance issue and addressed accordingly, which may include disciplinary action up
to and including suspension or termination.
No City employee shall drive for or transport another City employee who has lost his/her
driving privileges unless there is a job-related reason to drive for or to transport the other
employee.
The department head will review the proposed course of action with the City Manager
prior to acting. This will ensure consistency in the application of the policy.
17.15 EAP REFERRAL
The misuse of alcohol and use of drugs creates a serious threat to the health and well being of
the user, hampers job performance, and creates tension in the personal life of an employee.
Additionally, it threatens the safety and well being of fellow workers and interferes with the
effective performance of the operation of the City.
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Symptoms of drug use and or alcohol misuse includes, but is not limited to:
*
*
*
*
*
*
*
*
*
*
*
*
involvement in physical or verbal altercations on the job
involvement in on-the-job accidents
mood swings or attitude changes
withdrawal from responsibilities/family contact
unusual pattern of behavior
excessive absenteeism, excessive tardiness or both
patterns of absence (such as every Friday/every Monday)
sleeping on the job
unusual behavior such as slurred speech or unsteady walking and movements
arrest for and/or conviction of a DUI
marital problems
financial difficulties
It is the responsibility of the employee's supervisor to intervene when they have reason to believe
the employee's behavior indicates signs of the abuse or misuse of alcohol, drugs, or other
controlled substances
The supervisor may confront the employee alone or request the presence of department head,
the HR Coordinator, or the City Manager during intervention. The supervisor is to discuss
observations and advise the employee of the assistance available through the EAP. The City
Manager may require employee to attend intervention programs provided through the employer's
EAR Employees attending EAP services during their normal work schedule may use sick leave.
Failure to comply with supervisor's directions may result in disciplinary action up to and including
termination.
The City of Yankton cares about its employees. When an employee has problems, it is good
business for the City to offer help. This policy reflects to provide a course of action to return the
employee back to a productive work state.
17.16 CLOTHING POLICY
It is the polic y of the City of Yankton to provide appropriate items of clothing to employees
when the nature of the work is such that special protection is required or where special
identification will aid in the effective performance of duties and in meeting department
objectives. All municipal personnel are encouraged to maintain a clean, well-groomed and
professional appearance conducive to good public relations. City emplo yees are what the
citizens see as the City of Yankton.
This policy is intended to assist departments in ensuring that their practices provide
adequate protection and identification for employees, are economical and reasonably
consistent throughout all departments and are comparable with those of similar
occupations throughout the City.
Appropriate items of clothing are broken down into three classifications:
Protective work clothing is attire worn over or in place of regular clothing to protect the
employee's clothing from damage or abnormal soiling or to maintain a sanitary
environment when warranted by working conditions adverse to clothing.
Safety equipment protects the employee and may include gloves, go ggles, prescription
safety glasses, safety boots.
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Uniform/Customer Service attire is worn for the purpose of ready visual identification of
personnel where necessary for certain personnel.
The department head shall recommend to the City Manager the use and application
clothing and safety equipment for purposes described above. Such clothing and safety
equipment shall be appropriately budgeted.
Items worn out or damaged beyond usefulness should be submitted to the department
head as evidence of needing replacement before being replaced.
17.17 RETIRE/REHIRE
If an employee meets the requirements for full retirement per the provision of the South
Dakota Retirement System (SDRS) as defined in SDCL Chapter 3-12, they are eligible for
rehire, subject to City Manager approval.
Upon receiving a letter of resignation, the City shall follow its normal hiring process to fill
the position (i.e., advertising, interviewing, etc.) before making any decision as to which
applicant to hire to fill the position pursuant to Section 3, Conditions of Employment of the
Uniform Personnel Rules & Regulations. All employee benefits, including but not limited
to wages, longevity pay, health and life insurance, sick leave, and vacation leave will
terminate on the date which the retirement becomes effective.
Should the retiree ultimately be the applicant chosen to fill the vacancy, compensation and
benefits shall be consistent with that of a new employee hired for the same or similar
position based on the successful applicant's knowledge, skills, abilities, education, and
experience. No special consideration shall be given to the retiree who may be rehired
except as to consideration given in the normal hiring process for all applicants.
Applicants who previously worked for the City of Yankton shall be considered external
applicants and not eligible for consideration during the time period by which existing
employees may be considered pursuant to Section 3.3 Recruitment of the Uniform
Personnel Rules and Regulations Manual.
17.18 CHANGES OF NAME, ADDRESS, TELEPHONE and WITHHOLDING STATUS
It is the employee's responsibility to inform the Human Resources Office of any changes
in name, address, telephone number or withholding status. An employee must
immediately report any of the above or other pertinent changes. Failure to report or the
intentional withholding of such information may result in disciplinary action.
17.19 AMERICANS WITH DISABILITIES ACT
The Americans with Disabilities Act (ADA) provides comprehensive civil rights protection
to individuals with disabilities in the areas of em p lo yment, public accommodations, state
and local government services and programs, and telecommunications. Title II of the ADA
states, in part, that "no otherwise qualified disabled individual shall, solely by reason of
such disability, be excluded from the participation in, be denied the benefits of, or be
subject to discrimination in programs or activities sponsored by a public entity."
The City of Yankton has adopted this grievance procedure to provide prompt and
equitable resolution of complaints alleging any action prohibited by the U.S. Department
of Justice regulations implementing Title II of the ADA.
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Any individual who believes that he/she or a specific class of individuals with disabilities
has been subjected to unlawful discrimination on the basis of that disability by the City of
Yankton may, by himself or herself or by an y authorized representative, file a complaint.
Complaints should be addressed to the Human Resources Coordinator, City of Yankton,
PO Box 176, Yankton, SD 57078, (605) 668-5222, who has been designated to coordinate
ADA compliance efforts.
1. A complaint must be filed in writing and contain: the name and address of the
individual or representative filing the complaint, a description of the alleged
discriminatory action in sufficient detail to inform the entity of the nature and date
of the alleged violation, and be signed by the complainant or authorized
representative. Complaints filed on behalf of third parties must describe or
identify the alleged victims of the discrimination.
2.
The complaint must be filed within 180 days after the alleged violation occurs.
This time may be extended for good cause shown.
3.
The Human Resources Coordinator shall promptly conduct an informal, but
thorough, investigation of the complaint. All interested parties shall be afforded an
opportunity to submit evidence relevant to the complaint.
4. A written determination of the validity of the complaint and a description of the
resolution shall be issued and a copy forwarded to the complainant no later than
seven (7) working days after completion of this investigation. The finding shall
include: findings of fact and conclusions of law, a description of a remedy for any
violation found, and a notice of the rights available to both the entity and the
complainant, including the complainant's right to file a private suit.
5. Files and records of all complaints filed shall be maintained.
6.
The complainant may request a reconsideration of the complaint in cases where
he/she is dissatisfied with the resolution. The request for reconsideration must be
made to the City Manager within seven (7) working days of the original finding.
7. Nothing in this grievance procedure shall be construed as preventing an individual
from pursuit of other remedies including filing the complaint with any federal
agency he/she believes is appropriate or with the U.S. Department of Justice. This
procedure also does not preclude the individual's right to file a lawsuit in federal
district court.
17.20 TELEPHONE POLICY
While personal phone calls are not prohibited, their frequency, duration, and volume
should not interfere with on-going work nor distract fellow employees. Excessive personal
calls during the work day, regardless of the phone used, can interfere with employee
productivity and be distracting to others. Employees are therefore asked to make any
other personal calls on non-work time where possible and to ensure that friends and
family members are aware of the company's policy. Flexibility will be provided in
circumstances demanding immediate attention.
Employees are not permitted to make personal long-distance telephone calls using the
company's telephones or telephone credit card, except in emergencies. Employees may
place personal long-distance calls if they use their personal calling card or call collect.
92
1.Personal Cellular Phones
While at work employees are expected to exercise the same discretion in using personal
cellular phones as is expected for the use of company phones.
The company will not be liable for the loss of personal cellular phones brought into the
workplace.
2.Reimbursement for Personal Cellular Phone Expenses
If the City Manager and Department Head determine that it is necessary for an employee to
carry a cellular phone and if requested by an employee and approved by the Department
Head and City Manager, the City may offer a stipend in an amount to be determined by the
City Manager for use of a personal cell phone in place of a City issued phone.
Reimbursement requests for more than the authorized amount require either a log which
identifies individual calls by # of minutes, area code, and phone number OR a copy of the
cell phone bill which identifies the calls for which reimbursement is requested. Long
distance and roaming charges incurred outside an employee's normal service plan area
can be reimbursed at actual costs if actual costs exceed the authorized amount.
