Accomplishments Report - 2000
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To: Dennis Kissinger, City Manager
From: Jason Gage, Assistant City Manager
February 7, 2001
Table of Contents'
I. . Human Resources - Generally
II. Affirmative Action
III. Workers Compensation
IV. ADA Accessibility
V. Municipal Court
VI. Cellular Telephone / Pager Cost Savings Project
Attachments: Human Resources - General Statistics
2000 Affirmative Action Progress Report
Leave / Cost Buyout Report
Sick Leave Report
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I.
HUMAN RESOURCES
BACKGROUND
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The role of the Human Resources Department is that of an internal service function. As a result,
our achievements serve very little purpose unless they result in providing a 'benefit to the
departments which make up the City organization. This means serving over 493 full-time and
part-time employees, as well as numerous intermittent and temporary/seasonal employees.
PROGRAM ACCOMPLISHMENTS
Q. Creation and distribution of Personnel Manual for temporary/seasonal and intermittent
employees. , The purpose of this manual is to provide a general information supplement
about key personnel policies to those that do not receive the full manual. The objective of
this manual is to better train non-permanent employees of employee responsibilities, rules,
etc.
Q Began the placement of job applications, benefit information, and relevant job information
on the City's Internet web page. This allows much broader access to openings by
prospective candidates and provides an application process that is more convenient and
efficient. The applicant simply fills in the application on-line, prints it, signs it and sends it
to the City. ' Electronic filing is a possible future alternative. While a full year of data
regarding the use of this tool has not yet been collected, we believe that it has assisted us
with attracting qualified job applicants; particularly for key technical, professional and
administrative positions.
Q Discovered, tested and implemented Omni-Form form-making software. This software
provides for simple form scanning and automation of filling in fields. A few examples of
its use include more efficient access to and completion of employee evaluations, on-line
job applications, and on-line building applications and forms. .
Q Created and implemented department-wide use of automated payroll sheets using Excel.
This provides automated data totals and eliminates need for pre-printed, manually
completed forms; thus improving payroll efficiency and reducing mathematical errors.
Q Sent W-2 information to the Social Security Administration electronically; thus improving
overall process efficiency.
Q Continued outreach activities to increase awareness and participation in both KPERS and
ICMA 457 Deferred Compensation retirement programs through in-house retirement
information sessions.
Q Increased participation in the following benefit programs: Direct Deposit (up 8%), ICMA
Deferred Compensation (up 16.5% participation and 12.1% average contribution), Section
125 (up 40% medical and 5.3% dependent care), Credit Union savings (up 7.4%
participation and 78% average annual savings), United Way (up 8.8%), YMCA/YWCA (up
22%). .
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C Continue to actively manage all unemploym~nt claims
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Implementation of various programs as assigned by the City Manager and/or formal action .
takenby the City Commission. Tpese programs'are designed to benefit the organization by
increasing efficiency, and improving effectiveness. These benefits are key ingredients to
overall employee rt::cruitment". development, and retention. Some 'of the programs,
included:
v acation buy-~ack benefit
Hepatitus B tracking and training
Bilingual pay program
:2001 GOALS
C Include Roth IRA through ICMA-RC' as aJ'!.,9ptional payroll deduction,r~tirement benefit.
C Include Kansas Education Fund as ail optional payroll deduction educational savings
benefit.
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C Closely analyze employee recruitment efforts to determine most effective job-attraction
options. '
,C Conti,llUe. emphasis on departmental (H.R.) employee training and development, including
c~oss-training.
C Continue ongoing review of personm~l policies for conformance w.ith legal requirements
and overall policy intent.
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II.
AFFIRMATIVE ACTION
BACKGROUND
The City's Affirmative Action Program is different from that of many'other organizations. Our
emphasis is on keeping qualified. minority applicants from going unn~ticed. This is
accomplished through an ongoing review of eI1;1ployment policies, emphasis on recognizing the
importance of diversification, and an aggressive effort by the Human Resource Department to
review job applications for qualified minority applicants.
Chapter 13 "Equal Opportunity and Affirmative Action" of the Salina Code details the
responsibilities, guidelines and pr~nciples regarding nondiscrimination in City employment.
