06-14-1993 - Workshop
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CITY COUNCIL OF EDGEWATER
WORK SESSION WITH THE INDUSTRIAL DEVELOPMENT BOARD
JUNE 14, 1993
COMMUNITY CENTER
Mayor Jack Hayman called the Workshop Meeting of the City Council
and the Industrial Development Board to order at 7:10 p.m. in the
Edgewater Community Center.
ROLL CALL
Mayor Jack Hayman
Councilman Kirk Jones
Councilwoman Louise Martin
Councilman Michael Hays
Councilman David Mitchum
City Manager George McMahon
City Attorney Krista Storey
City Clerk Susan Wadsworth
Police Chief Lawrence Schumaker
Present
Present
Present
Present
Present
Present
Present
Present
Present
Mayor Hayman listed the information given to the Council.
City Manager McMahon explained to the Council that yhe memorandum
from Mark Karet was intended to be constructive as to the concerns
staff has.
Mayor Hayman asked Mr. Martin to introduce the members of the
Industrial Development Board: Phillip Fong, Agnes Rymsa, Nancy
Swiney, Charles Byrd, Scott Porta, absent John Browning
Mr. Martin explained the recent news release on the
project. He explained the Industrial Development
involvement in this project.
"Maglev"
Board's
Britt Bochardy, with Charles Wayne Properties and representing the
Volusia County Business Development Corporation gave a
presentation on the Maglev project. He explained the hiSh speed
rail system test program that is being considered. There was a
question and answer session between Mr. Bochardy and the Council.
Tom Elcorn owner of commercial land in Edgewater asked about the
economic impact, Mr. Bochardy answered about 12 million.
The City Council and the Industrial Development Board went over the
By-Laws the for Economic Development Board. There was a lengthy
discussion on changes to the by-laws. The consensus of the Council
was that the changes discussed be made and have the City Attorney
go over the draft with Mr. Martin then bring the by-laws back to
the Council.
Mr. Martin stated that the main objective was to get the report to
the Council so there is time to study it.
Time for next workshop will be 6:30 p.m. June 23, 1993.
Mr. Martin spoke to the Council on the Grand Central Corporation
meeting for the purpose of a gold course. There was discussion on
changing the planned industrial to residential use. City Manager
McMahon discussed the process and where the City Staff was on this
project. The need for a feasibility study was discussed. Council
consensus was proceed with this.
Councilperson Martin made a motion to recess until June 23, 1993
seconded by
Adjourn 10:04 p.m.
Minutes submitted by: Susan J. Wadsworth
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CITY OF EDGEWATER
104 N. RIVERSIDE DRIVE
P.O. Box 100 - Edgewater. Florida 32132-0100
(904) 42P',3245 SunCom 371-7005
December 30, 1992
PUBLIC NOTICE
The City Council will meet on Monday, January
4, 1993, at 6:00 p.m. in the Shuffleboard
Building for an orientation session. That
meeting will recess at 7:00 p.m. to move to
the Community Center for the regular City
Council meeting. Upon adjournment of the
regular meeting, the orientation session will
reconvene.
lsk
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CITY OF EDGEWATER
COUNCIL ORIENTATION
JANUARY 4, 1993
INFORMATION PACKET
INDEX
TAB
CONTENTS
Introduction
Purpose
Agenda
City Manager
City Charter
Transparency copies
City Attorney
Transparency copies
City Clerk
Transparency copies
Written description
of duties/responsibilities
(
Finance
Transparency copies
Budget cycle
Community Development
Transparency copies
Police
Transparency copies
Utilities
Transparency copies
Written description of
department operations
Fire
Transparency copies
Mission statement and
goals
Engineer
Transparency copies
Public Works
Transparency copies
(
(
C..'
INDEX Page 2
TAB CONTENTS
Parks and Recreation Transparency copies
Personnel Transparency copies
List of approved City
holidays and vacation
schedules
Advisory Boards Lists/phone numbers of all
City boards and committees
General Corporate Planning Process
and task team approach to
problem solving
Phone Directory
Listing of all Council and
staff phone numbers
- Pay for Performance
Explanation of Pay for
Performance Plan
Front Pocket
ClP Construction projects
Status Report
-/" Back Pocket
Performance Appraisal Guide
c.-
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CITY CLERK
This office is a service department, and it is essentially a
department to which the Mayor, Council, Manager and all departments
of the government, as well as the general public, look for
information regarding the operations of the city. Frequently, it
is the clearinghouse for obtaining data about the city. Since
constant reference must be made to the records in the custody of
the City Clerk, an efficient office is essential.
Due to the close relationship with a variety of individuals,
it is vital that persons working in this office promote the highest
type of public relations, yet protect the city's interest and
rights. Courteous and expeditious treatment in handling in-person,
phone and written inquiries from the public can contribute greatly
to reactions the average citizen has towards city government.
APPOINTMENT
The position of City Clerk is appointed by the City Council.
GENERAL DUTIES
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It is difficult if not impossible to outline all the duties and
responsibilities imposed upon a City Clerk. These duties are a
general outline.
* ACCURATELY PREPARES BUDGET FOR DEPARTMENT
* ACCURATELY PREPARES AND MAINTAINS THE ACTIONS OF THE COUNCIL
* ACCURATELY PREPARES AGENDAS AND MAINTAINS ACTIONS OF BOARDS
AND COMMITTEES ASSIGNED TO THE DEPARTMENT
* MAINTAINS THE ACTIONS OF ALL BOARDS, COMMITTEES AND AGENCIES
* FURNISHES DATA TO PUBLIC AND M~DIA
* MAINTAINS MUNICIPAL CODE OF ORDINANCES
* ANSWERS COMPLAINTS, CORRESPONDENCES AND INQUIRES FOR THE
MAYOR, CITY COUNCIL AND CITY CLERK'S DEPARTMENT
* DIRECTS COMPLAINTS, CORRESPONDENCE AND INQUIRES FOR ACTION
TO VARIOUS DEPARTMENTS WHEN NOT ASSOCIATED TO THE DEPARTMENT
* MAINTAINS MUNICIPAL ISSUED CONTRACTS, AGREEMENTS, BONDS AND
INSURANCE POLICIES
* MAINTAINS CUSTODY OF ALL OFFICIAL RECORDS NOT SPECIFICALLY
HANDLED BY OTHER DEPARTMENTS
* PROVIDES FOR RECORDS AND INFORMATION MANAGEMENT, INCLUDING
INDEXING, MICROFILMING, RETRIEVING RETENTION SCHEDULING AND
DESTRUCTION OF CITY RECORDS
* ISSUES LICENSES AND PERMITS
* HANDLES BID OPENINGS
* CONDUCTS BUSINESS WITH OTHER CITY, COUNTY, STATE AND FEDERAL
AGENCIES AS DIRECTED BY THE GOVERNING BODY
* ADMINISTERS AND RECORD OATHS OF OFFICE
* PREPARES AND MAINTAINS THE PUBLISHING OF CITY NEWSLETTERS
AND EMPLOYEE NEWSLETTERS
* MAINTAINS CITY SCRAPBOOK
AS SECRETARY OF THE MUNICIPAL CORPORATION:
* MAINTAINS CUSTODY OF THE MUNICIPAL SEAL
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* ATTEST TO OFFICIAL DOCUMENTS
* MAINTAINS RECEIPT OF SERVICE AND LEGAL DOCUMENTS
AS ELECTION OFFICIAL:
* REGISTERS VOTERS
*CONDUCTS CITY ELECTIONS
* CERTIFIES VACANCIES EXISTING ON THE LOCAL LEVEL
* QUALIFYING OFFICER FOR LOCAL ELECTIONS
* FURNISHES MATERIAL FOR LOCAL ELECTIONS
* SELECTS POLLING PLACES IN CONJUNCTION WITH THE SUPERVISOR OF
ELECTIONS
* MAINTAINS RECEIPT OF REPORTS FOR CANDIDATES AND
COMMITTEES
* MAINTAINS RECEIPT OF ELECTION RESULTS
* HIRES ELECTION PERSONNEL FOR LOCAL ELECTIONS
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AS PERSONNEL DEPARTMENT:
* PERFORMS CLERICAL AND RELATED ACTIVITIES REQUIRED TO PROCESS
JOB APPLICATIONS AND NEW HIRES
* ENROLLS AND INFORMS NEW EMPLOYEES OF PERSONNEL PROGRAMS AND
BENEFITS
* DEALS INDIVIDUALLY WITH CITY EMPLOYEES IN RELATION TO ALL
BENEFIT MATTERS
* HANDLES ADMINISTRATIVE ASPECTS OF ALL PERSONNEL ACTIONS AND
MAINTAINS ALL PERSONNEL FILES AND EMPLOYEE RECORDS
* HANDLES ADMINISTRATIVE ASPECTS OF GROUP INSURANCE POLICIES,
* HANDLES ALL WORKERS COMPENSATION CASES, RECORDING AND
MAINTAINING ALL MEDICAL INFORMATION
* ASSISTS CITY MANAGER IN EMPLOYEE PROGRAMS, INCLUDING THE PAY
FOR PERFORMANCE APPRAISAL SYSTEM
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CITY OF EDGEWATER
104 N. RIVERSIDE DRIVE
P.O. Box 100 - Edgewater. Florida 32132-0100
(904) 428-3245 $unCom 371-7005
RECEIVED
DEe 1 5 J992
CITY MANAGER
DATE:
DECEMBER 15, 1992
TO:
MR. GEORGE MCMAHON, CITY MANAGER
TERRY A. WADSWORTH, DIRECTOR OF UTILITIES-rIP\~
COUNCIL ORIENTATION
FROM:
SUBJECT:
The City of Edgewater's Utilities Division is made
departments that, while diverse in nature, share
safeguarding the public health. The departments and
follows.