3. Use of Company-Provided Cellular Phones
If determined necessary by the employee's bepartment Head and the City Manager, the
company may issue a business cell phone to an employee for work-related
communications. Personal use, long distance and roaming charges incurred outside the
normal service plan should be reimbursed at actual costs.
Employees in possession of company equipment such as cellular phones are expected to
protect the equipment from loss, damage or theft. Upon resignation or termination of
employment, or at any time upon request, the employee may be asked to produce the
phone for return or inspection. Employees unable to present the phone in good working
condition within the time period requested (for example, 24 hours) may be expected to
bear the cost of a replacement.
Employees who separate from employment with outstanding debts for equipment loss or
unauthorized charges will be considered to have left employment on unsatisfactory terms
and may be subject to legal action for recovery of the loss.
3. Safety Issues for Cellular Phone Use
Employees are expected to refrain from using phones while driving. Safety must come
before all other concerns. Regardless of the circumstances, including slow or stopped
traffic, employees are strongly encouraged to pull off to the side of the road and safely
stop the vehicle before placing or accepting a call. If acceptance of a call is unavoidable
and pulling over is not an option, employees are expected to keep the call short, use
hands-free options if available, and keep their eyes on the road. Special care should be
taken in situations where there is traffic, inclement weather or the employee is driving in
an unfamiliar area.
17.21 COMMERCIAL DRIVER'S LICENSE
1. Renewals: The City shall pay no reimbursement for any portion of renewal fees for
a CDL. (This includes test fees.)
2. Any employee whose position requires an upgrade in the CDL, the City shall
reimburse for any renewal fees for CDL including test fees. This upgrade must be
approved by Department Head prior to renewal.
93
3. New Employees/Transfers: All new employees or employees transferring to a
position which requires a CDL are required to obtain the CDL at their own expense.
4. Special Cases: Undetermined in nature: to be reimbursed or not reimbursed at
discretion of City Manager.
5. Any employee who qualifies for reimbursement under conditions listed above,
must complete and submit reimbursement form before payment will be made.
94
APPENDIX A
PERSONNEL FORMS
SECTION A: PRESENT STATUS
ADDRESS & TELEPHONE
NAME
SOCIAL SECURITY NO.
ANNIVERSARY DATE
DEPARTMENT NAME & NUMBER
RANGE
POSITION
EMPLOYMENT DATE
EMPLOYEE NUMBER
ANNUAL
BI-WEEKLY
HOURLY
SECTION B: PROMOTION, DEMOTION, TRANSFER OR NEW HIRE
POSITION
ANNUAL
RANGE
BI-WEEKLY
HOURLY
EFF. DATE
HOURLY
EFF. DATE
SECTION C: MERIT INCREASE
POSITION
ANNUAL
RANGE
BI-WEEKLY
EFFECTIVE DATE
OTHER ACTION (explain)
DATE OF NEXT REVIEW
APPROVAL
Department Head
Date
City Manager
Date
COPIES
White: City Manager
Canary: Employee
Pink: Department Head
Goldenrod: Finance
Application for Employment
CITY OF YANKTON
P. 0. BOX 176
YANKTON, SD 57078
Qualified applications are considered for all open positions without regard to race, color, religion,
sex, national origin, age, marital or veteran status, the presence of a non job related medical
condition or disability, or any other legally protected status.
All applications must be postmarked within 24 hours after the published closing date.
Date of Application
Position(s) applying for
Name
Last
First
Middle
Street
City
State
Address
Phone (
ZIP Code
Social Security No.
)
Area Code
Have you ever filed an application here before?
Have you ever been employed here before?
Are you currently employed?
q Yes
q Yes
q Yes
q No
q No
q No
Date
Date
May we contact your current or most recent employer regarding your qualifications?
q Yes
q No
Are you prevented from lawfully becoming employed in this country because of Visa or Immigration Status?
q No (Proof of citizenship or immigration status is required upon employment)
q Yes
On what date would you be available for work?
q Full Time q Part Time q Shift Work
Are you available to work:
Are you currently on lay-off status and subject to recall?
q Yes q No
Have you been convicted of a felony within the last seven years?
q Temporary
q Yes q No
If yes, explain.
q No
Do you claim veteran's preference? q Yes
If Yes, attach a copy of DD214 (separation papers). If claiming service connected disability, attach verification
from the Department of Veteran's Affairs showing percent of disability.
If the position for which you are applying requires a valid South Dakota drivers license, do you possess one?
(Please refer to position announcement.)
q Yes
q No If No, can you obtain one? q
Yes
q No
If the position for which you are applying requires a valid South Dakota commercial drivers license, do you
possess one? (Please refer to position announcement.) q Yes q No
If No, can you obtain one?
q
Yes
q No
Employment Experience
List each job held. Start with your Present or Last Job. Include military service assignments and volunteer
activities. (You may exclude groups which indicate race, color, sex, national origin, disability, or other protected
status.) If you need additional space, please continue on a separate sheet of paper.
1
Dates
Employer
Work Performea
To
From
Address
Hourly Rate/Salary
Telephone No.
Starting
Job Title
Final
Supervisor
Reason for Leaving
2
Work Performed
Dates
Employer
To
From
Address
Hourly Rate/Salary
Telephone No.
Final
Starting
Job Title
Supervisor
Reason for Leaving
3
Work Performed
Dates
Employer
To
From
Address
Hourly Rate/Salary
Telephone No.
Final
Starting
Job Title
Supervisor
Reason for Leaving
Work Performed
Dates
Employer
From
To
Address
Hourly Rate/Salary
Telephone No.
Starting
Job Title
Final
Supervisor
Reason for Leaving
Summarize special job related skills and qualifications acquired from employment or other experience:
Education
High School
College/University
Graduate/Professional
School Name:
Years Completed: (Circle)
9
Diploma/Degree: (Circle)
None
10
11
12
1
2
3
4
1
2
3
4
Diploma GED
Describe Course of Study:
Describe Specialized
Training, Apprenticeship,
Skills, and
Extra-Curricular
Activities:
List professional, trade, business or civic activities and offices held. (You may exclude groups which indicate
race, color, religion, sex, national origin, age, ancestry, handicap, or other protected status.)
REFERENCES:
Give name, address and phone number of three personal references not related to you.
1.
2.
3.
State any additional information you feel may be helpful to us in considering your application.
AGREEMENT
I certify that answers given herein are true and complete to the best of my knowledge. I authorize
investigation of all statements contained in this application for employment as may be necessary in arriving at an
employment decision, and I release the City of Yankton and its representatives and all persons, companies, and
corporations supplying such information from any liability which might result from making such investigation.
In the event of employment, I understand that false or misleading information given in my application or
interview(s) may result in discharge. I understand, also, that I am required to abide by all rules and regulations of
the City.
I understand this application is not a contract of employment. In the event of employment, I understand I
will be subject to a six month probationary employment period where my employment is terminable at will so that
both the City of Yankton and I remain free to choose to end our working relationship.
I understand that if I am selected for employment with the City of Yankton that I must establish and maintain
residency within ten miles of the corporate limits of the City of Yankton at all times during my employment with
the City. If residency is not already established, I must establish said residency within 120 days of my
employment or face termination or resignation. (Please refer to map in City Manager's office for exact limits.)
Signature of Applicant
Date
For Department Use Only
Arrange Interview q Yes
q
No
Date and Time
Remarks
Interviewer
Employed q Yes q No Rate $
Date of Employment
Department
Job Title
Hired by
Name/Title
REMARKS:
Date
Date
Performance Evaluation
Exempt Employee
City of Yankton
Classification Title Department
3me
Evaluation Period
Purpose
Rating Guide
- Achieves Performance Standards: The rating denotes that the employee is meeting stated performance expectations for the performance period
- Does Not Achieve Performance Standards: The rating denotes that the employee is not meeting stated expectations for the performance period.
Justification Guide
hen evaluating your employees under the Individual Performance Factors for either of these ratings, the supervisor should articulate the expectations of
employee
has either achieved or does not achieve stated expectations.
: employee and justify how theee
NS Section A: Individual Factors
Justification
See definitions on pages 3 and 4)
1. Job Knowledge Demonstrated.
■
Ill
2. Quality of Work
3 Quantity of Work - Productivity
4. Leadership
--
q 5. Communication Skills
q 6. Budget/Fiscal Management
I
11
3
3
MOII
7. Decision Making
8. Planning - Organization - Delegation of Resources
• 9. Performance Management
MI 10. Optional Factor
i ii. Optional Factor
Personal
ick Leave Used:
lumber of Hours above that were FMLA Qualified:
:omment:
_...._
Relative
Section B: Specific Work Performance Goals and Recommendations
Recommended Training
Funeral
(State objective and target date for completion)
(State course or course type and target date)
Section C: Overall Performance
(Including status of previous work performance goals and recommendations.)