PROGRAM ACCOMPLISHMENTS
As with previous years, 2000 was a busy year for review of all City personnel activities,
including affirmative action issues. The Affirmativ~ Action Program covers all aspects of
employment including recruitment, hiring, promotion, compensation, training and termination.
Accordingly, all City personnel policies are routinely reviewed to evaluate conformity with
affirmative action principles. The City's current Affirmative Action Committee is made up of
Jason Gage, Kaye Crawford, Jim Hill, and Martha Rhea. Listed below are specific examples of
what Staff considers as program accomplishments for- 2000.
t:) Reviewed retention rate of minority employees.
t:) Continued special recruitment efforts to increase number of minority applicants.
t:) Continued ongoing compliance with personnel requirements of the Americans with
Disabilities Act.
t:) Used City's applicant tracking system to assist us in determining the effectiveness of our
employment advertising from a financial standpoint, as well as a minority recruitment
standpoint. _
t:) No discrimination complaints were filed against the City of Salina.
t:) Continuation of interview process that provides for a second review of 'all minority
applicants to decide if they should receive an interview. Applications of minorities not
chosen for the initial interview are reviewed by the Assistant City Manager or Assistant
Human Resources Director who compares their qualifications to those chosen initially for
an interview. The specific goal of this process is to increase the number of minority
applicants who receive interviews. The goal has been met as the number of minorities
receiving an interview increased from 12.81 % (highest percentage ever recorded for first
interview) to 14.~5%.
Also, the percentage of minority applicants remained higher than the percentage of reported
local labor market, 9.8% to 5.7%. thus, we are very pleased with these results and are
looking forward to continuing our efforts in 2001.
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C The percentage of minorities hired by the City when compared to all applicants is 6.35%.
This is slightly higher than the 5.7% of minorities that reportedly make up our labor' .
market.
Thenumber of minorities hired by the City since 1993 are as follows:
# Minority ofTo'ial Hired
199~ - 70f64
1994 - 6 of68
1995 - 6 of 42
1996 - 4 of 48
# Minoritv Hired of Total Hired
.1997 ~ 4 of 41
1998 - 80f65
1999 - 70f68
20.0.0 - 4 of63
The following provides some insight into the overall averaged success ofihe Affirmative Action
Program since its inception.
Minorities as % of Labor Market - 5.70.%
Total Minority Appli~ants - 9.17%
Minorities Initially Ghosen for Interview, -,8'.40.%
Minorities InterViewed After Review - 1 ~.D6%
Percentage Minorities Hired of New Hires -, 10..0.2%
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2001 GOALS
C More emphasis on minority recruitment. Staff needs to continuy to examine recruiting
soUrces that have special contact with minority groups. .
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C Continued discussion among' supervisory staff ensuring that minority applicants are not
unfairly eliminated from the interview and selection process.
Q' Have no discrimination complaints filed against the City of Salina.
C Continue deveIopmept ~f pertinent statistical data regarding equ,al emplC?yme~t
opportunity.
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Overall, we our pleased with our efforts, but lalow that much more rieeds to be accomplished. A
very promising statistic is, that from 1993 to 20.0.0. 10.02% of the employee hired by the City
have been minorities, which sign~ficantly exceeds the reported minority labor market of 5.7%.
,The, City of Salina will continue to take affirmative action to ensure equal ,employment
opportunity goals are met rather than simply prohibiting discrimination.
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III. WORKERS COMPENSATION
'BACKGROUND
The City of Salina is a self-insured workers compensation provider. As a result, practically all
claim costs are paid directly by the' City through a reserve fund rather than as an insurance
disbursement. Taken from this fund are costs for claims administration, an excess insurance
policy, loss control and payments for medical costs and compensation to employees. The City
does retain a third-party administrator (TPA) to administer the program and does purchase
excess insurance for those unanticipated claims that are in exeess of $250,000. This program
allows the City to retain ,savings that occur as a result of sound safety policies and a reduction in
on-the-job injuries. '
Provided below is general information which generally demonstrates the relationship of both the
frequency of claims and cost per claim as compared to tenure with the City. This information is
for classified full-time and part-time employees, and regular part-time employees.