up of three separate
the common goal of
their missions are as
WASTEWATER
i
\
The City of Edgewater Wastewater Department is charged with the
operation and maintenance of a 1.0 MGD extended aeration wastewater treatment
plant, 19 lift stations, and 28 miles of collection system. When the
wastewater portion of the Capital Improvement Program is completed, the
department will operate and maintain a 2.25 MGD Advanced Wastewater Treatment
Plant, 28 lift stations, 91.6 miles of wastewater collection system and an
extensive effluent reuse distribution system. Departmental staffing currently
consists of a Wastewater Departmental Supervisor with a Class "B" license,
three Class "C" Certified Wastewater Treatment Plant Operators, one Wastewater
Treatment Plant Operator Trainee and one Utility Systems Mechanic. The
greatest challenge facing this department will be the transition from a five
day a week, one shift a day secondary plant operation to a seven day a week,
24 hour a day operation of an Advanced Wastewater Treatment Facility whose end
product <effluent) will be provided to the public for irrigation use. The
addition of gravity sewer to the largest portion of the City will result in a
higher degree of public exposure for the department, and the projection of a
highly professional image is essential when interacting with the new customers
in this area.
---'.
WASTEWATER
BRIEF SCOPE OF DEPARTMENT:
The purpose of the Wastewater Department is to collect, treat and
discharge domestic wastewater. The discharge must meet local,
state and federal requirements for quality and allowable quantity.
We currently operate one wastewater treatment plant. The plant is
permitted at 1.0 MGD capacity. A new 2.25 MGD advanced wastewater
treatment facility is under construction to replace the existing
plant.
Currently, the wastewater collection system includes 28 miles of
gravity sewer lines and force mains, over 350 manholes and 19 lift
stations.
GOALS:
1. To meet or exceed DER/EPA requirements for wastewater discharge
quality and sludge disposal.
2. To operate and maintain the wastewater treatment plant and lift
stations in an efficient and cost-effective manner.
3. To reduce wastewater treatment plant discharges through water
reuse with the ultimate goal being zero point discharge into
natural bodies.
4. To continue to provide sewer services to the community that are
trouble free or quickly serviced, and to extend the service areas
within the City not yet connected to the system.
5. To continue with our inflow and infiltration elimination program,
to gain zero infiltration.
OBJECTIVES:
1. Collect and convey domestic sewage from individual sources to the
wastewater treatment plant with minimum infiltration and no
contaminating losses.
2. Treat domestic sewage to meet regulatory requirements and to avoid
contamination of water supplies and receiving natural water
bodies.
3. Supply information on the existing sewage collection system for
customer connections.
SERVICE MEASURES:
FY 92
FY 91
1.
2.
3.
4.
Treated Wastewater (MG)
Gallons of Sludge
Lift Stations Maintained
Service Connections
290.054
2,032,000
19
3,020
258.093
1,495,000
19
2,970
Page 2
~
G
WATER
The City of
with a total of
pumps, two ground
Edgewater's Water Treatment Plant consists of two wellfields
ten wells, a lime softening facility, seven high service
storage tanks and two elevated storage tanks.
The capacities are as follows:
Wellfields
5.0 million gallons/day.
Lime Softening Facility
5.0 million gallons/day.
High Service Pumps
Two @ 900 gallons per minute each,
Two @ 750 gallons per minute each,
and Three @ 3,500 gallons per minute
each.
Storage
1,750,000 gallons total ground
storage and 250,000 gallons total
elevated, for a grand total of
2,000,000 gallons.
The organization of this department consists of a Water Plant Supervisor
with a Class "A" License, two certified Class "8" Water Treatment Plant
Operators, five certified Class "C" Water Treatment Plant Operators and one
vacant position. With regulations changing as rapidly as they are, operators
are encouraged to set their sights on the next highest license. Changes in
the industry compel training for the future. Present knowledge cannot be
relied upon.
The Department's primary goal this year, as any year, will be to provide
a drinking water that meets or exceeds all standards set by regulatory
agencies. As construction of the Alan R. Thomas Water Treatment Plant is
finalized, videos and still pictures will be taken whenever possible ln order
to better train the operators in the operation and maintenance of this
facility.
In addition to the normal preventive maintenance program,
valve at the Florida Shores Tower needs to be replaced before the
too high. Conceivably prior to March of 1993.
an altitude
demand gets
Page 3
/'~-.. .
(
WATER PLANT
BRIEF SCOPE OF DEPARTMENT:
The Water Department provides approximately 1.3 million gallons of water
daily to its more than 16,000 customers in Edgewater.
The Water Plant is responsible for drawing and transporting raw water
from the wells, treating the water to provide a safe drinking water,
pumping the water from the plant to the users, while maintaining
equipment and facilities in good working condition.
GOALS:
1. Develop a wellfield management program.
2. Continue all current operations and programs.
3. Increase training opportunities.
OBJECTIVES:
1. Provide a safe and aesthetically pleasing drinking water at good
pressure and in adequate amounts.
2. Maintain all equipment and facilities by preventative and timely
corrective measures.
3. Complete per specifications, the Alan R. Thomas Water Treatment
Plant and begin the treatment process associated with the
functions of the Department.
4. Reduce saline upconing and balance run times on new and existing
well fi elds.
