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91-1981�R�IG'1�1/�� Council File # /~(9�� ' ' Green Sheet# �� RESOLUTION CITY OF SAINT PAUL, MINNESOTA Presented By: Referred To: Committee: Date 335 336 /ncludes Change in Municipa/State Aid 337 FINANCING PLAN 338 FUND#225-STREET REPAIR AND CLEANING 339 42310 Street Repair and Cleaning 340 3403 Municipal State Aid 1,736,800 (164,575) 1,572,225 341 9830 Use of Fund Balance 297,885 138,192 436,077 342 All Other Fund Financing 13,916.883 0 13,916.883 343 15,951,568 (26,383) 15,925,185 344 345 SPENDING PLAN 346 FUND#225-STREET REPAIR AND CLEANING 347 42310-0111 Full Time Permanent 523,702 (2,010) 521,692 348 42310-0568 Transfer to Trust Fund 0 2,010 2,010 349 42311-0111 Full Time Permanent 203,878 (4,393) 199,485 350 42311-0568 Transfer to Trust Fund 0 4,393 4,393 351 42312-0111 Full Time Permanent 987,966 (13,255) 974,711 352 42312-0568 Transfer to Trust Fund 0 13,255 13,255 353 42340-0111 Full Time Permanent 440,165 (6,725) 433,440 354 42340-0568 Transfer to Trust Fund 0 6,725 6,725 355 All Other Fund Financing 13,795.857 0 13,795.857 356 15,951,568 0 15,951,568 357 NET CHANGE 0 358 359 360 SPENDING PLAN 361 FUND#240-TRAFFIC,SIGNAL AND LIGHTING 362 12005-0111 Full Time Permanent 718,599 (3,020) 715,579 363 12005-0568 Transfer to Trust Fund 0 3,020 3,020 364 12007-0111 Full Time Permanent 803,257 (14,919) 788,338 365 12007-0568 Transferto TrustFund 0 14,919 14,919 366 Ail Other Fund Financing 3,881,819 0 3.881,819 367 5,403,675 0 5,403,675 368 NET CHANGE p 369 370 371 SPENDING PLAN 372 FUND#260-SEWER SERVICE ENTERPRISE 373 22204-0111 Full Time Permanent 566,109 (9,018) 557,091 374 22204-0568 Transfer to Trust Fund 0 9,018 9,018 375 All Other Fund Financing 48.040.922 0 48.040.922 376 48,607,031 0 48,607,031 377 NET CHANGE p 378 379 380 includes Early Implementation of 1992 Budget Cuts 381 FINANCING PLAN 382 FUND#126-PED OPERATIONS 383 36000 PED Administration 384 7299Transfer from General Fund 1,275,176 (66,471) 1,208,705 385 All Other Fund Financing 7,691,216 0 7,691,216 386 8,966,392 (66,471) 8,899,921 � � 9 ��'��/��, Council File # �� V ' Green Sheet# �s�lr �'� RESOLUTION CITY OF SAINT PAUL, MINNESOTA Presented By: Referred To: Committee: Date 387 388 SPENDING PLAN 389 FUND#126-PED OPERATIONS 390 36001-0111 Full Time Permanent 164,253 (2,293) 161,960 391 36001-0439 Fringe Benefits 64,217 (541) 63,676 392 36005-0111 Full Time Permanent 106,436 (11,48n 94,949 393 36005-0439 Fringe Benefits 28,781 (2,712) 26,069 394 36010-0111 Full Time Permanent 847,759 (10,239) 837,520 395 36010-0439 Fringe Benefits 248,621 (2,41� 246,204 396 36020-0111 Full Time Permanent 1,109,189 (9,171) 1,100,018 397 36020-0439 Fringe Benefits 326,497 94 326,591 398 36020-0568 Transfer to Trust Fund 0 9,570 9,570 399 36030-0111 FuIlTimePermanent 1,343,575 (5,753) 1,337,822 400 36030-0439 Fringe Benefits 388,186 (1,358) 386,828 401 36045-0111 FuIlTimePermanent 1,272,749 (24,403) 1,248,346 402 36045-0439 Fringe Benefits 425,396 (5,761) 419,635 403 All Other Fund Financing 3,066.129 0 3,066,129 404 8,966,392 (66,471) 9,325,317 405 NET CHANGE (66,471) 406 407 408 SPENDING PLAN 409 FUND#320- BUIIDING INSPECTION&DESIGN 410 33311-0111 FuIlTimePermanent 1,811,497 (5,649) 1,805,848 411 33311-0568 Transfer to Trust Fund 0 5,649 5,649 412 All Other Fund Financing 1,688,508 0 1,688,508 413 3,500,005 0 3,500,005 414 NET CHANGE 0 415 416 417 Real Estate Shortfall 418 FINANCING PLAN 419 FUND#163-ASSESSMENTS FOR CSSP 420 11300 Street and Sewer Contruction 421 9925 Use of Retained Earnings 280,000 67,165 347,165 422 All Other Fund Financing 0 0 0 423 280,000 67,165 347,165 424 425 SPENDING PLAN 426 FUND#163-ASSESSMENTS FOR CSSP 427 11300 Street and Sewer Contruction 428 