Years Of Service
Under 1 year
1 - 4 years
5 - 9 years
10 - 14 years
15 - 19 years
20 + years
Emplovment %
13%
29%
22%
14%
8%
14%
we Claim %
24%
34%
14%
13%
7%
8%
Cost Per Claim %
16%
25%
8%
19%
15%
17%
This information illustrates that as a percentage, a higher proportion of accidents are reported
(assume incurred) by employees with four years or less tenure with the City. Thi~ is particularly
true of new employees here less than. one year and may demonstr!}.te a safety education learning
curve.
The- data also suggests that as a percentage, a higher cost per claim is incurred by those with at
least 10 years with the City, although those here less than one year also reported a slightly higher
cost as a percentage of employment. While this information is designed to be general in nature,
it is helpful when comparing to general statewide or national trends.
PROGRAM ACCOMPLISHMENTS
Accomplishments for 2000 and for the overall program are as follows:
C Creation of comprehensive policy and operations manual for both long-range and day-to-
day workers compensation tasks and responsibilities.
C For the fiscal year 2000 the City had its second lowest claim cost year in the history of the
self-insurance program, as illustrated below.
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Workers Compensation Claim Cost .Trend
1993 through 2000
$500,000
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$400,000,
~300,000
$200,000
$100,000
$0
1993 1994 1995 1996 1997 1998 1999 2000
, Iii! Claims Cost I
C Professional management to services provided and timely' [esponse to injuries
C Better claim reporting from current TP A (third-party administrator)
C High claim experience in only 2 of 9 years, with the national average being 1 every 3 years
C Reduced experience modification factor (lower claims per year), which is a result of
m~agement and effective/efficient handling of claims by TP.A
C Cost SAVINGS of approximately $1,555,026 over the 9 years, which is an av"erage' of
$172,781' per year
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IV. ADA ACCESSIBILITY
:BACKGROUND
The federal Americans ,with Disabilities Act of 1990 (ADA) set the barometer for accessibility in
America. Since before the passage of this accessibility rights milestone, the City of Salina has
been working to be the most accessible city in Kansas. This is accomplished by various means,
including: ,utilization of a, citizen-based Accessibility : Advisory' Board, 'taking a positive
advocacy position for local accessibility, the formation of positive community relationships,
educational outreach to our local citizenry, and strict enforcement of required accessibility
building requirements.
PROGRAM ACCOMPLISHMENTS
e> Received prestigious President's Award from Interhab agency for the City's ccimmunity-
wide efforts to enhance accessibility. Interhab is the state leader of organizations
supporting people with disabilities.
e> Produced informational and educational program aired on Cable Access Television in
celebration of the ten-year anniversary of the ADA.
C Completed accessibility survey of all City facilities by contract with the Occupational
Center for Central Kansas, Inc. (qCCK).
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Continued to provide City departments with accessibility assistance and make
recommendation as to common-sense adaptations (i.e., entrance buzzer at Smoky Hill
Museum).
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Began adding ADA information on City Internet web site.
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Worked with Arts and Humanities Department to recommend accessibility opportunities
for Smoky Hill River Festival.
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Continued communication with USD #305 regarding overall accessibility improvements
for school building program.
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Continued with intersection access improvements in downtown areas, high volume areas,
and in coordination with City street projects. Invested approximately $260,000 for
construction of 350 new curb ramps in the community:,
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Continued community outreach efforts through newspaper advertisements, "Ask the City
Manager" column, and accessibility advocacy letters.
2001 GOALS
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Formalize the update ofthe City's ADA Transition Plan using the facility survey
'information provided by OCCK.
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e Enhance Internet web site presence regarding accessibility issues.
e Continue to provide, outreach ande!fucation regarding community-wide accessibility.
e Continue to collaborate with local community groups such as OCCK to promote' ,
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e Continu~to ,invest funds for the construction of new curb ramps throughout the City.
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. e Contitme efforts to be the most accessible city' in Kansas
The vital role the City plays for promoting and ensuring accessibility cannot be emphasized
enough. Through the dedication and har~ work of our Accessibility Advisory Board we have
been able to reach ,out to citizens throughout the community.. This has resulted ina community
that may yery well be the most accessible in KansilS.