SERVICE MEASURES:
FY 92
FY 91
1- Finished Water Pumped to City (MGD) 1 . 297 1 . 598
2. Quality Complaints 77 34
3. Water Samples - Bacteriological 240 240
Trihalomethanes 24 24
Lead &: Copper 61 140
4. Service Connec t ions 7,078 6,943
Page 4
~.
FIELD OPERATIONS
The City of Edgewater's Field Operations Department's primary mission 1S
to provide and maintain all appurtenances as they relate to the safe supply of
drinking water and fire protection to the water customer. Field workers
routinely perform the installation, repair and/or maintenance of water lines,
sewer lines, fire hydrants, backflow prevention devices, water meters and
water flushes. Public relations, another important facet of the Field
Operations Department, demand the field worker handle the customer who
registers a water quality or water billing complaint with consideration.
Twice monthly, water samples are collected and submitted to the DHRS
laboratory for bacteriological analyses to determine compliance. Consultation
to private contractors is provided in the form of locating water and sewer
lines when requested.
(..
Certification or licensing of the field staff is highly encouraged to
increase their job knowledge as well as to enhance their professional image.
The department currently employs a Field Operations Supervisor who is a
certified Class "B" water distribution technician, a certified Class "C"
wastewater collection technician and a certified Backflow Prevention
Technician, one Lead Utilities System Technician who is a certified Class "C"
water plant operator, a certified Class "C" water distribution technician, a
Class "C" wastewater collection technician and a certified Backflow Prevention
Technician, two Utilities System Technicians, one of which is a certified
Class "C" Water Distribution Technicians, three Utilities Service Workers, who
all are certified Class "C" Water Distribution Technicians and two Meter
Readers who are both certified Backflow Prevention Technicians and certified
Class "C" Water Distribution Technicians. It is the goal of the department
within the next year to have the remaining field worker obtain his Class "C"
Water Distribution Certification. In addition, those already possessing
licenses are encouraged to attain the next higher class certification as funds
and time are available.
In conjunction with and beyond those utility improvements generated by
the CIP, the Field Operations Department has projected a five to ten year
program to further improve water pressure and fire fighting capabilities in
Florida Shores. This will be accomplished by the installation of water mains
of six inches and larger where needed. Similar improvements will be made by
priority and as funds are available to other areas of the city.
Anticipating the many improvements of both underground and above ground
appurtenances planned for Florida Shores, the department is aggressively
revising operations and maintenance of the utility system. In doing so, a
more detailed schematic of the City of Edgewater's utility structure will
contain concise information to give the field workers specific locations of
the lines, meters, flush boxes, hydrants, etc. This will enable the
department to quickly and effectively handle emergencies which may arise.
Additionally, more effective sequential flushing of water lines will assure
the customer receives a continuous high quality drinking water.
c
Page 5
/
FIELD OPERATIONS
BRIEF SCOPE OF DEPARTMENT:
Maintain water distribution system through repairs, inspections
and additions to provide constant supply of water at good
pressure. Repair and upkeep of all hydrants. Install all new
meters, test meters and replace as necessary. Keep all plans of
the system complete and up to date. Read all meters in a timely
manner.
GOALS:
1. To maXlmlze fire protection through hydrant installations and
water line construction.
2. To install new services as soon as possible after receipt of
service order.
3. To respond to all breaks immediately upon notification.
4. To keep all hydrants in constant, good working order.
5. To update and maintain all plans of the system.
6. Establish and maintain complete records of activities.
7. To ensure monthly meter readings of all customer accounts are
completed accurately and on schedule.
8. To minimize customer complaints.
9. To develop a more rigorous hydrant up-keep and flushing program.
10. To maintain an ongoing cross connections control program.
OBJECTIVES:
1. Repair all system breaks promptly.
2. Provide line locations prior to digging by others.
3. Maintain adequate and complete inventory.
4. Monthly reading of all water meters on a timely basis.
5. Replace all broken meter boxes and lids as needed.
6. Monitor the system through testing and flushing water mains.
SERVICE MEASURES:
FY 92
FY 91
1. Meters Installed
2. Sewer Connections Installed
3. System Leaks Repaired
4. Meters Replaced
5. Hydrants Installed
6. Meters read (monthly>
135
43
263
97
31
7,078
191
77
100
121
25
6,943
Page 6
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CITY OF EDGEWATER
DEPARTMENT OF FIRE AND RESCUE SERVICES
MISSION STATEII4.ENI
The mission of the Edgewater Department, of Fire and Rescue
Services Is to provide: Fire Prevention, Structural and Safety Inspections,
Fire Suppression, Emergency Medical, and disaster Preparedness for the
citizens and visitors to the City of Edgewater, Florida.
GOALS
1 ) By the beginning of January 1993, provide 24 hourI 7 day per week
career staffing of one Rescue Engine by a minimum of 2 EMTlFlrefighters.
:\
2) By the beginning of January 1995, provide Advanced Life Support
(Paramedic) level EMS with a 3 person, A.L.S. equipped Engine Co.
3 ) By the end of December 1993, have a comprehensive Emergency
Management Preparedness (Civil Defense) Plan completed.
4) By the end of December 1993, have MSDS Information computerized
and available for Emergency Incident MItigation efforts.
5) By the beginning of October 1992, have Employee Incentive Pay
Program In effect.
6) By December 01, 1993 have the testing for DrlverlPump Operator
completed and promotions made.
7) By the end of 01 June 1993 have all career supervlsorsFL Certified
at Company Officer level.
8) Beginning January 1993, begin phased compliance with NFPA 1500
with regards to FlrelRescue Occupational Health and Safety.
9) By 01 June 1993, have comprehensive Fire Prevention and Protection
Ordinance before City Council.,.
10) By 01 June 1997, have FlrelRescue station '2 (relocated In the
South end of town) operating with a 2 person A.L.S. crew.
11) By the end of December 1993, have a comprehensive pre-Incident
planning program formalized. computerized. and operational.
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8. 01 HOl.IDA YS
A. The City tif11 recognize the following as paid holidays:
Neti Year's Day
Pres ident' s Day
Hartin Luther King's 8irthday
Good Friday
Hemorial Day
Independence Day
Labor Day
Thanksgiving Day and the Day After Thanksgiving
Christmas Day
Three (3) Personal Days: (Hust be taken tiithin that anniversary year, and cannot be carried
over fraTJ year to year, and the etTfJloyee cannot receive pay in lieu of time off. The etIf1loyee
may not exceed more than two (2) working days off in a row and I1IJst have the supervisor's
approva I, after giving a forty-eight (48) consecutive hour notice, except in emergency, of the
des ire to take a persona I day off.)
8. Whenever a holiday falls on Sunday, the follOtting Honday is considered the holiday.
C.
Whenever a holidays falls on Saturday, the preceding Friday is considered the holiday.
Revis ion September I, 1992
42
;;~", ,; "
(
8.02
VACATION
A. All employees of the City shall be entitled to vacation leave and canpensation therefor under
the following terms and conditions:
1. Employees covered by this section shall be entitled to annual vacation leave
with pay at the employees's regular rate of pay, on the following basis:
Time in City Service Vacation Leave
Less than 1 year o work days
1-4 years 12 work days
5-10 years 18 work days
11 years 24 work days
12 years 25 work days
13 years 26 work days
14 years 27 work days
15 years 28 work days
16 years 29 work days
17 years and over 30 work days
2. For the purpose of ca lcu lating accrued vacation time, the date of employment by the City sha 11
be the date the employee began his employment and on each year's anniversary date thereafter
said employee shall be deemed to have worked a full year. No employee shall be entitled to
vacation time without having completed a full year's employment.
