HomeMy WebLinkAboutRes1964-384
r- .
RESOLUTION NO. 384
~lliEREAS it has been determined by the Common Council of
the City of Sel~rd tbat tbere 1s a need for rules and regulations
governing the relationships between the City of Seward employees
and their employer; and
fni&REAS it is the desire of the City Council formally
to implement said rules and regulations;
NOH. THEREFORE. DE IT RESOLVED by the Common Council of
the City of Seward that the appended and attached Personnel ~~nual
shall be the Personnel ~~nual for the City of Seward and it shall
regulate and govern the activities and relationships of the City
of Seward snd its employees.
PASSED AND APPROVED by the Common CO\mcil of the City
of Seward this 15th ~J of J\me. 1964.
~tt"f a 44tJ
perry/R. Stockton
Hayor
Attest:
~c~, (f ZLJd4/
Leatrice E. Watts
City Clerk-Treasurer
r
PERSONNEL 11ANUAL
Part One
Rmnlovee RelationshiD Policy
Introductory Statement
Recent years have witnessed a new emphasis upon problems of employee
relations in the field of personnel administration. This has developed
partly as a consequence of growing appreciation for the importance of the
personal element in administration, and partly because employees themselves
have become more conscious of and more active in bringing their problems to
the front. The city~ouncil realizes that labor relations are human re-
lations, and as such are important in the efficient operation of the
municipality's activities.
The modern personnel system recognizes three paramount interests in
the public employment problem: (1) that of the general public l~hich is
desirous of efficient, courteous and economical service; (2) that of
the city administration which is concerned l~th accomplishment, perform-
ance and a good record; and (3) that of the public employee who is
concerned with 1'7orldng conditions, wages, fair treatment, advancement,
and job security.
In the formulation of this policy the council reco811izes that the
city is a governmental unit, and in this respect differs from a private
employer. Subject to this condition the council can establish governing
principles upon which a progressive program of employee relations msy be
based. There must be open-minded experimentation if there is to be
constructive development of a policy that can be adjusted to community
standards and to the experience of municipal officials, as well as
employees. If such a progressive attitude is adopted, the particular
policy that msy be accepted for the present is of secondary importance,
-1-
r
,
for it will be regarded not as final but as the beginning of a continuing
search for better policies and improved methods of bringing together the
efforts and interests of employees and management. Some of the advantages
of a formally stated policy are:
1) It makes possible the clear presentation of policy so greatly
needed for guidance of supervisors, as it is they who are responstt.le
for direct dealings with the employees and for making any policy
effective during the regular course of work.
2) It provides employees with a means for better understanding of
policies which guide the management in its relations with them.
3) It serves to build and maintain employee morale and effi~lency.
An organization which has fair and reasonable practices in dealing
with its employees may well afford to publish and emphasize this fact.
There should be a definite understanding of what is expected of every
employee in his particular job. There should be fair and impartial
supervision. There should be assurance that tenure will be permanent
as long as the work is satisfactory. There should be opportunity of
advancement if the employee is qualified to fill a higher position.
There should be assurance that the employees will be paid as much as
conditions in the community will permit. Realization by employee~that
the organization of which they are a part follows progressive personnel
policies, provides a positive incentive toward efficient service,
encourages a better spirit of enthusiasm and devotion, and decreases
the likelihood that capable employees will leave the service.
The council is interested in supporting those labor standards and
employment conditions which are consistent with the cOUlllunity welfare.
for they are fully cognizant of the fact that the work of the munici-
pality is financed by the people of the city.
-2-
____~_ .~_'__~ ---c.,----.-
The employee-city relationship will profit by specific rules and regu-
lations governing labor standards, rates of pay, classification, hours of
worl~, and other employment conditions.
Employees covered by \rritten contracts with the city shall come under
the provisions of this ~~nual insofar as it does not conflict with their
contract. In such cases of conflict, the provisions of the contract shall
prevail.
The Policy
Obligations
An obligation rests upon every member of the management and supervisory
staff, as well as upon each supervised employee of the city, to render
honest, efficient and economical service in the performance of his duties.