11300-0536 Res(dual Equity Transfer Out 280,000 67,165 347,165 429 All Other Fund Financing 0 0 0 430 280,000 67,165 347,165 431 NET CHANGE 67,165 432 433 434 FINANCING PLAN 435 FUND#963-GO SPECIAL ASSESSMENT DEBT SERVICE 436 89391 GO Special Assessment 1991 Bonds 437 6602 Interest on Investments 0 130,000 130,000 438 All Other Fund Financing 3.710.870 0 3.710.870 439 3,710,870 130,000 3,840,870 � V / � �y _ / ` -' : ' . • , Council File # ��l�G� v ' Green Sheet# ,� / RESOLUTION CITY OF SAINT PAUL, MINNESOTA Presented By: Referred To: Committee: Date 442 • 443 SPENDING PLAN 444 FUND#963-GO SPECIAL ASSESSMENT DEBT SERVICE 445 89391 GO Special Assessment 1991 Bonds 446 89391-0557 Transfer to the General Fund 0 130,000 130,000 447 All Other Fund Financing 3,710,870 0 3.710,870 448 3,710,870 130,000 3,840,870 449 NET CHANGE 130,000 450 452 Now, Therefore, Be It Resolved that the City Cn��n.�.iZ amends the 1991 financing and spending plans as specified on the previous pages. 453 454 455 Yeas Nays Absent Requested by Department of: Dimond �. Executive Administration L.owg ,/� .dd�eabee- [ , Rettman f By: X �c�[�"�" S�ts�re► �lson ,� Approval Recommended by Budget Director: Adopted by Council: Date N�� 2 6 1991 gy; Adoption Ce ' d ,y Council ecr ry: Form App d by City ttorney � By: � �, By: Approved by ayor. Date Appr ve Mayor r Submissi to Council: gy; .?uy,Qt,��t. gy; Pr by Saint Paul Budyst O(fios (Jeanetta c:\123data1bal91.wkt.all 9l20/91) Pt�IiSHED DEC 14'91 9 � � , . � (1�� i��/ �/ P TMENTlOFFICE/COUNGL OATE INITIATED Executive Aclmin 9 20 9� GREEN SHE�T NO. �J9� S oo�r�cr�R�a�r+or�E 298-4140 m o�T�r a�croR �� (7�m couNa� INITIAUDATE Stacy Becker,Barb Jeanetta N�� y T��,�� L MUBT BE ON COIJNCI�A(iENOA BY(DAT� pOUTMIO BUppET pIRECTOR ' �FlN.l AAOT.BERVI�8 DIR. As soon as possible Nu►roa�oa�ssisraN ❑ TOTAL N OF SKiNATURE PA�iEB 1 (CLIP ALL LOCATIONS FOR SIONATUR� ACIION REOUE8TED: Approve ,changes to 1991 budget necessary to eliminate anticipated shortfall. RE NDATIONS:Mp�W a�(� COUNGL REPORT _PLANNII�OOMMI8810N _dVIL BERVIf�COMNM8810N ANALY$T PNONE NO. _dB OOMMITTEE _ _BTAFF _ OOMMENT8: _DIBTRICT COURT _ SUPPORTB WHK:FI OOUNqL OBJECTIVE? INITIATINO PROBLEM�188UE�OPPORTUNIIY(Who,Wh�t.When.WMn.Wh�: MN Legislature reduced St . Paul ' s LGA by $4. 5M. Public Utilities Commission denied NSP rate increase necessitating reimbursement df franchise fees of $1M. Various other revenue and spending changes identified by budget office increased shortfall to $6. 8M. . nov�wraaes��v�: $6. 8 M shortfall is eliminated thru use of following m�asures: Use of budget reserves, acknowledgement of one-time unbudgeteti receipts, return o� unspent winter street maintenance dollars, increased p�.ramedi.c revenues, greater than expected Worker' s Comp reimbursements, cut� in dept . services and materials, hiring freeze savings, early implementation of PED 1992 cuts, cuts in increased motor fuel budgets, and early retirement incenti�e program savings. ' o�s�v�wrkc�s��oveo: None. , DIBADVMITA(aE81F NOT APPROVED: 1991 budget will not have sufficient financing authority to cover anticipated expenses. $141 600 �p�� Y� � roT��ou�rr oF Tn�wu►c�rwN s ' cosTn�vffNUe suoo�o � �uNa�o Soun� various ACTIVITY NUMOER variou� FlNANCIAI INFORAAATWN:(EXPWFn : e � ., i . w. n. � ' . . i NOTE: (�MPLETE DIRECTION3 ARE INCLUOED IN THE OREEM 8HEET IN$TRUCTIONAL MANUAL AVAILABIE IN THE PURCHASIIdi3 OFFlCE(PMONE NO.288�4225). ROUTINti ORDER: Bslow are preferred routi�gs for the�ve m�frequent types of documents: OOM'RACTS (assurt»s autho►izsd CbUNqL RESOI.UTION (Amend,Bdpta./ budpet exista) Accept.CiraMa) i. Outeide AyenCyl 1. Depertment DirBCtOr 2. Inkiatlng o�srtmsM 2. sudgst arectw 3. C�ty Atbmey 3. City Attomey 4. Msyor 4. MayorUesiatent 5. Finarxs d�Mgmt 3vca. Director 5. qly Council 8. Flnence IlcxouMinp 6. Chief AxouMSM, Flrt d�Mpmt 3vcs. AOMINISTRATIVE ORDER R�) COUNCIL RESOI.UTION (��)�N� � 1. /►ctivity Managsr 1. Initiating Depsrtrr�snt Director 2. Dep�Rment AccouMant 2. Gty Attwney 8. D�p�rtmeM Di►ector 3. MayoNAnietaM 4. Budpet DiroCtOr 4. dty CoulyCil 5. dty Cleric 8. Chisf Accour�aM� Fln d�M{�nt 3vcs. ADMINISTRATIVE ORDERS (aN othsrs) . 