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v.
MUNICIPAL COURT
BACKGROUND
The City's Municipal Court is responsible for prosecution of municipal ordinance violations and
traffic offenses, administration of court findings, the provision of indigent counsel to those who
cannot afford legal representation, ensuring the rights of victims, and monitoring those who have
been convicted with certain probationary responsibilities. Professionalism, effectiveness and
efficiency are essential for a municipal court to function as intended' and meet the needs of the
community.
PROGRAM ACCOMPLISHMENTS
<:> Through admirable dedication of the staff, was able to continue day-to-day operations in an
efficient and accurate mariner even after major New World software failures were
di~covered as a result of the Year 2000 upgrade.
<:> No lawsuits filed against the court.
<:> Successful expansion of court docket scheduling and times, which resulted in a reduction
of both overcrowding in the courtroom and long wait times by the public.
<:> Continued to submit bad debts to the State o'fKansas Set'-Off collection prognim. This has
proven to be a moderately successful collection tool that is expected to pay more dividends
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m upcommg years.
<:> Continued to re~uce the overall court case backlog from previous years.
2001 GOALS
<:> Ensure the seamless transition to a new prosecutor and' new indigent defense counsel
without compromising the services provided to the public.
<:> Continue to find more operating improvements that can reduce wait times on the public and
improve' overall efficiencies of the court.
<:> Continue to have no lawsuits filed against the court.
<:> Upon receiving approval for the budgeted building project, ensure a successful transition
that does not result in unmanageable inconve~iences and time delays to the public.
<:> Work with other docket scheduling possibilities to ensure efficient use of court time for
staff, law enforcement, and the public.
<:> Continue use ofthe State of Kansas Set-Off program as a means to collect lost revenues
that are owed to the court.'
<:> Continue to address issues With court case backlogs, while fulfilling the citizens' goal of
ensuring justice and public service.
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VI. CELLULAR TELEPHONE) PAGER COST
SAVINGS PROJECT
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BACKGROUND
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Midway through the year, Staff decided thaJ more cost'savings could be gained by looking.at the
purchase of cellular phon~ and pager services in a comprehensive manner. Rather than losing
purchasing leverage by a1l9wing each department to sign individual service agreements, vye
combined our efforts to fuliy utilize our organization's purchasing capabilities. The overall goal 'I
was to maximize purchasing capabilities without compromising service for users of
approximately 64 cellular telephones and 150 ~agers.
PROGRAM ACCOMPLISHMENTS
As a result of this comprehensive effort that involved the trust, patience and open participation of
all departments, the following accomplishments were realize~:
CELLULAR PHONES ,
Until we negotiated our cellular telephone service with Cellular One, we paid approximately
$20.00 per month, per phone for telephone service. This did not include additional fees for
roaming, equipment protection, long distance" etc. The estimated average cost to the City for
this service waS approximately $2,035 per month. This equate,s to approximately $24,420 per
year, or an average of $382 per phone. '
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Upon negotiating' a contract with Cellular One, the City was able to create a full pool of minutes
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that is useable by ally phone, add the first incoming minute free feature, eliminate roaming fees
for the first 100 minut~s in regional urban areas, 'provide for activation of up to 99 phones
without additional fees, and retain a $500 equipment allowance. This was. all included in 'a
comprehensive agreement that resulted in an average cost to the City of approx~mately $360 per '
month. This equates to approximately $4,320 per year or an average .of $5.62 per phone per
month. The result is a total net estimated annual savings of $20.100. or 82%. This savings I
will actually occur in increment~ for the first few months, while we allow ce~in contract
obligations with the previous provider to expire. Once our previous obligations expire,' we
expect to realize the full savings. .
PAGERS
Until we re-negotiated our pager service with Metrocall, we paid anywhere from $5.95 to $14.95
per month, per pager for state-wide ,,pager service. This did not include additional' fees for
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equipment protection and included primarily numeric pagers (able to provide number messages
only), which are typically at a lower monthly cost. T4e e~timated average cost to the City for
this service was approximately $1,178 per month. 'This equates to, approximately $14,139 per
year, or an average of$7.85 per pager.