Organizations and associations of supervised employees and of the supervi-
sory and management staff are likewise subject to this obligation. Since
the city is responsible for the payment of adequate wages, fair labor re-
lations policies and job security, the employee group must recognize that
it has an equal responsibility to produce an honest day's work for an
adequate day's pay. It is desirable that the employee group cooperate
loyally and faithfully with the administration by supporting its programs,
and the administration will at all times stand ready to support and defend
the employees against unwarranted criticism end abuse from the public.
Co-operation
Municipal government is a cooperative enterprise that performs a
multitude of activities which are vital to a community. This joint
undertaking is operated by the administration (the governing body and
management) and the employee group. There must be coordinated team
work by the administration and employees. The whole-hearted cooperation
of all members of the organization in carrying out the provisions of this
policy is essential to attaining the objectives of a sound, '~orkable
employer-employee relationship.
-3-
r-=--
No Strikes Against City Government
Employees of the city are under obligation to serve the uhole people,
uhose interests and uelfare require orderliness and continuity in the
conduct of government activities. Under no circumstances shall any
employee, group or organization of employees of the city engage in or
support strikes against the City of Seuard.
\ No Discrimination
There shall be no discrimination against employees or applicants for
employment on account of race, creed, color, national origin, sex, or
any political or union affiliation.
Disputes
Disputes betw:f:n an cri'plcyee end the management groenng out of
grievances, or out of the interpretation of application of the city's
published rules and regulations governing labor standards, rates of pay,
classification, hours of uork, employment conditions, and the like,
shall be handled by the employee or his representative, through estab-
lished supervisory channels, up to and including the designated chief
supervisory officer concerned, as defined from time to time by the
management. Failing prompt and satisfactory adjustment, the employee
or his representative may appeal the dispute to the city manager for
investigation.
Classification Plan
The division of occupations into classes of uork shall give due
and adequate recognition to intelligence, skill, training, and experience
required by each position. The allocation of jobs or positions to
scheduled grades shall be upon the basis of the duties to be performed.
Hourly Rated Employees
The regular hours of employment of all hourly rated employees shall
be bulletined by kinds of employment or by duties. Such bulletins shall
-4-
1-
indicate how these hours may be worked in any twenty-four hour period.
One, two, three or four shifts may be ~lorked on any kind of employment
or service at each place of employment. The regular hours of employment
or service at each place of employment shall not ~tceed eight (8) in any
twenty-four (24) hour period. The basic work week shall consist of forty
(40) hours, except employees of the Police Department, who shall work as
indicated elsewhere in this ~wnual, and overtime after that work week
shall be at the same rnte as for other city employees. All work of hourly
rated empl(\y~es shall be so organized as to provide at least one day's
rest in r.evr"'1. Hhe.r.('vcr feasible such day of rest shall be Sunday. All
authori::e-:1 cn~rtime '::'0,'J'ed in excess of eir,ht (8) hours in any one ~1orldng
day or fOj-t:; (1<0) h,.I.,,':; 5.n any 011~ ~'71'!p.l: r.hilll be paid for at the rate of
time and on!'-!:;",U: '- r <:c provided by the cnrrr.mt contract llith IIJEH. No
employee will be laid off during his work week for the purpose of avoiding
payment of overtime. f,ny hourly rated employee required to l'Jork on New
Year's Day, Hashington's tirthday, Seward Day, Memorial Day, Independence
Day, Labor Day, Alaska Day, Veterans' Day, Thanksgiving Day, or Christmas
Day, or his designated day of rest. shall be paid at the rate of time and
one-half. The supervisory and management staff and the supervised
employees are expected, as a matter of good management and efficiency,
to make every possible effort to minimize overtime and to conform to the
schedule of bulletined hours. All overtime by any employee must be
approved in advance by the city manager. Failure to obtain reasonable
compliance with the schedule of bulletined hours so as to assure
elimination of excessive overtime will be interpreted by the management
as indicative of inefficient supervision and workmanship.