Target Date
Target Date
Performance Evaluation
Exempt Employee
I have reviewed this evaluation with
and have explained the rating to the employee.
Section D:
Immediate
Supervisor
(Supervisor's signature)
(Date)
(Signature of employee)
(Signature does not mean agreement with rating; onlythat employee has seen the rating.)
I concur in the rating
Section E:
q
I do not concur and am making a separate report q
I have discussed this evaluation with the employee
I have reviewed the evaluation
I have the following comments:
Director
(Signature of Director)
Section E:
City Manager
(Title)
(Date)
I have discussed this evaluation with the employee
I have reviewed the evaluation
I have the following comments:
(Signature of City Manager)
(Title)
(Date)
Exempt Employee
Factor Definitions
Job Knowledge Demonstrated. There is a certain
level of job knowledge required to perform
satisfactorily in any given classification. While most
employees in a given classification have acquired or
should have acquired the necessary job knowledge
through education, training, or experience, performance
in this factor must ultimately be evaluated on how well
employees demonstrated their job knowledge in the
performance of their duties. In a particular position an
employee should be able to effectively access and apply
the knowledge of the techniques, processes, theory,
equipment, tools, or other specialized or general
knowledge required of the position. Employees should
consistently demonstrate a level of knowledge normally
expected of an employee with the same level of training
and experience. An employee should also understand
and comply with the pertinent policies, regulations, and
e
procedures impacting th performance of his or her job.
Quality of Work. A degree of excellence is required
in work performance, as poor work has negative
consequences for the organization and other employees.
The work done by the employee should be effective,
accurate, concise, and thorough. Work should not have
to be redone. The quality of the employee's work
should not reflect adversely on the organization or
hinder the efforts and effectiveness of others.
Employees should make decisions commensurate with
ity
the degree of responsibil assigned to their jobs, and
they should be consistent and dependable in these areas.
Quantity of Work – Productivity. The employee's
productivity should be sufficient to make him, or her, a
net asset to the organization. Depending upon the
nature of the duties assigned, measures of productivity
may vary significantly from one position to another. In
y
some positions, productivit may be measured by
simply the quantity of work products produced or
services rendered, with examples such as parking
tickets processed, documents transcribed, applications
processed, inspections conducted, etc. Productivity in
other positions may be less measurable quantitatively,
but more appropriately evaluated on the basis of ability
to meet deadlines or manage multiple tasks, more
common in managerial or professional positions. In
any case, the employee should be expected to carry his
or her part of the load and consistently give you a day's
work for a day's pay.
4. Leadership. Leadership can be defined as the process
of influencing others to accomplish the mission by
providing purpose, direction, and motivation. The
employees conduct should contribute positively to the
group effort and morale. Employees should willingly
accept the responsibilities associated with their duties
and carry them out as required. Employees should
approach challenges enthusiastically and take pride in
their work. Employees should accept change and adapt
to new assignments, procedures, personnel and
equipment in a cooperative manner. Employees should
always conduct themselves in a manner becoming an
employee of the City, which presents a consistently
good image to all with whom they interact. An
employee's effectiveness in this factor is demonstrated
by how readily he or she takes ownership of his or her
job and responsibilities and through self-motivated
involvement in improving the efficiency, productivity,
or economy of the organization through his or her work.
An employee should approach his or her job In such a
way as to maximize the possibility of achieving the
desired results. The employee should not be apathetic
or passive in the exercise of his or her responsibilities
and should not have to be prodded into action by a
supervisor.
5. Communication Skills. An employee should be able
to effectively communicate with fellow employees,
supervisors and the public at a level commensurate with
the level satisfactory performance of his or her assigned
duties. This should include the ability to effectively
communicate knowledge, information, and ides in a
clear, concise, and effective manner. Communication
skills should also include the ability to be an effective
listener. Employee should be responsive to
communication with supervisors and willing to initiate
communication when necessary to effectively carry out
his or her duties and address on-the-job issues and
concerns. The language and tone used by the employee
should be appropriate to the work environment and
under no circumstances disrespectful, unnecessarily
harsh, or otherwise inappropriate towards supervisors,
fellow employees, or the public.
6. Budget/Fiscal Management. Supervisors should be
providing relevant and necessary information that will
assist the department in the preparation and
development of the annual budget (including CIP where
applicable). Supervisors will review current and past
budgets, consider anticipated project costs and other
applicable department/division needs in order to assist
with forecasting future budgetary needs. Supervisors
should also monitor budget expenditures so as not to
exceed identified budget levels.
7. Decision Making – Problem Solving. A primary
supervisory responsibility is to make decisions and
resolve problems that arise within the division of the
organization for which he or she is held responsible.
Supervisory decisions should be consistent with the
direction of his or her supervisor and with the overall
objectives of the department and must be made
assertively. A supervisor should demonstrate the ability
to identify problems, obtain necessary information, and
formulate and implement appropriate resolutions in a
timely manner. In the decision-making and problemsolving pro9cess the supervisor must be responsive to
new information and must be able to adjust for
unforeseen contingencies in an organized and
controlled fashion. Supervisory decisions should
reflect an operational understanding of personnel
policies and regulations, applicable labor agreements,
na
and progressive discipli ry procedures.
Planning – Organization – Delegation of Resources.
A supervisor must demonstrate a clear understanding of
the function of and resources available to hi8s or her
area of responsibility. He or she should regularly
monitor an analyze work, processes in the areas of
responsibility to discover and/or anticipate deficiencies
or needs, and plan, set realistic goals, and delegate
personnel, material, and equipment resources to
effectively meet those needs. The supervisor should
assign and deploy personnel so manpower utilization is
maximized. Tasks should be delegated intelligently and
logical priorities set so that the work is accomplished
properly and efficiently. Employee vacations and days
off should be carefully scheduled to insure that the
staffing needs of the organization continue to be met.
Schedule problems should be anticipated by the
supervisor and accommodated through schedule and
work adjustments in a manner which minimizes the
disruption of the operation and is consistent with
applicable policies and labor agreements. When
applicable, the supervisor should budget carefully and
accurately so that the needs of the organization are
effectively and economically met. The supervisor
should log and maintain accurate records and complete
required paperwork in a timely and efficient manner.
Performance Management. A supervisor is expected
to ensure that the performance of his/her subordinate
employees contributes to the overall performance of the
organization and that their duties are performed in an
orderly and disciplined manner. A supervisor must
demonstrate the ability to effectively assess the
performance of subordinate employees. She/he should
identify performance problems and effectively and
constructively discuss these problems with the
employee as thay are identified to stimulate
improvement. Likewise, the supervisors should
recognize and reinforce good performance on an
ongoing basis. To ensure continued performance
growth., the supervisor must set realistic but challenging
goals for his/her employees and continually reinforce
improvements in service, productivity, and efficiency.
When performance deficiencies or needs are identified,
the supervisor should provide the guidance, training,
and feedback necessary to help the employees
overcome the deficiency or satisfy the needs. Formal
performance evaluations should be conducted by the
supervisor punctually and should be used effectively as
a feedback tool to communicate job requirements and
expectations, and to provide a realistic, fair, and
objective assessment of the employee's job
performance and development. When necessary to
address performance problems or violations of rules
and regulations, discipline should be used in a
consistent, fair and objective fashion. Documentation
relating to performance and disciplinary action should
be relevant, clear, concise, and completed in a timely
manner.
10. Optional Factors (10 & 11). Supervisors may select
two optional performance factors upon which to
evaluate their employees. The factors selected should
be essential to the proper performance of the position
classification and all incumbents in the same
classification must be evaluated using the same
identified optional factors. These optional factors were
developed to allow supervisors to customize specific
performance measures associated with the applicable
position classification and to provide more meaningful
feedback to the employee(s) regarding their
performance. As with the other performance factors (111), the optional factors you select should be
measurable in such a way that you can objectively
evaluate your employee(s) against the performance
factor selected.
4
Performance Evaluation
Nonexempt Employee
City of Yankton
Classification Title
Jame
Department
Evaluation Period
Purpose
Rating Guide
kS - Achieves Performance Standards: The rating denotes that the employee is meeting stated performance expectations for the performance period
CS - Does Not Achieve Performance Standards: The rating denotes that the employee is not meeting stated expectations for the performance period.
Justification Guide
When evaluating your employees under the Individual Performance Factors for either of these ratings, the supervisor should articulate the expectations of
the employee and justify how the employee has either achieved or does not achieve stated expectations.