3. A mlnil1lJm of one half of accrued vacation time l1IJst be taken within any given anniversary
period. The remaining portion of accrued vacation time may be carried into the following work
year but l1IJst be taken within that anniversary period. Compensation may be received in an
amount not to exceed one (1) week. If manpower is not available in any department, vacation
may be carried over to the new anniversary period with the approval of the City Manager.
4. Upon termination of employment in good standing, an employee shall be paid for any unused
portion of accrued vacation time which shall be prorated on a monthly basis from the last
ann Iversary date.
Revis ion September 1, 1992
43
~:
,
CITY OF EDGEWATER ADVISORY BOARDS
DECEMBER 1992 UPDATED
BEAlJTlllCATION COMMITfEE
5 MEMBERS, MEETING: 2ND TUESDAY
(3 Year terms)
BETTY ROSSMAN
2803 Juniper
427-9992 H
TANINA PALERMO
2105 S. Riverside
427-2439 H
DORIS STUMP
2512 22nd Street
427-9672 H
LINDA ANN SULLIVAN
3327 Mango Tree Dr.
428-0140 H
427-5322(3449)
FELICIA VER WAY
2310 Yule Tree
427-4504 H
BICYCLEIPEDESTRIAN ADVISORY CO:MMI'ITEE
(ESTABLISHED MAY 4, 1992)
JACK CORDER
2620 Orange Tree
426-2292 W
PAT KUHN
1869 Sabal Palm
423-3762 H
EDIE WILLIAMS
1869 Sabal Palm
423-3762 H
DONALD A. SCHMIDT
1723 Lime Tree Dr.
423-0585 H
NORAJANE GILLESPIE
1719 Willow Oak Dr.
428-9440 H
LOUISE MARTIN
1409 S. Riverside Dr.
428-4097 H
KIRK JONES
428 Perdita
427-5697 H
423-8427 W
MARK KARET
(10-12-92-Rev. )
427-1638 W
\ .
'...
1
Aug 6, 1995
Aug 6, 1993
Auq 17, 1995
Aug 6, 1993
Aug 6, 1994
,
I
BUILDING TRADES REGULATORY AND APPEAlS BOARD
7 MEMBERS
MEETING: 3RD THURSDAY IN JANUARY,MARCH,MAY,JULY SEPTEMBER,NOVEMBER
GARY BUTT 427-1531 W 4-20-93
1429 Orange Tree Drive 427-2635 H
JOHN CIAFFONI 426-0623 H 4-20-93
701 Maralyn Ave
New Smyrna Bch, Fl. 32169
., DOUGLAS COLE 427-7440 H 2-16-93
..
1507 Mango Tree Dr.
ROBERT HOWARD* 427-2419 H 2-16-93
602 Indian River Blvd.
MICHAEL C. NELSON 428-0676 H 2-16-94
3034 Woodland
LES OGRAM 423-0416 W 2-16-93
2204 Yule Tree Dr. 428-5758 H
LESTER YARNELL 428-4960 H 2-16-93
2204 Mango Tree Dr.
2
CITY MANAGER'S ADVISORY COl\1MITTEE
LISA KRUCKMEYER
DEBBIE SIGLER ALT.
CITY CLERK'S DEPT.
CITY CLERK'S DEPT.
BRUCE BERGSTORM
CITY ENGINEER'S DEPT.
SUE KOSER
CITY MANAGER'S DEPT.
BEVERLY KINNEY
JAN MORRIS ALT.
COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT
KATHY CORNELIUS
DONNA LOONEY ALT.
FINANCE DEPARTMENT
FINANCE DEPARTMENT
MICHAEL HAYES
LISA WARREN ALT.
FIRE
FIRE
GARY CONROY
JOE SUSTRICH ALT.
POLICE
POLICE
CHARLES CHAMBERLIN
TYNA HILTON ALT.
PUBLIC WORKS
PUBLIC WORKS
KARL LOONEY
DAVE L'HEURUEX ALT.
WATER
WATER
ERIC BOSSE
JOHN VOLKMANN ALT.
WASTEWATER
WASTEWATER
WAYNE NICHOLS
GRAYSON AUTRY ALT.
FIELD OPERATIONS
FIELD OPERATIONS
MARYLOU MCDONALD
BARBARA KOWALL
PARKS AND RECREATION
PARKS AND RECREATION
(5-5-92 Rev.)
3
,:::..,:",
CITIZENS COUNCIL ADVISORY COMMITTEE
Dissolve upon completion of its task or by November 1992
DELORES (DEE) CUCANICH
1906 Travelers Palm
428-9912 H
DR. CHARLES G. GEBELEIN
1730 Umbrella Tree
427-9930 H
JAMES MACKIE JR.
1602 S. Riverside Dr.
427-3683 H
JANET C. PTASZEK
2616 Yule Tree Dr.
427-8210 H
428-9094 W
...
'.
SHIRLEY R. ROBERTS
423 N. Riverside Dr.
427-7738 H
CHARLENE J. DENNIS
2010 Orange Tree Dr.
427-6360 H
PATRICIA MONTROWL
331 Schooner Ave.
423-4020 H
CITIZEN CODE ENFORCEMENT BOARD
7 MEMBERS (3YEARS)
MEETING: LAST THURSDAY
MAUREEN BORNER
2409 Yule Tree Drive
427-9891 H
7-01-94
JEANNE DELNIGRO
3130 Tamarind Dr.
423-0123
5-08 93
GEORGE COWAN*
2217 Orange Tree
426-0300 H
8-02-94
DELORES CUCANICH
1906 Travelers Palm
428-9912 H
5-08-93
AIMEE H MASON
511 N. Riverside Dr
428-8553
5-18-95
DONALD A. SCHMIDT
1723 Lime Tree Dr.
423-0585 H
8-2-94
JOAN STRONG
P.O. Box 1015
(8-4-92)
428-5064 H
5-18-95
4
FlREMENS PENSION TRUST FUND
WILLIAM VOLA
P.O. Box 100
9-21-94
423-4413 W
JAMES CASTETTER
P.O. Box 100
1-6-94
423-4413 W
AL GILBERT*
2025 Needle Palm
423-9405 H
3-18-93
ROBERT JOHN MORIN
1410 Mango Tree Dr.
423-3584 H
9-21-94
WILLIAM "BEN"WAGNER
3036 Travelers Palm
427-2407 H
9-21-94
GENERAL EMPLOYEES PENSION BOARD
6 MEMBER BOARD (2YEARS)
MAYOR HAYMAN* 428-3245 W Permanent
P.O. Box 100
CITY CLERK WADSWORTH 428-3245 W Permanent
P.O. Box 100 427-5489 H
REV. HARVEY HARDIN 428-6372 H 7-1-93
207 Hubbell Street
JAN MORRIS 427-2500 3-16-94
P.O. BOX 100
TYNA HILTON 428-5815 3-16-94
P.O. BOX 100
LYNNE PLASKETT 427-2500 3-16-94
P.O. BOX 100
(9-28-92-rev)
. .
~.