The administration of a request for proposal process resulted in the re-negotiation of a .
comprehensive contract with Metrocall. This agreement resulted in dramatic service savings,
automatic equipment replacements, and the upgrade of. all nume~i<? pagers to an alphanumeric
model (able to provide both number and letter messages). These b~nefits were all realized at an
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average cost to the City of approximately $600 per month. This equates to approximately $7,200
per year or an average of $4 per pager per month. 'The result is a total net estimated annual
savio2s of $6.939. or 49%. This savings will be automatic as all but two of the City's pagers
were automatically included in the new agreement. The remainders will be included in
upcoming months., :
As a result of these cost savings efforts, the City was able to continue cellular telephone and
pager service while savim(a total of approximate Iv $27.039 per year. This ,effort was a result
of our willingness to consolidate this:procurement of this service and use our full organizational
purchasing ability. I am very confident that the City of Salina may have the lowest per unit
cellular phone and pager cost of any governmental entity in the entire state of Kansas, while still
retaining a high quality of service.
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'HUlVtAN RESOURCES
GENERAL STATISTICS
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INFORMATION
Stepped Out Employees
Section 125 Participat~on
- Unreimbursed Medical Care
Dependent Care
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Optional GroupLife Participation
Credit Union Participation
YMCA & YWCA Participation
Deferred Compensation Participation
* Ave. = per pay period
Direct Deposit Participation
United Way
Average Age
Average Length of Service
Average ~alary
Applications Received
Newly Hired Employees
Overtime Hours/Cost,
Vacation Hours Balance
Sick Leave Hours Balance
* 1/3 Conversion
Bilingual Pay Participation
1999
38% stepped out
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'Errivlovees Ave. $
113 $655 year
19 $2,274 year
209
# Ave. Savinzs'
258 $1,687
Sinzle
'44
Familv
190
#
85
Ave. *
$107
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276
#
308
'.Amount,
$27,277
40
9 Years
$25,375
1,448 '
Class.
68
TS.
320
Hours Cost
40,025 $758,151
Hours Balance
69,637' $1,069,453
Hours' Balance *
757,875 $1,296,324
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Annual Cost
N/A
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2000
37% stepped out
Emvlovees Ave. $
,168 ,$560 year
20 ,$2,004 year
215
# A ve. Savings
277 $3,004"
Single
57
Familv
229
#
'99
Ave. *
$120
298
#
335
Amount
$25,594
40
, 9.8 Years
$27,639
1,480
Class.
63
TS.
. 318
Hours '
, 43,055
Cost, '
$901,14.6
Hours, Balance
70,022 $1,100,979
Hours Balance *
752,790 $1,319,761
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Annual Cost
$1,800
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City of Salina
,: Affirmative Action Report
2/6/01
111993 2047 147 139 117 7 3 139 117 18 12 II 57 Non-minorities and 7 Mi~orities
111994 1903 166 201 120 12 12 201 120 23 18 II 62 Non-minorities and 6 Minorities
111995 1694 150 111 82 16 6 111 82 21 9 36 Non-minorities and 6 Minorities
111996 . 2057 172 129 87 9 9 124 87 23 16 44 Non-minorities and 4 Minorities
~1997 1384 122 95 64 9 3 95 64 21 7 37 Non-minorities and 4 Minorities
~1998 1567 189 94 116 12 . 14 94 116 17 25 57 Non-minorities and 8 Minorities
111999 1448 164 132 144 14 10 130 145 19 12 ,61 Non-minorities and 7 Minorities
112000 1480 145 117 128 20 16 94 85 16 14 59 Non-minorities and 4 Minorities
TOTALS 13580 1245 1018 858 99 73 988 816 158 113 413 Non-minorities and 46 Minorities
TOTALS (1993 - 2000)
Minority Applicants - %
Minorities InitiaUy Chosen To Interview
Minorities Interviewed After Review .