Justification
AS NS Section A: Individual Factors
(See definitions on pages 3 and 4)
1. Dependability/Attendence
2. Job Knowledge Demonstrated
3. Appearance & Habits
4. Safety
– 5. Quality of Work
6. Quantity of Work - Productivity
7. Cooperation/Work Relationships/Customer Service
q
q
-1-
–
. S. Work Habits
9. Attitude/Personality Behavior
10. Communication Skills
11. Flexibility/Adaptability
12. Optional Factor
13. Optional Factor
Personal
Sick Leave Used:
Number of Hours above that were FMLA Qualified:
Relative
Funeral
Comment:
Section B: Specific Work Performance Goals and Recommendations
Recommended Training
(State objective and target date for completion)
(State course or course type and target date)
Section C: Overall Performance
(Including status of previous work performance goals and recommendations.)
Target Date
Target Date
Performance Evaluation
Nonexempt Employee
I have reviewed this evaluation with
Section D:
Immediate
Supervisor
(Supervisor's signature)
and have explained the rating to the employee.
(Date)
(Signature of employee)
(Signature does not mean agreement with rating; onlythat employee has seen the rating.)
I concur in the rating q
Section E:
Director/Chief
I have discussed this evaluation with the employee
I have reviewed the evaluation
I have the following comments:
(Signature of Director/Chief)
Section E:
City Manager
I do not concur and am making a separate report q
(Title)
I have discussed this evaluation with the employee
I have reviewed the evaluation
I have the following comments:
(Signature of City Manager)
0
0
(Title)
(Date)
q
a
(Date)
Nonexempt Employee
Factor Definitions
Dependability/Attendance. All employees should
perform in such a way that they can be relied upon to
be working when and where they are supposed to be
and to be carrying out their job assignments in an
effective, consistent, and dependable manner.
Employees should meet deadlines. If a deadline is
not met, the employee should have shown an honest
effort to meet the deadline, and where applicable,
should have given an advance warning that the
deadline would not be met. Employees should be
punctual in reporting for work and should not abuse
coffee or lunch breaks. Excessive or abusive use of
sick leave by an employee should be considered a
dependability problem and therefore should be
addressed in association with this factor.
Job Knowledge Demonstrated. There is a certain
level of job knowledge required to perform
satisfactorily in any given classification. While most
employees in a given classification have acquired or
should have acquired the necessary job knowledge
through education, training, or experience, performance
in this factor must ultimately be evaluated on how well
employees demonstrated their job knowledge in the
performance of their duties. In a particular position an
employee should be able to effectively access and apply
the knowledge of the techniques, processes, theory,
equipment, tools, or other specialized or general
knowledge required of the position. Employees should
consistently demonstrate a level of knowledge normally
expected of an employee with the same level of training
and experience. An employee should also understand
and comply with the pertinent policies, regulations, and
procedures impacting the performance of his or her job.
3. Appearance & Habits. Each employee is expected to
dress appropriately for his or her described position.
Attire worn by employee should be consistent with job
function. An employee's apparel should not be vulgar
or offensive in any shape or form. The employee
should display habits that are expected in a professional
environment. They should not exhibit habits that are
offensive, inappropriate, or of poor taste.
4. Safety. There is safety factors connected with all
positions. Employees should consistently comply with
reasonable safety practices, particularly in situations
involving the public. They should follow specific
directives on safety and use safety equipment provided
for the job. They should demonstrate forethought for
potentially dangerous situations and notify management
immediately when hazardous or dangerous conditions
arise or are identified in the work place. Employees
should not take unnecessary risks which would
endanger their safety or the safety of others.
Employees should try to prevent accidents. Any
accidents which the employee experiences during the
performance period, including personal injuries,
vehicular accidents or violations, property damage or
loss, etc., should be considered and recorded narratively
as part of this factor.
5. Quality of Work. A degree of excellence is required
in work performance, as poor work has negative
consequences for the organization and other employees.
The work done by the employee should be effective,
accurate, concise, and thorough. Work should not have
to be redone. The quality of the employee's work
should not reflect adversely on the organization or
hinder the efforts and effectiveness of others.
Employees should make decisions commensurate with
the degree of responsibility assigned to their jobs, and
they should be consistent and dependable in these areas.
6. Quantity of Work — Productivity. The employee's
productivity should be sufficient to make him, or her, a
net asset to the organization. Depending upon the
nature of the duties assigned, measures of productivity
may vary significantly from one position to another. In
some positions, productivity may be measured by
simply the quantity of work products produced or
services rendered, with examples such as parking
tickets processed, documents transcribed, applications
processed, inspections conducted, etc. Productivity in
other positions may be less measurable quantitatively,
but more appropriately evaluated on the basis of ability
to meet deadlines or manage multiple tasks, more
common in managerial or professional positions. In
any case, the employee should be expected to carry his
or her part of the load and consistently give you a day's
work for a day's pay.
7. Cooperation/Work Relationships/Customer Service.
A primary function of every employee is to provide
customer service to the variety of customers served by
the City, which may include citizens of the community,
other government agencies, local businesses and
organizations, departments within the City, and even
other municipal employees on an individual basis.
Every reasonable effort should be made by employees
to satisfy a customers needs, either through personal
assistance or, when necessary, through accurate
referrals to the appropriate person or department. The
employee's conduct with supervisors, fellow
employees, and the public should be cooperative,
courteous, and nondisruptive to the operation and
should contribute positively to the group effort and
morale. Employees should always conduct themselves
in a manner becoming an employee of the city, which
presents a consistently good image to all with whom
they interact.
Work Habits. An employee's effectiveness in this
factor is demonstrated by how readily he or she takes
ownership of his or her job and responsibilities and
through self-motivated involvement in improving the
efficiency, productivity, or economy of the organization
through his or her work. An employee should approach
his or her job in such a way as to maximize the
possibility of achieving the desired results. The
employee should not be apathetic or passive in the
exercise of his or her responsibilities and should not
have to be prodded into action by a supervisor. An
employee should plan and organize his or her work so
that duties are performed in an efficient and effective
manner. The employee's work areas and tools should
be maintained in an orderly and organized fashion in
order to contribute to a good work environment and a
suitable public image. The employee should coordinate
his or her activities so that other employees or work
processes are not being held up by the employee. He or
she should be alert and practical and not have to rely on
others to commence activities.
Attitude/Personality Behavior. This factor is used to
determine the employee's disposition. The employee
should be even tempered and able to absorb routine
pressures of their job. They should be conscientious of
others feelings and rights. They consider the ease and
comfort of others and are always polite. The employee
is a self starter and will generally volunteer for
additional duties. This individual contributes,
cooperates, and works toward department goals. They
maintain a positive attitude about work in general and
show a willingness to share responsibilities. The
employee displays team spirit and often is seen as a
motivator for others. They are able to accept construct
criticism well.
10. Communication Skills. An employee should be able
to effectively communicate with fellow employees,
supervisors and the public at a level commensurate with
the level satisfactory performance of his or her assigned
duties. This should include the ability to effectively
communicate knowledge, information, and ides in a
clear, concise, and effective manner. Communication
skills should also include the ability to be an effective
listener. Employee should be responsive to
communication with supervisors and willing to initiate
communication when necessary to effectively carry out
his or her duties and address on-the-job issues and
concerns. The language and tone used by the employee
should be appropriate to the work environment and
under no circumstances disrespectful, unnecessarily
harsh, or otherwise inappropriate towards supervisors,
fellow employees, or the public.
11. Flexibility/Adaptability. The employee's
flexibility/adaptability allows them to perform
consistently and effectively under abnormal pressures.
They can tolerate pressure and tension without
hindering performance. They have the ability to adjust
to new situations and will seek help when needed. This
employee participates in training and utilizes new ideas
to improve the work environment. They are able to
take calculated and well thought out risks in addressing
or implementing new ideas, approaches, or solutions to
problems for the long term benefit of the city. A
willingness to accept change and to formulate creative
approaches to work operations and methods is a quality
of this person. They also follow oral or written
instructions easily.
12. Optional Factors (12 & 13). Supervisors may select
two optional performance factors upon which to
evaluate their employees. The factors selected should
be essential to the proper performance of the position
classification and all incumbents in the same
classification must be evaluated using the same
identified optional factors. These optional factors
were developed to allow supervisors to customize
specific performance measures associated with the
applicable position classification and to provide more
meaningful feedback to the employee(s) regarding
their performance. As with the other performance
factors (1-11), the optional factors you select should
be measurable in such a way that you can objectively
evaluate your employee(s) against the performance
factor selected.
4
CITY OF YANKTON
VACATION LEAVE REOUEST
I request the day(s) listed below be granted to me
as
accumulative vacation time-
VACATION DATE(S):
List each day absent due to vacation
Employee Signature:
Date of this Request:
Department:
Department Head Signature & Date:
NOTE: This vacation leave request is to be filled out by ALL employees and should be filed
by the Department Head in your respective departments.