1. Initiatin�DopanrneM 2. Criy Attornsy 3. MayoNAssiatetM 4. City Clsrk TOTAL NUMBER OF SIGiNATURE PAOE8 Indicate ths M af psges on which�tx�are roquired and peperclip each of thsn� _ ACTION RE�1l1ESTEQ Deecribs what 1M proJacthsqu�st sseks to acoomplNh in eltf�er chronologi- cal ordsr or adsr of importance.vN�ichsrsr is mo��ppropriats tor the iseus. Do not wriM compNts s�nterx�s. Bspin each item in your N�with a verb. • RE�MMENDATIONS Complste H the 1�us in qwstion has besn preseMed before any body� Public or privete. 3UPPORTS WHIGH OOUNpL OBJECTIVE? IndiCate which Coundl ab�cM�re(s)Y��Pr��►�4u��+PP�s bY�� ths ksy wo�d(s)(HOU31NCi, RECREJITI�1, NEK3HBORHOODS, EOONOMIC�VELOPMENT, BUDCiET, SEWER 3EPARATION).(3EE OOMPLETE LIST IN INSTRUCTIONAL MANUAL.) COUNCIL OOMMITTEEIRE3EARCH REPORT-OPTIONAL AS REOUESTED BY COUNdL INITIATINO PROBLEM, IS8UE.OPPORTUNITY Explain the situation or c�nditlons that created a nsed for your project ' or request. ADVANTAC�ES IF APPROVED Indicsie whstf�er this fs simply an annu�l budpet p►oc�dure requi�ed by law/ charter or whether thero ue spsciNc wa in which the qty of SafM Paul , and fts dtizens wlif bsneflt from this pro�Uaction. DISADVANTA(iES IF APPROVED VYhat nagamre etfects or major changss to exi�in�or past processes might thls projectlroquset produce if it is passed(e.g.,traflic dNsya� noise, tax increa8es or asseaments)7 To Whom?When?For how bnq? DI8/1DVANTAQES IF NOT APPROVED Whtt witl be the ne�etive c�neequsnc�ff ths promised action fs not approved? Inabitity to deliver sNVk�4 Continued high traHic.noiae, accidont rats?Loss of revenus? F�NANGAL IMPACT Although you must tailor ths information you provide hero to the iasue you aro addroseinp, fn�al you must answer two qusstlons: How much is it 9oirp to cost?Who is qoing to pay? - . � � N �' o m � w � l` � m V� m v� v c � ct� m b � T c � � � � m a .� � � � = c °� r co m y � � � � � � � � j O � � � � � lL � o �8 �°n °D � m o�C �� °n � z ,-. � o co o c+o � � � o rn n � � ��'' M «7 M � � � W O O � O O O O O O tA O � O O M O � tA O O O 00 O Q O O GO O O �A O O f� 1� 00 c� O O I� O tD O O O� tA ch m UI � � � � O � (� N CTD � M T " T Q �/ �i � � � T (� O O O O O O O O N Otp� M O O O O O O O O O 000 O) Z � (/j O O O O O � O O O c0 O OD OD tp (� C � O O � O tG Z O O O I� �M 00 � z � JO O C+� f� M O � �A O tA N�O 00 � � .�i .*-.� � O � Ch M N r O ln ln v J a O v v J r-M� m � f� � N C � m 3 c � m N � m c a °' � O -p � y � y c � � °� � � � �� .. m o U � V (� � Q m � �j � � W m c a o � �c .o Z Z w � � � � _ � ° � og � m m � � ; a � � � Q � � � � � m ,, � -g , m � m U 0 m :0 � •i � y U () :C C cC Z �11 }� C C N N � � � � � � p � � Xd m C t0 � � Z m C C � m C C N m C O W a � mm . � -� � � � � � > > uic7 • �v, = m � m $ v � � � � � cwn W � � � C o � pL � L C � � m a� ta � � � > > m �p� c � � m c io io m � m m :� m � � �c� N � � C � ca m m m v�i � L O � � a[ �3 0� � QC � in E c7 C7 � � a[ � F- � . . . V `` . � LL h y h � � S L T ! m O U Q � � � 7 � � � w � � � ..N+ C L � � � a T m �D t0 V O � Q � m V > > m � � o � � � m cNO v io y c � � � � �. n � � s y �u 3 2 � � or 3 m - c � mU � N � � io �D � C ; C C � � � U V � � T a `—' � � � � `s m � L � `s ;c � '' m � r °Dm � w c v E � � ac� L $ rnma � � ° � � v y 'p 'a LL. ` T '� m � > j o O C7 IL > � C � H .