Percentage Minorities Hired of New Hires
9.17%
8.40%
13.06%
10.02%
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64, 7
68 6
42 6
48 4
41 4
65 8
68 7
63 4
459451
Hired - 1993
Hired - 1994
Hired - 1995
Hired - 1996
. Hired - 1997
Hired -.1998
Hired - 1999
Hired - 2000 .
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Applicants Per Opening
2000
1999
1998
1997
1996
1995
. 1994
1993
0
1~
20
30
40
50
City of Salina - Applicant Analysis
01/27/2001
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1 Crime Analvst NA PO 1 1 N1A N/A N/A N/A N1A N1A N1A N/A Whtte Female, transfer
1 Cler1<lTvpist 0110612000 01/19/2000 GS 43 3 42 0 4 0 1 0 4 0 1 Whtte Female
1 Water Plant Operator I 0110612000 01/11/2000 UT 13 0 0 4 0 0 0 4 0 0 0 White Male
1 Assl GoW Pro/Club House Mgr '01/10/2000 N1A PR 1 0 0 N/A N/A N/A N1A N1A N/A N/A N/A Whtte Male
1 Mechanic 02/0312000 0310212000 PR 19 2 0 4 0 1 0 4 0 1 0 Transfer Whtte Male
N/A Maintenance Worker I 02/0312000 02110/2000 GS 19 1 0 4 0 1 0 4 0 1 0 Did not hire from this group
1 Utiltt. MaintenanCe' Worker I 02/0312000 02/09/2000 UT 24 3 1 4 ,0 ,. 0 1 4 0 0 1 White Male
1 Secretary I 02110/2000 0311312000 AH 36 1 36 0 4 0 0 0 4 0 0 Whtte Female
1 Maintenance Worker I 02/17/2000 0310612000 PR 42 2 11 2 3 0 0 2 3 0 0 Whtte Female
1 Secretary I 0310212000 03117/2000 AH 43 .5 42 0 5 0 1 0 5 0 1 Whtte Female, rehire
1 Maintenance Worker I 03109/2000 0312212000 PR 38 4 8 1 2 0 2 1 2 0 2 White Female
2 Mechanic ' . 0312312000 0312812000 GS 10 2 0 4 0 1 0 4 0 1 0 Whtte male, Minority Male
1 Personal Computer Technician 03130/2000 04/2812000 IS 22 2 2 4 0 0 0 4 0 0 0 White male
2 Maintenance Worker I 03130/2000 04126/2000 'GS 15 1 0 4 0 1 0 4 0 1 0 2 Whtte male
1 Special Recreation Supervisor 04/27/2000 05/1512000 PR 8 0 6 1 3 o .0 1 '3 '0 0 White Male
1 Manaoement Assistant 04/27/2000 0510212000 CM 5 0 2 1 0 0 0 1 0 0 .0 White male
3 FirefighterlEMT 04/27/2000 N/A FD 37 3 5 N/A N/A' N/A N1A N1A N/A N/A N/A hired 3 whtte male ;
N1A Curator of Exhibtts 04/27/2000 05110/2000 AH 10 0 4 3 2 0 0 3 2 0 0 Did not hire
1 Secretary II 04/2712000 05109/2000 BL 20 1 20 0 5 0 0 0 5 0 1 Whtte Female
N/A Building Inspector 04/27/2000 05110/2000 BL 12 0 3 1 0 0 0 1 0 0 0 Did not hire
1 Laboratory Technician 05104/2000 05/15/2000 UT 25 4 11 1 4 0 1 1 4 0 1 Minority Female
1 Maintenance Worker I 05104/2000 05115/2000 UT 43 5 3 6 0 0 1 6 0 0 1 Whtte Male
1 Community SeNice Technician 05104/2000 05110/2000 PO 25 0 22 0 10 0 0 0 10 0 0 White Female
1 Natural Resources Supervisor 05/11/2000 0610212000 PR 10 0 1 1 4 0 0 1 4 0 0 Promoted While Male
1 Maintenance Worker I OS/25/2000 06/14/2000 PR 24 4 1 5 0 0 0 5 0 0 0 Transfer Whtte Male
1 Meter Service Worker 0610812000 06/28/2000 FI 83 4 46 4 2 1 0 4 2 1 0
1 Maintenance Worker I 06129/2000 07/26/2000 GS 21 3 0 4 0 1 0 0 0 0 0 Whtte male
1 Naturalist ~ N/A N1A PR 0 0 0 0 0 0 0 0 0 0 0 Whtte male
1 Sanitation Worker 07/1312000 0712512000 GS 42 7 4 4 0 1 0 1 0 0 0 Whtte male