CITY OF YANKTON
SICK LEAVE REPORT
I declare that I was absent from work because of the following described condition and request
that sick leave be granted for the time lost:
Personal illness or off-the-job injury: (nature)
Illness in immediate family: (person & reason)
Death/Funeral of immediate family: (relation)
(Maximum of five days, ten for spouse)
DATES ABSENT FROM WORK:
.'p
Employee's signature
*Physician's Report:
Physician's signature
*Physicians Report stating nature of disability and employee's ability to resume duties, required
only when sick leave extends beyond three (3) consecutive calendar days.
To: City Manager From:
Date:
(Department)
was absent from work due to the above described
hour(s) sick leave if the records show the time is
condition and should be granted
accumulated and not previously used.
Department Head
Approved:
City Manager
CITY OF YANKTON
LEAVE OF ABSENCE REQUEST
I request the day(s) listed below be granted to me as leave of absence.
Leave of Absence Date(s): From
To
month-day-year
month-day-year
I am requesting this leave of absence with/without pay (cross one out) for (explain):
Employee's signature
Date of request
To: City Manager
Date: From: Department
should be granted from
as time for leave of absence
to
month-day-year
month-day-year
with/without (cross one out) pay as per the employee's request.
Approved, Supervisor
Approved, Department Head
CITY OF YANKTON
MILITARY LEAVE - PAYROLL STATEMENT
lease
L Route one co v to Finance Department
2 Social Security Number
1 Employee Name
4 Military Rank
5 Military Organization
6 Number of Days on Active Duty
Z Location of Active Duty
7 Dates of Active Duty
TO
•
FROM
9 Gross Military Pay Received for Summer Camp
S
Comments:
1Company der'sSignatu
10 Employee Signature
City Payroll Section Only
Total Military Gross ÷ No. of Days Active Duty = Daily Rate
Total City Gross = No. of Days x Daily Rate = Gross Pay
From City
3 Service Number
CITY OF YANKTON
FAMILY AND MEDICAL LEAVE REQUEST
I request Family or Medical Leave for the purpose marked below:
Adoption of child.
Birth of child.
Care of a spouse, child or parent with a serious medical condition.
Condition:
Person:
Certification by Health Care Provider is required after seven (7) consecutive days or
fifty-six (56) hours total absence.
An employee's own serious health condition:
Certification by Health Care Provider is required after seven (7) consecutive days or
fifty-six (56) hours total absence.
This leave is expected to be
Continuous for a period of
days/weeks.
Intermittent. Explain:
I request this leave be with/without pay as indicated below. All sick and vacation leave and/or
compensatory time accumulated must be exhausted before taking more than twenty (20) hours of
family or medical leave without pay. However, sick leave shall only be approved if in compliance
with Sick Leave policy. Number in order to be used.
With pay using sick leave.
With pay using vacation leave.
With pay using compensatory time accumulated.
Without pay.
Employee's Name (Print)
Department
Employee's Signature
Approved, Department Head
Date
Approved, City Manager
City of Yankton
Exit Interview
Name
Department
Job Title
Employment Date
to
What is the main reason you are leaving the city of Yankton employment?
Family pressures
Incompatable schedule
Medical problems
Unhappy with supervisor
New job/ better working conditions
New job/ better benefits
Unhappy with shift work
Unhappy with advancement
Temporary employment opportunities
Not suited for the type of work
Other(state under comments)
Comments
1. When you were first hired by the city, were the duties and responsibilities of the job clearly explained to you?
Comments
No
Yes
2. If you had a problem or complaint, did you feel free to talk to your supervisor(s)?
Yes No Comments
3. Did your employment with the city provide adequate promotional opportunities?
Yes No Comments
4. Were the duties you performed on the job those for which you were hired?
Comments
Yes No
5. Were your instructions given in a clear manner?
Comments
Yes No
6. Did you receive adequate on the job training and supervision to help you become better at your work?
Comments
No
Yes
7. Was your training adequate?
Comments
No
Yes
8.
Did you experience any harassment or discrimination during your employment?
No Comments
Yes
9. Evaluate your pay and benefits.
Please rate the City on each of the following points by the use of excellent, good, fair, or poor.
Fair and equal treatment by management
Comments
Development of cooperation and teamwork
Comments
Resolving complaints and problems
Comments
City communications with employees
Comments •
Interdepartmental communications
Comments
Rate of pay and benefits for the job
Comments
Providing adequate opportunity for personal growth
Providing overall service to citizens
Supervisors response to employees
City Manager response to employees
Comments
Comments
Comments
City Commission response to employees
Other
Comments
Comments
Comments
Please provide overall comments regarding your
employment
Employee Signature
Date
Department Head
Comments
Signature
Date
Vendor #
(For Finance Use Only)
CITY OF YANKTON
TRAVEL REQUEST / TRAVEL ADVANCE REQUISITION
TO: CITY MANAGER
DATE:
FROM:
Requisitioning Department
Purpose / Title of Workshop*
Dates
Location
Attended by
Account No.
Paid by
PO / Visa
Estimated Costs
Travel Advance Total $
Lodging
Meals
Transportation
Registration
Other
TOTAL
Travel advance requested
YES
NO
$
Approved by
Department Head
City Manager
Advance Received by
*If brochure is available, attach a copy
Routing:
1. Submit to City Manager for approval
2. After approval, City Manager's office will route form to HR
(HR will Xerox 2 copies: HR file & Department Head)
3. HR will return a copy to Department Head with any attached brochures
4. HR will send original form to Finance for travel advance / PO processing
JL-Word-Memo-Travel Request
EMPLOYEE TRAINING RECORD
Employee Name
Department
Training Organization
Course Title
Course Description
Date of Training
Instructor
Credit Hours/CEU's Earned
Grade
Cost
Certificate of Completion
Certificate Expiration Date
**After completion of training, please forward form to Human Resources for filing in the
employee's personnel file.
CITY OF YANKTON
TRAVEL EXPENSE VOUCHER
Account #
Department
ate
Lodging
Meals
Transportation
Receipts for all major expenses
ust accompany this form.
Other
Total Expenses
Less: Advance (if any)
Refund/Reimbursement
ignatures:
Total
Yankton Drug- and Alcohol-Free Workplace Plan
Testing and Release of Information
• Authorization Form
Photo ID \
Required
and urinalysis controlled substances testing and the release
Submission for breath or blood
of test results and related medical information.
. agree to submit to evidential breath and/or urinalysis controlled
substance testing to identify the presence of alcohol and/or controlled substances in my body, to be
conducted by a DHHS certified testing laboratory, by a ficensed medical provider, certified technicians, or
other legally certified and qualified personnel
Furthermore I authorize the release of the results of these tests and examination to the City of Yankton or
any of its authorized representatives
I understand that I I refuse to submit to this required alcohol and/or controlled sudstance testing, the
testing wniM not be conducted. Furthermore, I understand that such a refusal to submit to required testing
would represent a violation of the City's Drug and Alcohol-Free Workplace Plan and would results in
disciplinary action up to and including termination of my employment
•
Name:
Social Security No.:
Date of Birth:
Witness:
Date:
Tests to be Conducted (to be completed by supervisor, Human Resources, or designated department
staff). Pleased 'X' each category and specific test to be conducted.
•
L q Non-DOT Testing
1. Random (5 panel only)
'
2 Random (s-p anel & Ern
Reasonable Suspicion (5-panel &
3.
4. Post Accident (5-panel & DEBT )
Returns to Work (5-panel & DEBT)
5.
p
6. Follow-u (5-panel & DEBT )
DEBT)
.
Original to Clinic , copy to Human Resources
Date:
City of Yankton
Verification of Driver's License
Employee's Full Name:
Date of Birth:
Social Security Number:
Issuing Authority: State of
Driver's License Number:
Expiration Date:
Commercial Driver's License
Operator License
Name of automobile liability insurance company
**This form will be reviewed and updated annually.
APPENDIX B
CHAIN OF COMMAND
Organization Structure
for the
City of Yankton
Citizens
of
Yankton
City
Commission
Airport
Board
PDepanning
Commission
Cemetery
Fox Run
Pro/Manager
GoDepf
GoDepf
Maintenance
City
Attorney
I
Summit
Activities
Center
I
Airport
Engineering
Suppression
Contracted
Services
Library
Board
Economic
Development Dent
Library
Community
Development
PubDepic
Works
Department
Fire
Department
Recreation
Housing
Commission
Housing
Finance
Department
Fox Run
God Course
Board
Park
Board
Joint
Powers
Parks
and
Recreation
Parks
Finance
Officer
City
Manager
Advisory
Boards
Utili ties
I
Planning
Property
Mangemt
Inspections
Streets
VoDepunteers I
I
AnimaDep
ControDep
I
CentraDep
Garage
Solid Waste
Transfer
Station
inspection I
FaciDepities
I Maintenance
Water Dist
Wastewater
Collection
Water/
Wastewater
Treatment
Information
Services
City of Yankton
Employee Chain of Command
Employees shall report to the next higher person along the chain of command. The following
chart includes examples with various levels of employees. Skip those steps which do not apply
to your department or division. Each department shall develop a chain of command document
for all positions within that department and make it available to all employees.