5
INDUSTRIAL DEVELOPMENT BOARD
(7 MEMBERS-3 YEAR TERMS) MEETINGS: FIRST. THURSDAY
RICHARD T. KOWALEWSKI 423-1109 H 4-6-95
3218 Juniper Dr
SCOTT PORTA 423-4251 H 4-6-95
1818 Date Palm 428-7417 W
JOHN MOONEN 428-3995 H 7-1-94
4 Denson Dr.
JOE MARTIN*(school 239-6749) 423-8988 H 7-01-94
12 Woodlake Dr. P.Orange
AGNES RYMSZA 428-8375 H 7-01-94
126 W. Connecticut 428-1040 W
NANCY SHOEMAKER SWINEY 428-5080 W 8-06-94
1001 S.Ridgewood Ave.
PHILLIP FONG 423-0351 H 7-01-94
3800 Saxon Dr. NSB
LAND DEVELOPMENT AND REGULATORY AGENCY
7 MEMBERS (3YEARS)
MEETINGS:2ND AND 4TH THURSDAY
ROBERT GARTHWAITE 428-4490 H 3-07-94
10 Lee Drive
DOMINICK FAZZONE 423-1332 H 3-07-94
302 Paradise Lane
C. PETER HELLSTEN* 423-1764 H 3-16-95
1717 B.S. Riverside Drive 239-6744 W
RONALD HILDENBRAND 428-7334 H 3-07-93
114 Naranga Dr.
BILLY KLEIN 423-1345 H 3-07-93
2910 Needle Palm
DONALD D. MASSO 427-7955 H 9-21-95
317 Pine Breeze Dr.
GEORGE EWING 423-7688 H 3-7-94
2923 Royal Palm
P.O. Box 127
6
.-.".'. - .:.'.~>.' ~'
LmRARY BOARD
BY LAWS: 5 MEMBER (3YEARS)
MEETINGS: (3 TIMES ANNUALLY)
LILIAN BOND-NELSON
P.O. Box 523
JEANETTE DUDLEY
1822 Banyan Tree Dr.
JEAN HAUGHWOUT
204 N. Riverside Dr.
MARY RICE*
131 E. pine Bluff
LAURETTA SHAFER
P.O. Box 493
PARKS AND RECREATION BOARD
5 MEMBERS (3 YEARS)
1ST WEDNESDAY
JOHN CORY
427 Perdita
LAWRENCE LANCHONEY
110 Lincoln Rd.
DANNY K. HATFIELD
231 N. Old County Rd.
THOMAS TIPTON JR
2412 Unity Tree Dr.
SHARON MOONEY HERRMAN
1910 Umbrella Tree
(6-16-92.rev. )
\ .:
427-2434
1-17-95
427-4537
2-04-94
428-4276
1-17-95
428-8620
1-19-93
427-1696
2-04-94
427-6860
5-17-95
427-9021
7-1-94
427-6287
5-17-93
428-3032
7-1-94
427-1041
85%7-93
7
;.' ,-." ;.;. .';.:' ;.:~;~~.;
(
POLICE PENSION BOARD
5 MEMBERS (2YEARS)
GARY CONROY 427-4103 12-14-94
P.O. Box 100
RUTH M. GARVEY 423-4021 12-14-94
.. 1404 S. Riverside Dr.
..
.. RUTH O'ROURKE 04-03-93
132 E. Conn. Ave 427-5284
JOHN J. BORZNER 427-2846 3-2-94
2702 22nd st
LARRY WESTFALL 427-4103 12-14-94
P.O. Box 100
POLICE CHAPLAIN
Rev. Dr. Lawrence Tee
114 W. Ocean Ave.
428-6327
12-15-92 rev
c
8
VETERANS PARK ADVISORY COMMITrEE
LOUISE MARTIN (lYEAR TERM)
1409 S. Riverside Dr.
(Councilperson)
428-4097 H
2-2-93
":.
SAM MANCINO (1 YEAR TERM)
3102 Mango Tree Dr.
(DAV Chapter 145)
WILLIAM BERG (2Year Term)
3035 Needle Palm
(Amer. Legion 285)
WILLIAM MULLER (3Year Term)
17 Wildwood Drive
(VFW Post 4532)
JACK CORDER
2620 Orange Tree Dr.
Permanent
426-2083 H
2-2-93
428-0901 H
2-2-94
423-4866
2-2-95
423-9640 H
426-2292 W)
(rev. 2-2-92)
9
. ,..<. '~'.~: ~~- .;~
OTIIER APPOINTMENTS
VOLUSIA COUNTY METROPOLITAN PLANNING ORGANIZATION
CITIZENS ADVISORY COMMITTEE
DOMINICK FAZZONE
302 Paradise Lane
VOLUSIA COUNTY GROWTH MANAGEMENT COMMISSION
JACK PATRICK
1001 Regent st.
VOLUSIA COUNCIL OF GOVERNMENTS
MAYOR HAYMAN
3003 Travelers Palm
VOLUSIA COUNTY METROPOLITAN PLANNING ORGANIZATION
MAYOR HAYMAN
3003 Travelers Palm
VOLUSIA COUNTY METROPOLITAN PLANNING ORGANIZATION
BICYCLE/PEDESTRIAN ADVISORY COMMITTEE
NORAJANE GILLESPIE
1719 Willow Oak Dr.
VOLUSIA COUNTY BEACH TRUST COMMISSION
ROBERT E. MCINTOSH
2921 SABAL PALM
12-14-92
\.
10
423-1332 H
423-3163 H
423-2067 H
432-2067 H
428-9440 H
423-0889 H
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DIRECTORY FOR CITY OFFICIALS , DEPARTMENT 8EADS
CITY BALL FAX 904-427-2'75
KAYOR JACK 8. HAYKAII
3003 TRAVELERS PALM
(PAGER) 426-1142
COUNCILMAN DISTRICT 1 KIRK E. JONES
428 PBRDITA
EDGBWATBR, FLORIDA 32132
8-423-2067
8-427-5697
.-424-2215
COUNCILPBRSOBDISTRICT 2 LOUISE KARTIB
1409 S. RIVERSIDE DRIVE
EDGBWATER, FLORIDA 32132
8-428-4097
COUNCILMAN DISTRICT 3 MICHAEL D. HAYS
2319 UMBRELLA TREE DRIVE
EDGBWATBR, FLORIDA 32141 (BEEPER 238-4220)
COUNCILXAB DISTRICT 4 DAVID L. MITCHUM
2946 ORABGE TREE
8-423-2073
8-427-30"
.-407-26'-3311
City Manager George E. McMahon
W-423-8001
H-423-3259
Finance Director Fred Munoz
W-427-4102
City Clerk Susan Wadsworth
W-428-3245
Director of Community Dev. Mark Karet
City Engineer Kyle Fegley
W-427-1638
W-428-5815
Police Chief Lawrence Schumaker
W-427-4103
Director of utilities Terry Wadsworth
Director of PUblic Works Carl Overstreet
W-427-0112
W-428-5815
Director of Parks and Recreation Jack Corder W-426-2292
Fire Chief William C. Vola (pager 426-1004) W-423-4413
Building Official
City Attorney Krista A. Storey W-428-3245
Consulting Engineers Dyer,
Riddle,Mills & Precourt
City Auditors Ernst Young
407-896-0594
FAX 407-896-4836
407-872-6600
904-255-1981
FAX 407-255-8030
..1
UPDATE 11-17-92
MEMORANDUM
(-
DATE: December 8, 1992
TO: Personnel Department and All Department Heads
PROX: George E. McMahon, City Manager J3. '?" .
SUBJECT: Personnel System/Classification and "Pay for
Performance" Summary
=================================================================
The City of Edgewater has enacted a "Pay for Performance"
compensation system, based on the Hammack Enterprises Study, which
included the following:
1. Comprehensive job skills inventory and analysis.
2. Revisions and updates of all job descriptions after
reviewellt with each employee and department head, and
approved by the City Manager.
3. Classification of every City position based on point
factoring with pre-determined points for critical job
skills.
4. Establishing pay ranges (minimum, mid-point, and maximum)
subsequent to a thorough market analysis of comparable
jobs and skills of this area's public and private
employers.
The adoption of the City's Pay for Performance Plan was enacted by
City Council Resolution 92-R-19 and the City's Personnel Policy and
Procedure Manual was enacted by City Council Resolution 92-R-23.