1 Traffic Controls Technician 07/1312000 08/10/2000 GS 11 4 1 3 1 2 0 1 0 0 0 White male
1 Meter Service Supervisor 07/1312000 08109/2000 FI 38 3 8 6 2 1 0 1 0 0 0 Whttemale
1 Planning & Community Dev. Director 08111/2000 08/14/2000 PL 15 0 1 2 0 0 0 1 1 0 0 Whtte male
1 Water Plant Operator I 08103/2000 08110/2000 UT 21. '2 1 4 0 1 0 White male
N/A Maintenance Worker I 08110/2000 08/21/2000 PR . .35 0 3 0 0 0 0 not hired
1 Secretary I 08110/2000 08/21/2000 PR 46 4 46 0 42 0 4 0 1 0 0 White female
3 Utility Mainienance Worker I 08110/2000 08117/2000 UT 15 0 1 4 0 0 0 2 Whtte male, whtte female
1 Exhibits Coordinator 08131/2000 10110/2000 AH 12 0 4 2 3 0 0 2 3 0 0 Whtte female
1 Court Services Coordinator 08131/2000 09/11/2000 MC 21 3 13 3 1 0 2 3 1 0 2 Whtte female
1 Police Records Clerk 0910812000 09/1212000 PO 27 1 26 0 9 0 0' 0 9 0 0 White female
N1A Maintenance Worker I 09/21/2000 ! 1 0/16/2000 GS " 28 '6 0 5 0 0 0 5 0 1 0 not hired
N/A Maintenance Worker I 09/21/2000 10106/2000 PR '42 5 6 1 0 0 0 1 0 1 0 not hired
1 Customer Account Clerk I 09/14/2000 1010212000 FI 46 2 46 0 5. 0 1 0 5 0 1 Whtte female
1 Personal Computer Technician 09/14/2000 09/29/2000 IS 18 2 1 5 1 1 0 5 1 1 0 Whtte male
1 Sanitation Worker 09/14/2000 09/2812000 GS 37 3 3 4 0 1 0 4 0 1 0 White male
1 Human Resources Clerk. 09/14/2000 09/25/2000 HR '58 2 57 0 5 0 0 0' 5 0 1 White female
1 Community Resource Coordinator 09/2812000 1010212000 AH 7 0 5 0 3 0 0 0 3 0 0 Whtte female
N1A Fleet Superintendent 1011212000 10/2312000 GS 9 1 1 3 0 1 0 3 0 1 '0
1 Building Maintenance Mechanic 10/19/2000 11109/2000 BC 11 2 0 5 0 1 0 5 0 1 0 ' Minority male
1 Secretarv I 10/19/2000 11109/2000 MUNI 19 3 19 0 5 0 2 0 5 0 2 Whtte female
1 Custodial II , , 1110212000 11/1312000 BC 29 3 3 6 0 1 0 6 ,0 .1 0 Whtte male "
1 Santtation Worker 1110212000 11/14/2000 EG 24 3 1 2 0 3 0 2 0 3 0 Whtte male
1 Accounting Technician 1110212000 11/16/2000 FI 22 1 19 0 5 0 1 0 5 0 1 White female
1 Engineering Technician III 11/1812000 11/17/2000 EG 7 0 1 1 0 0 0 1 0 0 0 Whtte male
N/A Operations Event Worker 11/2212000 0110412001 BC 17 2 3 3 2 1 0 3 2 1 0 not hired
9 Police Officers PO 231 39 40 N/A N/A N/A N/A N1A N/A N/A N/A
1 Cler1<lTypist NA BL 1 1 N/A N/A N/A N1A N/A. N/A N/A N/A White female, transfer
1 Box Office Worker NA BC 1 1 N/A N/A N/A N/A N/A N/A N/A N/A White female, transfer
63 1,480 145 538 117 128 20 16 94 85 16 14
4
I
2000
Minoritv AooUcants 9.80%
Female AooUcanls 36.35%
Minorities Initialh- Chosen To Interview 11.81%
Minorities Interviewed After Review 14.35%
% Minorities Hifed of New Hires
I I
T 1
Indudes Promotions I I
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HUMAN RESOURCES DIRECTOR _ JASON A. GAGE
City-County Building - 300 West Ash Street - Room 200 _ P.O. Box 736
Salina, Kansas 67402-0736
TELEPHONE (785) 826-7400 - FAX (785) 826-7248 _ TDD (785) 826-7333 _ E-MAILjason,gage@salina,org
.