City Manager
Department Heads
Assistant Chief— Deputy Finance Officer
Superintendent
Sergeant — Department/Division Superintendent
1'
Senior Position Titles
Other Employees
APPENDIX C
COMMISSION PERSONNEL ACTIONS AND RESOLUTIONS
RESOLUTION # 06-78
A Resolution Establishing Base Salary Adjustments at 3% for All
City Employees of the City of Yankton, South Dakota
WHEREAS, adequate monies have been provided for in the adopted 2007 budget, for
the remuneration of services rendered by City of Yankton by all City employees; and
WHEREAS, the City Commission wishes to provide a base adjustment for all City
employees of 3%; and
NOW, THEREFORE, BE IT RESOLVED by the Board of City Commissioners that
the City Manager implement a base adjustment of 3% for all regular full-time and regular
part-time employees on January 1, 2007.
Adopted: //-
Mayor
CurtBenad
ATTEST:
Al Viereck
Finance Officer
Memorandum #03-97
To:
From:
Date:
Subject:
Board of City Commissioners
P. Eric Swanson, City Manager
July 8, 2003
Resolution #03-38, a Resolution adopting a ten year Step Pay Plan, amending
Sections 5.1, 5.10, and 14.5.5 of the Uniform Personnel Rules and Regulations
Manual for the City of Yankton, South Dakota, and replacing the Employee
Performance Evaluation in Appendix A of the manual.
The City of Yankton salary subcommittee (Mayor C. N. Gross, Commissioners Terrance Crandall
and Dave Dickinson, City Manager Eric Swanson, Finance Officer Al Viereck, and Human
Resource Director Sue Berke) have had several meetings, to formulate a new
payroll plan and develop new employee evaluation forms. Police detective Gretchen Slate and
Senior Engineering Tech Bad Moser have also spent considerable time gathering input from other
communities to give the committee some ideas that have been adopted by other municipalities.
From this information a ten year "STEP" Plan has been formulated that would address the issue
of moving employees within the pay range established for their position. The committee is
recommending that those employees who are currently paid below their surveyed midpoint and
below their corresponding yearly "step" may be given annual step increases based on their years
of service at their current position. By adopting Resolution #03-38 the Commission is
implementing a ten year Step Pay Plan to be used as a guideline only. Each year the Commission
would have the option of first determining the fiscal ability to approve these step increases and
also the maximum % increase allowed in that respective year. The ability and the rate would
then both be established by the Commission by resolution.
The attached table establishes where in their respective range each employee currently is
compensated and how much they may be entitled to in a step increase if they are not at the
midpoint of their range and also not at their corresponding step. From this table the committee is
g
recommendin that the maximum increase allowed for the calendar year 2003 would be 2% or a
lesser % depending on the corresponding step for individual employees in their ranges. The step
increase would be dependant upon the employee receiving a "favorable" evaluation, and would
be applied retroactively for any qualifying employee whose position anniversary has already
passed. The 2003 expenditure total including benefits (FICA and retirement) for all the qualified
employees would amount to approximately $44,722 and would be transferred out of the
contingency fund to each respective department by a late year "Contingency Transfer
Resolution".
Approving Resolution #03-38 would also amend Sections 5.1, 5.10, and 14.5.5 of the Uniform
Personnel Rules and Regulations Manual for the City of Yankton, South Dakota and it would
replace the current Employee Performance Evaluation in Appendix-A with the attached
Performance Evaluation Forms. Performance evaluations are a written guide to assist the
employee and their Department Head in identifying satisfactory performance as well as any
performance that needs improvement. The new forms are simple, easy to use, and
07/08/03
MEMORANDUM
Iflii-y /
straightforward in getting an evaluation of someone's overall performance. The
ctor
shall meet with the employee to discuss the evaluation within 30 days prior to
supervisor/dire
the employee's anniversary date. The evaluation shall then be forwarded to the City Manager for
his review and placed in the employee's personnel file. If the employee has completed a period
of twelve months in a position, has a favorable performance evaluation, and is qualified to
receive a possible step increase, a Personnel Action Report (PAR) form will be prepared to
reflect a salary increase, and if approved by the City Manager, shall be effective on the first day
of the pay period indicated.
It is recommended that the City Commission adopt Resolution #03-38.
4
1
RESOLUTION #03-38
WHEREAS, it is recognized that the City of Yankton should make all efforts to attract and retain
qualified employees who will perform the municipal services most efficiently for the City, and,
WHEREAS, the City Manager and the City Commission have determined that it is desirable that
a uniform process be developed to establish comparable compensation with similar private and public
organizations; and,
WHEREAS, the City Commission when fiscally possible, wishes to reward continued
exemplary service by its employees; and,
WHEREAS, the City Commission wishes to implement a ten year "Step" pay plan to be used as
a guideline to move employees to the midpoint of compensation for their respective salary ranges; and,
WHEREAS, the City Commission wishes to annually adopt a maximum salary increase to be
awarded to any City employee on their position anniversary date who is currently below the midpoint
of their respective salary range and their corresponding "Step" as determined by their years of service
at their current position,
NOW, THEREFORE, BE IT RESOLVED by the City Commission of Yankton, South Dakota,
that a ten year "Step" pay plan be adopted as an annual guideline and that the maximum increase for
the calendar year 2003 be set at 2.0% or a lesser % that brings the individual employee to their
corresponding years of service "Step", and
NOW, THEREFORE, BE IT FURTHER RESOLVED, by the City Commission of Yankton,
South Dakota, that
Section 5.1 third paragraph, last sentence be deleted.
Section 5.10 shall be re-titled STEP PAY PLAN SALARY INCREASES and that it shall be
replaced and amended to read:
The City Commission, when fiscally possible, wishes to reward continued favorable service by its
employees and has implemented a ten year Step plan to be used as a guideline for annual adjustments
to individual salaries based on the economic ability to afford these increases within the annual budget.
The goal of the ten year Step Pay Plan is to bring employees up to their respective yearly step amount
and eventually up to the midpoint of their respective salary range as established by a rn-annual salary
study of similar positions. An annual resolution will be required to be passed by the City Commission
to implement any yearly step increases and the maximum yearly % that will be allowed to any
individual that is currently below the midpoint of their salary range and below their corresponding
yearly step.
07/09/03
RESOLUTION
#03 -38
After an employee has satisfactorily completed a period of twelve (12) months in a position, the
employees rate of pay may be increased to the recommended corresponding step increase. The
Department Head shall certify at least fifteen (15) days prior to the effective date of the increase that
the employee's services have been satisfactory. This certification shall be made on the Personal Action
Report (PAR) form (See Appendix A) and, Rif approved by the City Manager shall be effective on the
first day of the pay period indicated.
Section 14.5.5 be re-titled DENIAL OR DELAY OF STEP INCREASE and that it shall be
replaced and amended to read:
On notification to and approval by the City Manager in writing, a Department Head may, as a form of
disciplinary action (See Section 14.2), delay a step increase for an indefinite period of time, or deny a
step increase when in their opinion it is not warranted. A report on the reason for delay or denial of a
step increase shall be forwarded to the City Manager to be filed in the employee's personnel file.
Infraction, violation of or noncompliance with any provision, requirement, policy or regulation set
forth in this manual or as later amended may be cause for delay or denial of a step increase.
Infraction, violation of or noncompliance with any provision, requirement, policy or regulation of the
employee's department may also be cause for delay or denial of a step increase.
APPENDIX A-Personnel Forms; the current Employee Performance Evaluation be replaced with
the attached Performance Evaluation forms.