Following the enactment of the above referenced resolutions and
adopted 1992-93 fiscal year City budget, all City employees were
brought up to the minimum salary of respective salary ranges, with
the exception of the City Manager and City Attorney who serve at
the will and compensation established by the City Council. The
City job list by title, classification, and salary range is
enclosed for reference, as well as the decision models for
implementing and managing the pay for performance system.
The City implemented the pay for performance plan using the
enclosed pay for performance reference manual, performance
appraisal guide, appraisal instrument, and adrninistrati ve
guidelines for the compensation system maintenance.
~
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Personnel System/Classification and
"Pay for Performance" Summary
December 8, 1992 - Page Two
The City Manager is responsible for the fair and objective
management, including the appeal process for all employees, and the
overall management of the City's personnel system, plan and
policies. The City Manager shall be assisted in administration of
this system by the City's Personnel Officer or Technician.
The process of establishing performance standards and reviewing all
employee performance and appraisal for compensation, salary, and
progression setting of new goals and objectives, shall be completed
annually, with the exception of the recently employed "probationary
employees" , who shall be evaluated after six (6) months
probationary employment. Standards for evaluation and appraisal
shall be measurable, observable, and documented, as discussed and
communicated to each employee. Appeals of standards may be
directed to the department head and City Manager, as necessary.
Final determination of standards shall be made by the City Manager.
The City Manager and each department head shall meet and discuss
employee progress and performance every six months to direct
appropriate action by the employee for improvements. Assessment
of the six month discussion will be made at the end of the first
year after plan implementation.
Salary compensation for performance shall be subject to and
distributed annually, in compliance with the City annual budget
within thirty (30) days of October 1.
All employees shall be evaluated annually, and when an employee has
reached the maximum of a pay range, pay for performance shall be
made by lump sum, but shall not apply to regular pay received.
Pay ranges will only be effected by market study analysis, cost of
living, or reclassification of positions.
GEM:lsk
Attachments
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\:
CITY OF EDGEWATER PAGE: 2
;/. .xJ8 LIST BY POINTS
. .. . . .SAlARY RANGES.......
TITlE DESCRIPTION DEPT DESCRIPTION MINIMUM MID-POINT MAXIMUM
......................... ................... ........ ......... .......
PARKS FOREMAN PARKS AND RECREATION 19,630 23,556 27,482
ENGINEERING TECHNICIAN ENGINEERING 20,651 24,782 28,912
SAFETY DIRECTOR/RISK MGR COMMUNITY DEVELOPMENT 20,651 24,782 28,912
PATROL OFFICER POLICE/PATROL 20.651 24,782 28,912
RECREATION SUPERVISOR PARKS AND RECREATION 20,651 24,782 28,912
TRAFFIC OFFICER POLICE/PATROL 20,651 24,782 28,912
TRAFFIC/PATROL OFFICER POLICE/PATROL 20,651 24,782 28,912
DRIVER/OPERATOR FIRE AND RESCUE 21.673 26,008 30,342
.- COMMUNICATIONS SUPERVISOR POLICE/COMMUNICATIONS 21.673 26,008 30,342
RECORDS. SUPV/PUBLIC INFO OFF POll CE 21,673 26,008 30,342
INVESTIGATOR POLICE/DETECTIVE 21,673 26,008 30,342
D.A.R.E. OFFICER POLICE/DETECTIVE 21,673 26,008 30,342
PERSONNEL TECHNICIAN CITY CLERK 21,673 26,008 30,342
EXECUTIVE ASSISTANT CITY MANAGER 22.695 27,233 31,772
LIFE SAFETY INSPECTOR FIRE AND RESCUE 22,695 27,233 31,772
BUILD INSP (PLUMB/STRUCT) PLANNING DEVELOP/BUILD 22,695 27,233 31,772
BUILD INSP (ELECT/MECH) PLANNING DEVELOP/BUILD 22,695 27,233 31,772
STREETS SUPV/STORMWATER PUBLIC WORKS/STREET 23,716 28,459 33,202
SANITATION SUPERVISOR PUBLIC WORKS/REFUSE 23,716 28,459 33,202
FIELD OPERATIONS SUPV UTILITIES/FIELO OPERATIONS 24,738 29,685 34,633
WASTEWATER PLANT SUPV UTILITIES/WASTEWATER PLT 25,759 30,911 36,063
PATROL SERGEANT POLICE/PATROL 26,781 32,137 37,493
DETECTIVE SERGEANT POLICE/DETECTIVE 26,781 32,137 37,493
WATER PLANT SUPERVISOR UTILITIES/WATER PLANT 26,781 32,137 37,493
ASSIST COMM DEV DIRECTOR COMMUNITY DEVELOPMENT 26,781 32,137 37,493
ASSIST FINANCE DIRECTOR FINANCE 27,802 33,363 38,923
ASSIST PARKS & REC DIR PARKS AND RECREATION 27,802 33,363 38,923
ASSIST DIR OF UTILITIES UTILITIES 28,824 34,588 40,353
LIEUTENANT FIRE AND RESCUE 28,824 34,588 40,353
ASSIST DIR OF PUBLIC WORKS PUBLIC WORKS 29.845 35,814 41,783
LIEUTENANT - OPERATIONS POLICE/PATROL 29,845 35,814 41,783
LIEUTENANT POll CE 29,845 35,814 41,783
BUILDING OFFICIAL PLANNING DEVELOP/BUILD 30,867 37,040 43,213
CITY CLERK CITY CLERK 30,867 37,040 43,213
PARKS & RECREATION DIR PARKS AND RECREATION 33,931 40,718 47,504
COMMUNITY DEVELOPMENT DIR COMMUNITY DEVELOPMENT 36,996 44,395 51,794
FIRE CHIEF FIRE AND RESCUE 36,996 44,395 51,794
FINANCE DIRECTOR FINANCE 38,017 45,621 53,224
DIRECTOR, PUBLIC WORKS PUBLI C WORKS 38,017 45,621 53,224
DIRECTOR OF UTILITIES UTILITIES 39.039 46,847 54,654
CITY ENGINEER ENGINEERING 41,082 49,298 57,515
POLICE CHIEF POll CE 41,082 49,298 57,515
C!TY MANAGER CITY MANAGER 49,254 59,105 68,956
,
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Pay-for-Performance
Reference Manual
HAMMACK ENTERPRISES
for
City of Edgewater
AUGUST 1992
roo 0
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CITY OF EDGEWATER
TABLE OF CONTENTS
Section
1
2
3
Introduction
Study Overview
Findings and Recommendations
Page
2
3
4
"::....
1
INTRODUCTION
Rewarding employees for their work is a fundamental and important part of human
resources management. However today's business climate demands that reward systems
deliver more than a mere process. Organizational success is dependent upon the proper
identificatio~ selection, evaluatio~ remuneration and development of quality employees.
By understanding the importance of the reward system as a powerful management tool,
Hammack Enterprises develops pay-for-performance systems which work as an integrated
part of the entire compensation plan. In this manner an organization is able to admini~ter
a compensation program which works as one comprehensive and integrated whole.
The Pay-for-Performance Study has been conducted in accordance with Edgewater's pay
philosophy, strategy, and organizational needs. The system developed is based on a 'pure'
pay-for-performance concept designed to reward employees on their demonstrated job
performance. Other reward systems for longevity, employee recognition/appreciation, etc.,
were not addressed in the study; however is widely recognized that such programs are highly
effective when used as additional and supplemental processes as appropriate.