� y � mY � U' oC'3 � c � � � o � o � m �a > � a v, r. >,m � m �c m c, m m LL1 ao ca U m C'3 �A � 3 � � m � m � � M � � � > � � � m c C � � � v `n � c � � c�o O c v� fl. � m � c m � e'> > � m N m � 3 m m—>` v c j � o�C aC m � � ao � a � u`� v c) oaa° � �' co o i c i o t� rn c� � c i � r �p �O (p '� N N O lp � V N Ov0 � � O 00 � M M f� N (n0 y v N v v r C�p � v � W tt 0 C lA ln I� CV I� T � '� O � GD O O I� tC M � N I� � � O 0 n o � T T v_ v, oo �r cc co 00 �sl ri o ai ao t� o co ui cc cc � ch �M r'�'' N � � � � M T � (O ln r M W V � v v T a � � T (� O O N �[ O O O O O O c�•I c") Z -p (/j O O N r fn O O O O O � V � � � � N � O O t� � � d�' � C (L f) Z C -J v v v v �-- � N r �-- r V � � a m � O -� m a c�n �s °' rn = m v a � U -a � � U o � � rn o :� `o R � �? m o � c�0 N S- '0 m m � 0 � � r 0 � a � Y � � � p1 � p�� 3 R ' '2 "�" N -p Q r- � � O � � N N d C m > C ;..0 :- � O O � � � � •� ^ � � � w > � C 0. � m �N � � � 3 m m m � .� Qf � fq m p � V (3 �f �' � � m vj v) � r Z io � � Z � G. t�0 w f/1 +.. C c� 10 m C � C 0 � ,, p J .-C� � V � �p y � � � � W i0 C tUn � m o m � m cCV m c a v � a c�i � m co a �O � v��'-'co cvc � � � � c � i� � � % C Y � �> C to V t� ��, cc T c� �j a a� Z ►- �, �, u� 3 a u'S m o' v� o ,mn o c`� u`� Q w t°- � _� � . � �� ✓ . .a.=TO.. �-y , __-_ _----- --- ----- __- --- -..--_ _ __----_ __ �, _-_-_ ,: ------ _--- ----- -_____------- ----- ._ _--- O� y) O �p� 7Yl�� Gp�M• � �y . /. � +�s, �,ti~a �R:a:.a,r�m CITY OF SAINT PAUL I3UDGET OFFICE Interdepartmental Memorandum October 25, 1991 TO: Councilmember Rettman, Chair Finance, Management, and Personnel Committee � Councilmembers —�-�'� � �� FROM: Barbara Jeanetta, Budget Office��n�� v RE: Committee's Questions Regarding 1991 Budget Balancing Resolution During my presentation on the 1991 budget balancing resolution on Monday, October 21, 1991 the Finance Committee asked me to return with the answers to the following questions. I will be prepared to discuss them at the Tuesday, October 29th Finance Committee meeting. 1. What is the fund balance after using $4.9 million to balance the 1991 budget and what is the projectad balance for 1/1/92? ., 15,725,000 12/30/90 Unreserved general fund fund balance -1.297.000 1991 general fund financing 14,428,000 -4,936,000 Use of fund balance to balance 1991 budget +850,000 Year end 1991 Close-outs (rough assumption) � -824.000 1992 general fund financing 9,518,000 Projected 12/92 after 1992 financing adjustment . As you can see, although the 1991 use of fund balance to balance the budget reduces reserves, proposed 1992 financing is not projected to deplete reserves further. 2. Provide a better description of the outplacement contract with Family Services and the other services that will be offerred to help employees who will � be laid off in the 1992 budget. See attached 6/19/91 memo to Mayor on Personnel Transitions Team Recommendations. 3. What ff any FTEs are being cut in the 1991 resolution? If the cuts are due to salary savings, what is the reason, what titles are vacant, and what is happening to the positions in the 1992 budget? � � Questions on 1991 Budget Balancing Resolution --------- October 25,_1991 — __ Page 2 Except for PED, all of the 1991 salary.adjustments are for salary savings due to vacancies and not for cuts in FTEs. Many of the vacancies were held open by the hiring freeze. None are currently being filled by temporary. or pfovisional employees. I have summarized each change below. City Attorne.y-General Operations, lines 88-89, page 2 of 9: $7,801 cut is salary savings from the early retirement of an Attorney VIII. These are savings after the cost of the retirement i�centive was deducted from the department budget (see lines 270-1, page 5 of 9). This position was cut from the 1992 