Adopted:
C. N. Gross, Mayor
ATTEST:
Al Viereck, Finance Officer
CITY OF YANKTON
2007 SALARY RANGE PER JOB CLASS
(Salary Range Order)
JOB CLASS TITLE
RANGE
1
2
3
4
5
6
7
8
9
MINIMUM
16,638
17,053
17,481
17S917
18,365
18,824
19,296
19,778
20,271
MIDPOINT
19,575
20,064
20,565
21,079
21,606
22,146
22,699
23,266
23,849
MAXIMUM
22,509
23,073
23,649
24,240
24,846
25,468
26,105
26,757
27,425
Custodian
Library Aide
10
10
20,778
20,778
24,445
24,445
28,112
28,112
Asst Golf Pro/Asst Clubhouse Mgr
11
21S297
25,055
28,814
12
13
21,831
22,375
25,683
26,324
29,536
30,274
14
22,935
26,984
31,030
15
23S508
27,656
31S806
Library Assistant
16
24,096
28,349
32,600
Animal Control Officer
17
24,699
29,058
33,416
Office Specialist
Police Records Clerk
18
18
25,316
25,316
29,784
29,784
34,251
34,251
Equipment Operator
Sanitation/Truck Operator
Bldg Mntc/Custodian
Transfer Station Attendant
19
19
19
19
25,950
25,950
25,950
25,950
30,528
30S528
30,528
30,528
35,108
35S108
35,108
35,108
Dispatcher
20
26,597
31,292
35,985
Secretary
Grounds Mntc Worker
Grounds Mntc Worker/Building Attendant
21
21
21
27,264
27,264
27,264
32,074
32,074
32,074
36,884
36S884
36,884
SALARY RANGE PER JOB CLASS
(Salary Range Order)
JOB CLASS TITLE
Acctg Clerk
Utility Customer Service Clerk
Admin. Secretary
Municipal Records Clerk
Jailer
RANGE
22
22
22
22
22
MINIMUM
27S944
27,944
27,944
27,944
27,944
MIDPOINT
32S876
32,876
32,876
32,876
32,876
MAXIMUM
37,807
37,807
37,807
37,807
37,807
Sr. Equipment Operator
Cemetery Mntc Worker
Sr. Sanitation/Truck Operator
Transfer Station Supervisor
Transfer Station Truck Operator
23
23
23
23
23
28S643
28,643
28,643
28,643
28,643
33S698
33S698
33,698
33,698
33,698
38,752
38,752
38,752
38,752
38,752
Utilities Mntc Worker
Water Plant Operator
24
24
29S359
29,359
34S540
34S540
39,721
39,721
Sr. Grounds Mntc Worker
Fleet Mechanic
Meter Technician
WW Technician
WW Plant Operator
25
25
25
25
25
30,093
30,093
30,093
30S093
30,093
35,403
35,403
35,403
35,403
35,403
40,715
40,715 Water
40,715
40,715
40,715
Asst. Systems Mgr
Bldg Mntc/Custodial Supervisor
Sr. Library Assistant
26
26
26
30,846
30,846
30S846
36,288
36,288
36S288
41,732
41,732
41,732
Police Officer
Engineering Tech
27
27
31,617
31,617
37,195
37,195
42,775
42,775
Computer Operator
K-9 Officer
Urban Forestry Specialist
Recreation Coordinator
28
28
28
28
32,407
32,407
32,407
32,407
38S125
38S125
38,125
38,125
43,846
43,846
43,846
43,846
Sr. Water Plant Operator
29
33,216
39,079
44,942
Lead Sr. Equipment Operator
Sr. WW Plant Operator
Airport Mntc/Signal Technician
Librarian
30
30
30
30
34S048
34,048
34,048
34,048
40,056
40,056
40,056
40,056
46,064
46,064
46,064
46,064
Systems Manager
31
31
34,899
34S899
41,057
41,057
47,216
47,216
WW Lab Tech/Plant Operator
SALARY RANGE PER JOB CLASS
(Salary Range Order)
JOB CLASS TITLE
Lead Jailer
RANGE
32
MINIMUM
35S771
MIDPOINT
42,084
MAXIMUM
48,396
Police Corporal
Police Detective
Sr. Engineering Tech
33
33
33
36S666
36,666
36,666
43,135
43,135
43S135
49S605
49,605
49,605
Building Inspector/Engr Tech
34
37,583
44,215
50,846
Fleet Supervisor
35
38,521
45,320
52,118
Deputy Finance Officer
Police Sgt.
Recreation Superintendent/Facilities Mgr
Street Supervisor
Water Plant Supervisor
Building Official
HR Coordinator
36
36
36
36
36
36
36
39,485
39,485
39S485
39,485
39,485
39,485
39,485
46,453
46,453
46,453
46,453
46,453
46,453
46,453
53,419
53,419
53,419
53,419
53,419
53,419
53,419
Sr. WW Lab Tech
37
40,472
47,614
54,756
Fire Marshall/Deputy Fire Chief
WW Plant Supervisor
38
38
41,483
41S483
48,804
48,804
56,124
56S124
Golf Course Pro/Mgr*
Golf Course Superintendent
39
39
42,520
42S520
50,025
50,025
57,527
57,527
40
43,584
51,274
58,966
Water Distr/WW Collection Superintendent
Water Plant Superintendent
Library Director
WW Plant Superintendent
41
41
41
41
44,674
44S674
44,674
44,674
52,557
52S557
52,557
52S557
60,441
60S441
60,441
60,441
Police Lieutenant
Parks Superintendent
42
42
45,789
45,789
53,871
53,871
61,952
61S952
DirectorS Housing and Redevelopment
43
46,935
55S216
63S500
SALARY RANGE PER JOB CLASS
(Salary Range Order)
RANGE
44
44
44
44
44
MINIMUM
48,108
48,108
48,108
48S108
48S108
MIDPOINT
56,598
56,598
56,598
56,598
56,598
MAXIMUM
65,087
65,087
65,087
65,087
65,087
45
49S311
58,012
66,714
Fire Chief
Civil Engineer
46
46
50,543
50,543
59,463
59S463
68S382
68,382
Director, Parks & Recreation
47
48
49
51,807
53,102
54S430
60S949
62,474
64,035
70,092
71S844
73,642
Police Chief
50
55,791
65,636
75,482
Finance Officer
51
57,186
67,276
77,369
City Engineer
52
53
54
55
56
57
58,615
60,081
61,583
63,123
64,700
66,319
68,959
70,683
72,449
74,261
76,118
78,021
79,303
81,285
83,317
85,401
87,534
89,723
Director, Public Works
58
67,975
79,971
91,966
59
60
61
69,675
71,417
73,202
81,971
84,020
86,120
94,266
96,623
99,038
62
75,023
88,274
101,514
63
64
65
66
76,908
78,831
80,802
82,822
90,481
92,742
95,061
97,437
104,052
106,654
109,319
112,052
JOB CLASS TITLE
Asst. Police Chief
Utilities Director
Streets Superintendent/PW Mgr
Community Development Director
Info Svcs Mgr/Spec Projects
City Manager
*Golf Pro/Mgr's salary is supplemented by contract incentives
Jan-07
Step
Range
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
2007
Minimum Midpoint Maximum
19,575
16,638
22,509
17,053
20,064
23,073
20,565
17,481
23,649
21,079
24,240
17,917
24,846
21,606
18,365
22,146
25,468
18,824
22,699
26,105
19,296
23,266
26,757
19S778
23,849
27,425
20,271
20,778
24,445
28,112
25,055
28,814
21,297
21,831
25,683
29,536
22,375
26,324
30,274
22,935
26,984
31,030
23,508
27,656
31,806
24S096
28S349
32S600
24,699
29,058
33,416
25,316
29,784
34,251
25,950
30,528
35,108
26S597
31S292
35,985
27,264
32,074
36,884
27,944
32,876
37,807
28,643
33,698
38,752
29S359
34S540
39S721
30,093
35,403
40,715
30,846
36,288
41,732
31S617
37S195
42,775
32,407
38,125
43S846
33,216
39,079
44,942
34,048
40,056
46,064
34,899
41,057
47,216
35S771
42S084
48,396
36,666
43,135
49,605
37,583
44,215
50,846
38,521
45,320
52,118
39,485
46,453
53S419
40,472
47,614
54,756
41,483
48,804
56,124
42,520
50,025
57,527
51,274
43,584
58,966
Step
Step
Step
Year
Year
Year
Year
1
2
3
4
1.01765
1.03530
1.05295
1.07060
16,932
17,354
17,789
18,233
18,689
19,156
19,636
20,127
20S629
21,145
21,673
22,216
22,770
23,340
23,923
24S522
25,135
25,763
26,408
27S067
27,745
28,437
29,149
29S877
30,624
31,390
32,175
32S979
33,803
34,648
35,515
36,402
37,313
38,246
39,201
40,182
41,186
42,215
43,271
44,353
17,226
17,655
18,098
18,549
19,014
19,488
19,977
20,477
20,987
21,512
22,049
22S601
23,164
23,745
24,338
24,947
25,571
26,210
26,866
27,536
28,226
28,931
29,654