TO:
FROM:
DATE:
RE:
Executive Staff
Jason A. Gage, Assistant City Manag~
January 29,2001
Leave Balances
.' :,l"
Provided for your review is the following: Total Cost of Leave Buyout and Total Leave
Hours. As always, if you have any questions, pl~ase advise.
I Total Cost of Leave Buyout I
1999
,$400,000
$600,000
$800,000 $1,000,000 $1,200,000$1,400,000
.1997
1995
.
1993
$200,000
1993
1994.
1995
1996
1997
1998
1999
2000
· Vacation $666,201 $726,06~. $768,367 $848,551 $940,716 $956,577 $1,069,453 $1,100,979
11II1/3 Sick Leave $947,871 $1,027,291 $1,070,902 $1,150,999 $1,232,753' $1,245,583 $1,296,324 $1,319,761
I Total Leave Hours I
2000
1999
1998
1997
199'6
1995
1994
1993
, '
.
0 50,000 100,000 150,000 200,000
1993 1994 1995 1996 1997 1998
. Vacation 55,250 5'8,290 59,270 62,851 66,220 64,573
1!i11/3 Sick Leave 238,319 246,503 246,666 254,482 260,726 252,028
250,000 300;000,
1999 2000
69,637
252,625
70,022
250,930
~
HUMAN RESOURCES DIRECTOR . JAsON A. GAGE
. .' I
City-County Building . 300 West Ash Street - Room 200 . P.q. Box 736
Salina, Kansas 67402-0736 .
TELEPH()NF; (785) 826-7400 .. FAX (785) 826-7248.. TDD (785) 826-7333 . E-MAIL mike.morgan@salina.org
TO:
FROM:
DATE:
RE:
. Executive Staff ' . . /
. Jason A. Gage, Assistant, City Manage~O
January 26, 2001
2000 Sick Leave Usage- Analysis
, l< .~.
',"- .
We have evaluated the 2000 employee sick leaye usage and have summarized 'our
findings below.
The 2000 Sick Leave Usage Report includes 426. Classified employees who were
. " .,
employed for all of 2000. . Note, I did exclude for purposes of this report those
. .
employees i1Ql that used 200 or mor~ h~urs"du~ing theyear. . I believe this usage is
associated with a catastrophic event .or buy out.of sick leave hours at termination.
The 426 employees included in the report used a total of 19.422 hours_of sick leave for
an average of 45.59 hours per employee. Note, this number includes Fire Department
. .,1 '.
employees,who generally must take sick. leave in 24-hourincrememts; thus, skewing the
average. Annual average comparisons are illustr~ted below.
.
, AVERAGE ANNUAL SICK LEAVE HOURS USED PER EMPLOYEE
1991
.55.80
1992
48.75
1993
54.14
1994
50.61
1995
56.19
1996 . 1997 1998 1999
45.21 46.99.17.07 51.44
2000
45.59
46 employees used 100 or more sick leave hours during 2000. A total of 98 employees
used one day or less (40 Hour Employees - 8 hours an~:56 Hour E;mployees - 24 hours)
of sick leave and 51 of those used 0 hours of sick leave. Exempt employees were
- .
inCluded in the above totals.
~ "'j
It is important to~oint out that employeesuse sick)eav~ for funeral leave, time off for
work..related injuries, long-term disabilities and to care for immediate family members .
when necessary. As aiways, ,if you should have any questions, please advise.
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