proposed budget. Finance and Management Services, lines 90-96, page 2 of 9: $75,000 cut from CIS is salary savings from 3 vacant positions: an EDP Lead Programmer, an EDP Database Coordinator, and an EDP Technical Services Supervisor. These positions remain in the 1992 proposed budget but will not be filled. The spending authority for the salaries is proposed to be moved to Fund #626, Data Processing Special Projects, to pay for the citywide computer improvement project. The $2,004 cut from Accounting is salary savings from filling a vacant Accountant position at a lower level. The $32,000 cut from Risk Management is salary savings from a vacant Wellness Coordinator position. .The 1992 proposed budget retains the position. � Parks and Recreation, lines 149-150 and 159-160, page 3 of 9: $22,092 cut from . Vehicle & Equipment Maintenance is salary savings from the retire;nent of,a Vehicle Maintenance Supervisor. The positi�n is retained in the 1992 proposed budget and will be filled by the end of �1991. The $11,403 cut from Support Services is salary savings from a vacant Rec Center Director position. It is retained in the 1992 proposed budget and will be filled by the end of 1991. Health, lines 207-210, page 4 of 9: $10,212 cut from Food Regulation is salary savings from the retirement of a Clerk Typist II1. The position was cut from the 1992 proposed budget. The $9,597 cut in Disease Investigation & Control is�sa.lary savings from a grant that paid for part of an interpreter. The position was cut from the 1992 proposed budget although the person was hired by WIC which is funded by a grant. Fir�, lines 242-243, page 5 of 9: $7,862 cut from Code Enforcement is salary savings from the retirement of a Fre Prevention Inspector. The position was cut from the 1992 proposed budget. PED, lines 255-256, page 5 of 9: $66,471 was cut from the general fund contribution to PED. This is the general fund savings from early implementation of 1992 budget cuts. The positions that were cut in September 1991 and do not appear in the departmenYs 1992 budget request are 2 Program Administrators, 3.7 Clerk Typists, 1 Arts Development Manager, 1 Public Information Speaalist, 1 Graphic Artist, 1 Citizen Participation Coordinator, 1 EDP Trainee, and the .2 reduction of a Principal Planner from full to part time. � Questions on 1991 Budget Balancing Resolution �� ll/ ------October 25,-1991 _____ " Page 3 4. Why can't the Police Department cut their 1991 increase in motor fuel? � $87,000 was added to the 1991 Police Department budget to cover anticipated motor fuel increases due to the Gulf war. The resolution cuts $25,000 of the Police fuel increase (line 236, page 5 of 9). The department projects, and the Budget Office . agrees, that they will need the rest of their motor fuel spending authority to make it through the end of 1991. The department spent $300,000 in 1989, $337,000 in 1990, and expects to spend � $379,000 in 1991; 12% increases both years. The department's analysis shows the increases are due to a combination of increased fuel prices and increased consumption due to more one-officer cars and an increase in calls for service. Historical fuel use and mileage per car records are not available to get a more precise accounting for the increase. The department has switched to a new practice of supplying more of their fuel by central department owned pumps rather than contracts with local gas stations. The central pumps are activated by cards that record mileage and fuel use by car. This system should offer significant improvements in tracking fuel use in the future. cc: S. Becker ;, ISSUE 10 City of Saint Pau1 �i/ [ l �` �/ __- -_ __ _ ____-- ---.