30S395
31,155
31,935
32,733
33,551
34,389
35,249
36,130
37,034
37,960
38,909
39,881
40,879
41,901
42,947
44,021
45,122
17,519
17,956
18,406
18,865
19,338
19,821
20,317
20,826
21,344
21,879
22,425
22,987
23,559
24,150
24,753
25,372
26,006
26,656
27,324
28,006
28,707
29,424
30,160
30S913
31,686
32,479
33,291
34S123
34,975
35,850
36,746
37,665
38,607
39,573
40,561
41,576
42S615
43,680
44,772
45,892
17,813
18,257
18,715
19,182
19,662
20,153
20,658
21,175
21,702
22,245
22,801
23S372
23,954
24,555
25,168
25,798
26,442
27,103
27,782
28,475
29,189
29,917
30,666
31S431
32,217
33,024
33,849
34S695
35,562
36,451
37,362
38,296
39,254
40,236
41,241
42,272
43S329
44,412
45,522
46S661
Step
Step
Step
Step
Step
Year
Year
Year
Year
Year
Year
5
6
7
8
9
10
1.08825
1.10590
1.12355
1.14120
1.15885
1.17650
Step
18,107
18,558
19,023
19S498
19,986
20,485
20,998
21S524
22,060
22,612
23,176
23S757
24,349
24,959
25,583
26,223
26,878
27,550
28,240
28,945
29,670
30,410
31,171
31,950
32S748
33,568
34,407
35S267
36,148
37,052
37,978
38S928
39,901
40,899
41,921
42,969
44,044
45,144
46,273
47,430
18,400
18,859
19,332
19,814
20,310
20,817
21,339
21S873
22,418
22,979
23,552
24,143
24,744
25,364
25,998
26,648
27,314
27,997
28,698
29,414
30,151
30,903
31,677
32,468
33,279
34,112
34,965
35S839
36,734
37,653
38,594
39S559
40,548
41,563
42,601
43,666
44,758
45,876
47,023
48,199
18,694
19,160
19S640
20S130
20,634
21,150
21,680
22,222
22,776
23,346
23,928
24,528
25,139
25,769
26,413
27S073
27,750
28,444
29,156
29,883
30,632
31,397
32,182
32S986
33,811
34,657
35,523
36S411
37,320
38,254
39,210
40,190
41,196
42,226
43,281
44S363
45,472
46,608
47,774
48,969
18,988
19,461
19,949
20S446
20,958
21,482
22,020
22,571
23,133
23,712
24,304
24S913
25,534
26,174
26,828
27S499
28,186
28,891
29,614
30S353
31,114
31,890
32,688
33S504
34,342
35,201
36,081
36S983
37,907
38,855
39,826
40S822
41,843
42,889
43,961
45,060
46,187
47,341
48,524
49,738
19,281
19,762
20,257
20S763
21,283
21,814
22,361
22S920
23,491
24,079
24,680
25S298
25,929
26,579
27S243
27,924
28,622
29,337
30S072
30S822
31,595
32,383
33,193
34,022
34,873
35,746
36,639
37,554
38,493
39,456
40,442
41S453
42,490
43,553
44,640
45,757
46,901
48,073
49,275
50S507
19,575
20,064
20,565
21,079
21,606
22,146
22,699
23S266
23,849
24,445
25,055
25S683
26,324
26,984
27S656
28S349
29,058
29,784
30S528
31,292
32,074
32,876
33,698
34,540
35,403
36,288
37,195
38S125
39,079
40,056
41,057
42,084
43,135
44,215
45,320
46,453
47,614
48,804
50,025
51S274
Range
Minimum
41
42
43
44
45
46
47
44,674
45,789
46,935
48,108
49,311
50,543
51,807
48
53,102
54,430
55,791
57,186
58,615
60,081
61,583
63S123
64,700
66,319
67,975
69,675
71,417
73,202
75,032
76,908
78,831
80,802
82,822
84,892
87,014
89,190
91S419
93,705
96,048
98,448
100,911
103,434
106,018
108,669
111,386
114,171
117,025
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
2007
Midpoint Maximum
52,557
60,441
53,871
61,952
55,216
63,500
56,598
65,087
58,012
66,714
59,463
68,382
60,949
70,092
Step
Step
Step
Step
Step
Step
Step
Step
Step
Step
Year
Year
Year
Year
Year
Year
Year
Year
Year
Year
9
10
1.15885
1.17650
51,770
53,062
54,390
55,750
57,144
58,572
60,037
61,537
63,076
64,653
66S270
67,926
69,625
71,365
73S150
74,978
76S854
78,773
80S742
82,761
84,831
86,951
89S125
91,353
93,637
95,979
98S377
100,836
103,357
105,941
108,590
111,306
114,087
116,941
119S865
122,860
125,931
129,080
132,307
135,614
52,557
53,871
55,216
56,598
58,012
59,463
60,949
62,474
64,035
65,636
67S276
68,959
70,683
72S449
74S261
76,118
78,021
79S971
81S971
84,020
86,120
88,274
90S481
92,742
95,061
97,437
99S873
102,369
104,929
107,553
110,242
112,997
115,823
118,718
121S687
124S728
127,846
131,043
134,318
137,676
1
2
3
4
5
6
7
1.01765
1.03530
1.05295
1.07060
1.08825
1.10590
1.12355
8
1.14120
46,251
47,405
48,592
49,807
51,052
52,327
53S636
54,976
56,351
57,760
59,205
60S684
62,202
63,757
65,351
66,984
68,660
70,375
72S134
73,938
75,787
77,681
79,623
81,614
83,654
85,746
87S889
90,086
92,338
94,646
97S012
99,439
101,924
104,473
107S086
109,761
112,505
115,318
118,201
121,156
47,039
48,213
49,420
50,656
51,922
53,220
54,551
55,913
57,312
58,745
60S214
61,719
63,262
64,844
66S465
68S126
69,831
71S574
73S364
75,198
77,079
79,005
80,980
83,005
85.080
87,208
89S387
91,621
93,912
96,260
98,666
101,134
103,661
106,254
108,911
111,632
114,423
117,284
120S216
123,221
47,827
49,022
50,248
51,505
52,792
54,112
55S465
56,851
58,273
59,730
61S223
62,753
64,323
65,931
67,579
69S268
71,001
72,774
74S594
76,459
78,371
80,329
82S337
84,396
86,506
88,670
90S885
93,157
95,486
97,873
100,320
102,830
105,399
108,035
110,737
113,503
116,341
119,250
122,231
125,287
48,616
49,830
51,077
52,354
53,663
55,004
56S379
57,788
59,233
60,714
62,233
63,788
65,383
67,018
68S693
70,410
72,172
73,974
75,823
77,719
79,663
81,654
83S695
85,788
87,933
90,131
92S384
94,693
97,061
99,487
101S974
104,525
107,137
109,817
112S562
115,375
118,259
121,216
124,246
127,352
49,404
50,638
51,905
53,203
54,533
55S896
57,294
58,725
60,194
61,699
63S242
64,822
66,443
68,105
69S807
71,552
73,342
75,174
77S053
78,980
80,955
82,978
85,052
87,179
89,359
91,593
93S882
96,229
98,635
101,100
103,628
106,220
108,874
111,598
114,388
117,246
120,177
123,182
126,261
129,418
50,193
51,446
52,734
54,052
55,403
56,788
58S208
59,662
61,155
62,684
64S251
65,857
67,504
69,192
70S921
72,694
74,513
76,373
78S283
80,240
82,247
84,302
86S410
88,571
90,785
93,055
95S380
97,764
100,209
102,714
105,282
107,915
110,612
113,379
116,214
119S117
122,095
125,148
128,276
131,483
50,981
52,254
53,562
54,901
56,274
57,680
59,123
60,600
62,115
63S668
65,261
66,891
68,564
70S278
72,035
73,836
75,683
77,573
79S513
81,501
83,539
85,627
87S767
89,962
92,211
94,517
96S879
99,300
101,783
104,327
106S936
109,611
112,349
115,160
118S039
120,988
124,013
127,114
130S292
133,549
45,462
46,597
47,763
48,958
50,181
51,435
52,722
62,474
71,844
54,039
64,035
65,636
67S276
68,959
70,683
72,449
74,261
76,118
78,021
79,971
81S971
84,020
86,120
88,274
90S481
92,742
95,061
97S437
99S873
102,369
104,929
107S553
110S242
112,997
115,823
118,718
121,687
124,728
127,846
131,043
134,318
137,676
73,642
75,482
77S369
79,303
81,285
83,317
85,401
87,534
89,723
91,966
94S266
96,623
99,038
101,514
104S052
106,654
109,319
112,052
114S854
117,726
1 20,669
123,686
126,777
129,947
133,196
136,525
139,940
143,437
147,024
150,698
154,467
158,328
55,390
56,775
58S195
59,650
61,141
62,670
64,237
65S842
67,490
69,175
70,904
72,677
74,494
76,356
78S265
80,222
82,228
84,284
86S390
88,550
90,764
93,033
95S359
97,744
100,186
102,692
105,260
107,890
110,587
113,352
116S186
119,090