Annually Rated Employees
The regular hours of employment of all annually rated employees
shall be bulletined by kinds of employment or by services. The regular
-5-
r=----
hours of employment shall not exceed eight (8) hours per day or forty (40)
hours per week, provided that this section shall not apply to the employees
of the Fire and Police Departments, or as specified with the current con-
tract with IDEB. All work of the annually rated employees shall be so
organized as to provide at least one day's rest in seven. l'fuenever
possible such day of rest shall be Sunday. All authorized overtime
worked either before or after regular bulletined hours shall be paid for
at the rate of time and one-half. Supervisory and administrative per-
sonnel shall be preS\l~~d to be hired to accomplish their jobs and to put
in the time necessary ::0 do so, and l~ill not be allowed overtime or
compensato,-y time ben",:i",ts. Any annually r3ted employee required to l~ork
on New Yea.:' s Day, Ha:;hlngton' s Lirthday, Sel-lard Day, lIemorial Day,
Independence Day, Labor Day, Alaska Day, Veterans' Day, Thanltsgiving
Day, or Christmas Day. or his designated day of rest. shall be paid at
the rate of time and one-half. There lIball be no overtime provision for
the city manager.
Period of Unemployment
During periods of marked unemployment the administrative officers of
the city will endeavor to spread the work by reducing hours. l'fuenever
possible, it shall be the policy of the city to give advance notice
before reducing forces.
Appointments. Demotion. Promotion and Transfer
Appointments to the service of the city will be made on the basis
of merit and efficiency as determined by such factors as intelligence,
ability, skill, training and experience. Promotion, demotion, transfer,
retention in, or termination of, service with the city \7ill be made on
the basis of merit and efficiency, having due regard for length of
service. There will be no recruitment of employees from persons who
reside outside the city limits until in the opinion of the city manager
-6-
~
,
all possibilities of hiring competent local persons have been exhausted.
No test of political affiliation or religious belief will be required of
any employee or considered in his appointment, promotion, demotion,
transfer, retention in, or termination of, service with the city. If an
employee, who is doing the best work he can in good spirit, is found to
be unsuited for the tasks to which he is assigned, an ea4~est effort shall
be made to place him at other work for ~ihich he is better suited. Decause
it is in accordance with sound public policy that all work shall be done
by those who can and will do it test, it shall be the policy of the city
to add to its staff those ~~ho will distinctly raise its standard of work,
and to offer equal opportunities for raising standards to employees
already in the service. Employment in a position is not a vested right
to be retained primarily because of possession, uut only if quality of
service justifies continuance of employment. All persons employed by the
city after the effective date of this lisnual must reside inside the corpor-
ate limits of the city.
Zncoura~in~ Promotions
Promotions are necessary to a personnel program in order that
employees and the public regard the government service as a career, that
efficiency and ability may be recognized and encouraged, and that costly
turnover of personnel may be minimized. With this in mind, the city
manager, and department heads, will cooperate to develop the maximum
opportunities for promotion within the organization.
A~e Re<luirements
No person under sixteen (16) years of age shall te employed by the city.
Nepotism
No officer of the city shall appoint, or vote for, or confirm the
appointment to any office, position, clerkship, employment or duty, of
any person related within the second degree of affinity or within the
-7-
r-
third degree by consanguinity to the person so appointing or so voting.
when the salary of such appointee is to be paid for. directly or in-
directly, out of or from public funds of any kind or character
whatsoever.
Termination of Employment
Supervisors may. for just cause, recommend the termination of the
service of any employee under their supervision, and such termination
shall separate the employee from pay status. In so doing. the super-
visor shall state the cause for such recommendation in writing. A copy
of the lrritten notice stating such cause shall be sent to the city
manager and to the employee upon request. An employee who is dis-
charged from the city may request and receive a hearing before the
city manager within ten days of the effective date of termination.
Causes of DischarKe
It may be considered just cause for discharge, if the employee has
been guilty of:
1) Violation of any criminal law or the commission of any other
offense involving moral turpitude.
2) Insubordination (including refusal or failure to perform l~rk
assigned) or use of profane or abusive language toward fellow
employees or officials of the city or while in line of duty
toward any citizen.