__-- -------- -- INTERDEPARTMENTAL-XEXORANDUN ------- Office of Personnel and Labor Relations Telephone - 298-4221 TO: James Scheibel Mayor . FROM: Mike Foley, Assignment Leader Personnel Transitions Team DATE: June 19, 1991 RE: Outplacement Issue We should provide those employees who are being permanently separated from the ,City with some services that will make them more employable, provide an avenue to reduc.e the stress that they might be experiencing. A description of these services is . Attachment l. In addition, we should provide training to managers and supervisors in how to manage the lay-off process so that it will do as little damage as possible to the . employees who are being laid off. This will make them better able to cope with the pressures of trying to find other employment. In addition this will make the managers and supervisors better able to deal with the pressures that will exist within the workforce after employeea have been laid off. .'' Recommendation Continue employees who have been laid off with the Employee Asaistance Program provider for one year after the date of separation from the City. Develop a comprehensive program to enhance the job-hunting skills of the •employees who have been laid off. Develop a program to train managers and supervisors to deal with the reality of laying off employees so that the disturbance of the lay-off process is limited. Develop a program to provide support services to the employees who are still employed to ineure continued productivity. Discussion The employees of the City who are laid off as a result of budget cuta can be. better . prepared for a successful job hunt if they have some profeasional counseling. In recent years many of the successful job-hunting skills have been identified and reduced to a formal body of knowledge. Despite the fact that this has happened not all people have access to thie body of knowledge for various reasons. _ _______Outplacement_ _ Page Two June 19, 1991 ' It is possible to provide our laid-off employees with acceas to thie body of knowledge through a seriea of one-on-one counseling .evente and a series of .formal aeminars or group sessions. . . In addition to job-hunting skille, we believe that the employees will be experiencing stresses and that this may interfere with the job-hunting procesa. We believe that we can provide some resources to relieve those streasea. We refer here to financial counseling, family counaeling, and poasibly problema of self-esteem. It is also important to train managera and eupervisors in the correct ways of dealing with the employeea who are to be laid off. The experience can be one that is crushing to self-esteem or one that where the employees are left with the emotional reaources necessary to begin a job-hunt. In addition to these considerations the City must consider the effects on those who are left behind. There is a series of phenomenon called "survivore' ayndrome" where, due to the emotional trauma of a layoff, those who have• not been laid off lose productivity. Since one of our goals is maintaining, or even increasing the quality of services these problems of productivity should be dealt with. A comprehensive program of group work and individual counseling can answer many of these concerns. In addition, the fact that we provide as much assistance in job-huntinq as is reasonable, and that we handle the lay-off process with respect for the individuals. involved, will reduce the intensity of the "survivor syndrome". :z Many of these services are already available from the Employee Assistance Program. This provider is also capable of providing job-hunting skills programs. Recent literature suggests that having formal counseling in job-hunting will reduce the time it takes an individual to find a