\
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2
STUDY OVERVIEW
The design of Edgewater's pay-for-performance system included several steps to assure the
establishment of legally sound, viable, and effective program. In designing Edgewater's Pay-
for-Performance System, the study involved the following steps:
Assessment of Pay10r-Performance Philosophy, Strategy, and Needs
Hammack Enterprises held meetings with Edgewater Management regarding
the concerns of the organization as it related to pay-for-performance practices;
related and necessary information was collected and recorded. Alternatives
and recommendations were provided and discussed until appropriate decisions
were made with respect to the systems design and development.
Department Head Meetings
Hammack Enterprises met with all Department Heads to discuss the
established premises for the System's design. Department Heads were given
the opportunity participate in the design process by selecting and/or
developing performance measurement criteria which would be most useful to
their respective departments and jobs. Other design characteristics were
agreed upon as appropriate.
Additionally, Hammack Enterprises provided instruction to Department Heads
on the proper llse and application of the performance appraisal instruments,
legal issues pertaining to performance appraisal, employee development,
documentation of employee performance, developing performance standards
and specific measurement criteria, how pay-for-performance will be computed,
and other pay-for-performance topics.
Final Development of Instruments
Hammack Enterprises compiled the information collected from management
and Department Heads for the development of final appraisal instruments.
The final appraisal instruments included performance traits and areas for
performance standards, specific measurement criteria, justification/comments,
and suggestions for improvement/self development. (See instrument).
I
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1992 1&"""-' &tcrprisca
"3
3
/'
FINDINGS AND RECOMMENDATIONS
Pay-lor-Performance Study Findings
Hammack Enterprises assessed Edgewater's current merit processes and
appraisal forms for general effectiveness and integrity. Though sound in
principle, the forms in current use by Edgewater were found to be limited in
their ability to facilitate an effective performance review process.
Inadequacies included vague performance criteria (performance traits) which
were being applied to all employees. The result was a weak to insufficient
relationship between bona-fide job requirements and expected employee
performance. This problem is often found in public sector and other
organizations whose workforce is very diverse with respect to job content.
Additionally the instrument provided little to no medium for communicating
specific performance expectations, providing documentation to justify ratings,
and providing for processes which would assist management in developing
employee skills and job performance.
The instruments developed for the City of Edgewater by Hammack
Enterprises and recommended for use include several types of performance
factors i.e. Performance Traits, Performance Standards, and Specific
Measurement Criteria. Each area enables the user to define bona-fide job
requirements in a broad to very specific manner. The benefits will be precise
communication of performance expectations for every job, while maintaining
the ability to maintain a 'common thread' of purpose and expectation among
all employees. After compiling traits selected by Department Heads it was
found that a common consensus was agreed upon for four of six possible
performance traits. The remaining two performance traits differed for each
department as requested. In addition it was requested that a different
performance appraisal instrument (with applicable traits) be made available
for clerical/office support jobs. Enabling each department or 'appraisal
classification' to have their own selected and developed performance traits,
results in a more useful set of performance criteria for each job. This in
addition to the Performance Standards to be developed for each job provides
an appraisal instrument which will have a meaningful purpose and application
as a management tool. Furthermore, the user may assign a relative weight to
the set of performance traits and the set of performance standards.
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The assignment of weights to each individual performance trait and standard is
not necessary due to the selection and development process of measurement
criteria for each department. (Each employee's performance will be appraised
only on those criteria which are pertinent to their respective job. Non-pertinent
criteria are not used, thus weighting each criteria based on relative applicability
becomes unnecessary.)
Administrative Recommendations/Guidelines
Hammack Enterprises submits the following administrative recommendations
to Edgewater.
1. Designate an authority to ensure that the performance review process
is conducted in a fair equitable manner consistent with Edgewater's
philosophy. Whether a committee, or designated individual, this
authority would be responsible for hearing appeals pertaining to
performance reviews and initiating corrective action. This would
include the authority to suspend appraisal ratings until further
justification can be obtained to make recommendations/decisions, or
to reject/approve ratings as appropriate.
2. Require that extreme ratings (Unacceptable or Outstanding) assigned
to any performance criteria be supported by completion of the
'Justifications/Comments' area on the performance appraisal
instrument.
3. Compute employee increase amounts on the respective employee's pay
grade midpoint, rather than current salaries. This approach should
greatly improve the acceptance of the pay-for-performance concept
among employees. Several additional benefits are derived from basing
increases on respective pay grade midpoints including ease of
administration, better movement of employee . pay through there
respective pay ranges in accordance performallce, and subsequent
improvement in maintaining the integrity of Edgewater's pay structure.
Explanation: By computing increases on respective pay grade
midpoints instead of current salaries, pay-for-performance will be
distributed in equal dollars, instead of percentages. The advantage
of this is illustrated below:
1992 1&---' BaterpriRa
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Example:
Employee A, B, and C all perform the same job, and likewise share the same pay grade.
For any reason, employee A s salary is towards the minimum of the pay grade, let's say
($10000), employee B's salary is at the midpoint, or ($12000), and employee CS towards
the maximum, or ($14000). Each employee has received equal performance ratings of
3.12, thus inferring that each employee had equal performance and contributed equally
to the department and organization. The designated increase percentage for this 3.12
rating is 5.0%. Thus if we compute each employees pay-for-performance on current
salary, we reward employee A $500, employee B $600, and employee C $700. This
method results in rewarding employee A 40% less pay-for-performance than was
awarded to employee C, and 20% less pay-for-performance than was awarded to
employee B. Employees who perform the same job, who have equal performance,
should be rewarded equally, not differently. Likewise, it is possible that employee C
would receive an inferior rating to employee A s and yet still be rewarded more pay-for-
performance than was awarded to employee A. Conversely, if each employee's increase
is computed using the respective grade midpoint, or ($12000), each employee would then
be awarded ($600), or equal amounts in accordance to equal performance and
contribution. Additionally, employee A would approach the midpoint at a faster rate
relative to performance, and employee C would not continue to accelerate out of the pay
range. (This is an important part of maintaining the integrity of your pay system since
pay ranges are designed to contain job pay rates.)
increase Increase
Current Grade Performance Designated Based on . Bmlm
Employee Salary Midpoint Rating(1-5) Increase % Salary Mqxit
A 10000 12000 3.12 5.0% 500 600
B 12000 12000 3.12 5.0% 600 600
C 14000 12000 3.12 5.0% 700 600
1992 p............. Eatcrprila
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4.
Award lump sum bonuses for pay-for-performance amounts which may
be over/above an employee's pay range maximum. In this manner, the
employee is still duly rewarded for performance, though his/here base
salary will never exceed the respective pay range maximum.
5. Establish one pay-for-performance budget from which all
departments/employees will draw from. In this manner, the possibility
of inconsistent dollar amounts being awarded employees will be
eliminated. Thus any employee with the same rating, and · same job
grade would receive the same amount of pay-for-performance without
regard to differences in job, department, location, etc.
· All jobs which share the same pay grade, regardless of title or
department, are of the same relative value to the organization as
determined in the job analysis and job evaluation process. Based
on this premise, pay-for-performance amounts should always be
of the same relative amount.
6. Provide a pay-for-performance budget which will enable Edgewater to
establish and maintain pay rates which are competitive with the labor
market. This should occur in conjunction with the annual moveme~t
of the pay structure/schedule forward in accordance to labor market
requirements.
Example: If the cost of labor has increased by 4.0%, (or
Edgewater is lagging the labor market by 4.0%) then Edgewater
should move their pay-ranges forward by 4.0% in order to remain
competitive. An employees' position in the new (moved) ranges
will be dependent upon t/zeir performance. If ranges moved
forward by 4.0%, then an employee whose performance fully meets
Edgewater's performance requirements/expectations should receive
at least 4.0% in order to remain at a competitive rate of pay.