job. This could result in "hard" cost savings to the City in terms of reduced payments for unemployment. It has another effect which is harder to estimate - that an individual gets back into the position of being a tax-payer rather than a tax user. A third area of benefit is the self-imaqe of the individual is improved by qetting back on a payroll. This program will complement a proqram that the Hanager Corps ie working on that will approach the issue of a reduced workforce more in managerial perspectives. Criteria Coets are estimated at $ 23,000 for the program to handle preparing managers and supervisore, providing job-hunting ekills training, and dealing with survivor issues. Thie is detailed in attachment 2. Costs to continue the employees in the Employee Aasiatance for one year from the date of separation are estimated at $ 3,000. This ie detailed in attachment 3.� The idea that the managera and employeea should receive consistent advice in individual counselinq seasiona and in work groupa was a primary concern. We also believed that it was necessary that the survivore receive conafetent information with that which is provided to the employees who are beinq laid off. Value wae qiven to the fact that the provider should have some famiiiarity with the "culture" of the City. ..• . �q��g�/ _..._ __Outplacement____ Page Three June 19, 1991 Value was aleo given to the idea that all aspects of counselinq should be qiven in the same general frame of reference. The "hard" benefit o� saving some money in unemployment coat was given consideration. I do believe that the issues of loyalty to our employees and the related issues were given more weight in the decision. We aleo attempted to evaluate the experience of providera in this area of job-hunting. The program will be relatively easy to implement because the provider is familiar with the City and ie available in the downtown area. Pros and Cona: One major "con" will be the issue of whether this could be taken as a precedent for providing thie type of assistance to employees who are laid off for other reasons. In particular, there would be a heavy and repeated cost if this were construed to . apply to the seasonal employees or to those separated for disciplinary reasons. Labor-Relations is aware of this issue and advises that it will not be a problem. The "pros" have been pretty well covered in the "Discussion" section. In brief, they are reduced unemployment costs to the City. Increased productivity for the workforce that ie left behind. And the issue of treating those employees who are . laid off as well as we can. ;, The plan should succeed. We will not be able to judge its success until we start seeing people employed and we may not want to make the effort to see if that is occurring. We do know that this type of program has had a favorable effect in other circumstances. Alternate Options Considered; We did consider having internal etaff provide the bulk of the services. We believed that there would be too much emotional baggage on both sidee for this to be effective. We aleo considered the use of a firm that specializes in personnel issues and in "outplacement" in particular. Here we had a serious debate over what would benefit both the employees and the City most. One crucial factor here was that these. forms apparently would not be able to provide eupport counseling auch as financial counaeling, counseling on dealing with family streas, etc. We decided that the Employee Assistance Program was the best way to qo. It would ineure that the employees who are being laid off and the employees who remain behind, and the managers and supervisore who have to execute the layoffs would receive consistent information. ' • Attachment 