7. Avoid giving across the board increases. Across the board increases
do not reward employees in accordance to performance and often
diminish employee moral. This action actually punishes employees
who have demonstrated good to outstanding performance by
disregarding their efforts and sends a message that poor or inferior
performance is acceptable and rewarded.
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8. Conduct all pay-for-performance appraisal ratings on a calendar year
basis instead of employee date of. hire anniversary dates. This will
greatly improve the quality of relative employee performance ratings
because different employees will not be as subject to rater
inconsistencies/biases which occur when all appraisals are not
conducted within a relative time span. Additionally, administration
and control will benefit from easier, less time consuming grouped
processing.
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Performance Appraisal Instrument Set-up and Usage Guidelines
/-:
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These are the Performance Appraisal Instruments which have been prepared for your
department. Those with ivory covers are 'Supervisory' sets and those with white
covers are 'Non-supervisory' sets.
Use the 'Supervisory' instrument for employees who are accountable for the
four supervisory performance criteria, listed on the 'Supervisory Traits' page.
Use the 'Non-supervisory' instrument for all other employees.
If necessary, use the 'Administration/Clerical' instrument for positions which
may not fit your regular departmental instrument. You may need to request
copies of 'Administrative/Clerical' instruments from the Personnel
Department.
Prepare one instrument for each job in your department. Where multiple
incumbents perform the same job (sharing the same job title), you should make
copies of the original instrument prepared for that job and distribute accordingly.
Thus all employees performing the same job, will be measured against the same
performance expectations, or measurement criteria.
It is recommended that you give employees the opportunity to participate in
development of their respective 'Specific Measurement Criteria' and 'Performance
Standards'. Employees are much more likely to support the performance appraisal
process if they took active part in developing it. Refer to your "Performance
Appraisal Guidelines" booklet when developing 'Specific Measurement Criteria' and
'Performance Standards'.
Change / edi t the performance appraisal instrt: ment as your
departments/ organizations performance needs and expectations change. However
anytime you change any performance expectation or cri~eria, remember to
communicate same to the employee(s) who are to be effected.
Each employee should sign their instrument at the beginning of each appraisal
period, thus documenting their understanding of performance expectations as stated
in the performance appraisal instrument.
Use the performance appraisal instrument as often as needed to develop/improve
employee performance.
~
Worksheet for Assigning Weights
(.
The performance appraisal instruments may be weighted in accordance to areas of
performance importance, or priority. Department heads should assign weights to each
performance appraisal set in accordance to departmental importance or priority. It is
recommended that assigned weights be uniform for all employees in each department.
You will need to establish one set of weights for any 'Supervisory Instruments', and one set
of weights for 'Non-supervisory Instruments'. The reason for this is that 'Supervisory
Instruments require three weights, and 'Non-supervisory Instruments' require only two
weights. Each weight will represent the relative importance or priority of the performance
criteria on that page. Each page represents either 'Supervisory Traits', 'Performance Traits',
or 'Performance Standards'. Refer to the definitions of these terms in your Performance
Appraisal Guidelines booklet. Each set of weights must add up to a total of 1.00. After
assigning the weights below, please transfer the appropriate weights to each set of
instruments.
Example weights
Weights for Supervisol)' Instruments
Weights for Non-supervisol)' Instruments
Supervisory Traits .40
Performance Traits
.25
Performance Traits
.45
Performance Standards
.35
Performance Standards
.55
Total
1.00
Total
1.00
Your assigned weights
Department:
Supervisory Instruments (if applicable)
Non-supervisory Instruments
Supervisory Traits
Performance Traits
Performance Traits
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Performance Standards
Performance Standards
Total
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Total
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COMPENSATION SYSTEM MAINTENANCE
In order for a compensation/classification system to remain effective over time
it must be properly managed on a continued basis. Without constant
maintenance any compensation/classification system will quickly become
outdated, full of inequities, and useless if not harmful to the organization
which employs it. There are two basic areas which require continued -
maintenance: 1.) The general pay structure with respect to market .'
competitiveness and 2.) Internal equity as established through job analysis
and job evaluation. Hammack Enterprises is providing Edgewater with
software which will greatly enhance the ability to properly maintain the
compensation/ classification system. The software will enable Edgewater to
evaluate jobs to maintain internal equity as well as make adjustments to the
pay structure as required. It is important that Edgewater set up processes and
procedures for maintaining internal equity as well as for determining
appropriate market (pay structure) adjustments. It is recommended that
Edgewater review/update all job descriptions at least annually. Job
descriptions should be revised to meet job changes as they occur. Where
significant changes in jobs occur those jobs should be re-evaluated to
determine if re-classification is warranted. (Evaluations should be conducted
by a trained evaluator and/or evaluation committee.) It is also recommended
that an annual wage and salary survey be conducted by the City to determine
movements in the 'Cost of Labor'. Though 'Cost of Living' indexes do reflect
the purchasing power of employee dollars it does not determine the cost of
labor, thus such indexes should not be sole influences as to appropriate pay
structure adjustments.
Hammack Enterprises will offer ongoing support to the evaluation of new of
significantly changed jobs, modification of job descriptions, pricing hire rates for
new jobs, recommending job. titles and job specifications, determining market
rates, adjusting pay structures, etc.
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HamJMClc Enlerpriscs (92)
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ADMINISTRATIVE GUIDELINES
Salary Progression Within Pay Ranges
Ranges provide for the progression of wages throughout each respective pay
range. It is recommended that the ranges be used as much as possible to
facilitate equitable pay practices. As employees who are hired at or about the
minimum gain experience and proficiency in performing their job they should
be moved through the range appropriately towards the midpoint. Upon
reaching a level of total qualification and satisfactory job performance, the
incumbents salary should be at or close to the respective range midpoint.
Other factors as merit increases. longevity pay, or bonuses may also influence
salary movement within each range. It is recommended that if an employee's
salary is at or above the range maximum that the employee receive further
pay increases (which do not require re-classification) by means of bontiS~~:!
which are not added to the employees base salary. It should be noted that if
the pay structure is adjusted annually with respect to the labor market, it will
unlikely that employees will 'max out' for more than one year.
Salary Progression Throughout Pay Grades
Different pay grades and respective ranges represent different levels of job
worth to the organization. Re-classification into new pay grades generally
occur because of promotions. transfers, or significant job changes.
Promotions
Employees reclassified into a higher pay grade should be paid at least
the minimum rate for the new pay range. If the promoted employee's
current salary exceeds the new minimum rate for the new pay range
then that employee should continue to be paid their current pay rate
with consideration for up to a 5% increase being given upon
completion of a 'probationary period'.
('-<-
Hammack Enlerpriscs (92)
Page 9
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HamllUlClc Enterprises (92).
Demotions
Employees reclassified into a lower pay grade should be handled on a
situational basis. Generally the incumbent should be paid a salary
within the new pay range, and should not exceed the maximum. It is
recommended that if the employee's salary does not exceed the new
pay range maximum, that no further immediate adjustments be made
to the employees pay. If the employee's pay does exceed the new pay
range maximum then the employees pay may either be reduced to fit
within the new pay structure (usually at -the maximum), or the
employees salary may be 'frozen' until the employee's current pay falls
within the new pay range. Circumstances should dictate whether or
not salaries are actually reduced.
Transfers
Employees who are transferred/change jobs into a job requiring the
same pay classification should not receive a subsequent pay increase.
Transfers into lower pay classifications should follow rules established
for demotions.
Pap 10
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