1 The Dimensions of Outplacement Definition: "Outplacement" ia a new word for providing some training in job-huntinq skills for employees who are going to be laid off. Theee skills may be packaqed in eeveral different ways but they usually coneiet of roughly .the same qeneral topics. The program is usually funded by the loeing organization and is usually funded by that organization rather than by fees from the individual employee. Resume composition. Content and format of resume. Gearing resume to the position sought. This is one key skill. It is very difficult to get someone, especially a Minnesotan, to "brag on themaelves" but that is what an effective resume is all about. Interviewing Skills. How to act in an interview. How to answer queations. What questions are appropriate for you to ask. Dress and behavior. . As mentioned above, people are not comfortable telling their own etory. This is another critical skill - how to create a favorable impression of yourself in an interview. Correspondence. Format and content of cover letters, thank you letters, follow-up letters and other correspondence involved in job-huntinq. Networking. Formally and systematically contacting all of the people you know and getting them to assist you in your job search. Many people find jobs this way. One consultant claimed that most jobs for experienced people were found that way. Doing the "word of mouth" search requires some formality and structure to make the procees more efficient. '' Application Completion. Review of how to complete application forma. What information to bring with you to aseist you in completing applications. These ekills apply to almost every job category. The mix, or emphasis, may vary depending on the particular skill or level of position sought. For example, there may be more emphasis on style of dress for management employees than for biue collar, or there may be more emphasis on filling out application blanks for clerical rather than management employees. Outplacement Center. The concept of an outplacement or work center is to provide a � central area where the employees who are being laid off get together and do job-hunting under supervision. Typically, the "center" consiata of small � workspaces, usually with a telephone at each space. There ie access to reproduction facilities and access to clerical aseiatance or use of word processing equipment for the employeea. The employees "work" eiqht hours a day looking for jobs under supervieion of the counselor. The counselor is available for discussion of stress, the fine points of resumes and correapondence, and to see that the employeea accompliah a certain amount of job-hunting each day. The employees may meet, under the guidance of the counselor, as a eupport qroup. The losinq employer funde the costs of the center or the EAP does and builde the cost into the fee they charge. � CITY OF SAINT PAUL (•�-l��r " 111. ip , `�' � � OFFICE OF THE CITY COUNCIL . Members: JANICERETTMAN Janice Rettman, Chair �OECOLLINS Counc7person Roger Goswi tz ��ative Assistant Paula Maccabee KATHY ZIEMA�1 Legislative Assistant COMMITTEE REPORT FINANCE, MANAGEMENT, AND PERSONNEL COMMITTEE NOVEMBER 18, 1991 Item #2 (Remaining items from the 11/18 Committee agenda will appear on a later Council agenda. Resolution 91-1981 - approving changes of $141,600 to the 1991 Budget which is necessary to eliminate anticipated shortfall . (Referred from Council 10/17, laid over in Committee 10/21) Approved 3-0 (Change Green Sheet "Total Amount of Transaction" � to $133,800) Attachment: October 25, 1991, memorandum from Barbara Jeanetta CTIY HALL ROOM NO.718 SAIAIT PAUL,MINNESOTA 55102 612/298-5289 � - �. .� � � $�O4B ' � . . . 4,� � Prlated on Itec��ded Paper