3) Absence from duty without notice to and permission from the
immediate supervisor except in circumstances beyond control
which prevent giving notice.
4) Neglect or carelessness resulting in damage to the city's
property or equipment.
5) Obtaining material or supplies on fraudulent orders.
-8-
6) Offering or receiving money or other valuable consideration in
exchange for a job.
7) The use of intoxicating liquors on city property or proceeding
to work under the influence of liquor.
8) Incompetence or inefficiency in the performance of duties.
Annual Vacation
An employee shall be eligible for eighteen (18) working days vacation
at the completion of one year service on the basis of one and one-half
days for each month's service.
An employee who becomes separated from the city shall have vacation
credit at the rate of one and one-half days for each month's service
accumulated from his date of employment.
No employee shall be allowed to accumulate more than 288 hours for
anyone vacation.
Every employee shall take his vacation before the accumulation of
20a hours due unless authorized not to do so by the city manager and only
then when it works a hardship on the city or the employees or unless the4e
is not enough time within the fiscal year for the employee to take his
vacation. A vacation is made available so that the employee may have rest
and recreation, and in no case will pay be given in place of a vacation
except upon termination of employment.
Sick Leave
Sick leave shall be granted to employees when they are incapacitated
for the performance of their duties by sickness, inju~J, or for medical,
dental or optical examination or treatment. Regular employees shall be
credited with sick leave at the rate of one day per month, commencing for
new employees from the date of employment and for old employees computed
from July 1, 1961, less days actually taken since that date. Unused sick
leave shall be cumulative and available for future use; provided that the
-9-
r----
balance to the credit of the employee shall not exceed ninety (90) days.
The city manager ma1 advance thirty (30) days sic~ leave with pay be-
yond accrued sick leave in cases of serious disability or ailments and when
required by the emergencies of the situation. In such instances the
employee shall have first used all of his sick leave and annual leave be-
fore such advance leave will be granted. In case of the separation of an
employee who is indebted for advance leave, the employee shall refund the
amount paid him for the period of such excess, or deduction therefor shall
be made from any salary due him. Any employee l~ho is off on account of
sickness for a consecutive period in excess of three (3) days shall present
his supervisor with a signed statement from his physician certifying such
sickness. If this is not done, time over three (3) days will be deducted
from earned annual leave if available, or if annual leave is not available,
then from the employee's pay. Sick leave may be used for the sickness of
the employee only. No employee covered by the I.D.C:.H. contract shall
accrue any sick leave benefits.
C:mergency Leave
In case of death in his immediate family, a regular employee will be
granted leave of absence with pay for a period not to exceed three (3)
consecutive l~orking days. "Immediate family" is defined as: l1ife, husband,
child, brother, sister, parents, father-in-law, mother-in-law, grandmother,
grandfather, or other relatives living in the same household.
Lost Time
.1'.11 lost time, excepting sick leave and emergency leave, 1'1111 be de-
ducted from the employee's vacation allowance or from the current payroll
at the option of the employee.
Exceptions
Permanent employees working half time or more but less than forty (40)
hours per week shall receive leave benefits proportionately according to the
percentage of full 40-hours per week normally wor~ed. There shall be no
-10-
~
leave benefits under this Manual for temporary employees.
In all cases leave applies to working days and excludes Saturdays.
Sundays and Holidays allm;ed by the city. (This provision does not apply
to the Police and Fire Departments. In the Police Department a six-day
neelc is worlced and the seventh day shall be called "Saturday" and the
eighth day "Sunday" for the purposes of this Hanusl.)
Records.
Adequate personnel and service records shall be kept for every employee
in order that recorded data may serve as a basis for appraisal of merit and
efficiency.
Health, Safety and Uelfare
Satisfactory and healthful \'lorldng conditions are conducive to high
morale. greater efficiency and a low rate of turnover in the city service.
The city nill endeavor to make adequate provisions for the safety and health
of employees at their places of employment. The management and supervisory
staff nill endeavor to place employees in such tasks as fall \'nthin the
limits of their physical powers so far as these can be reasonably ascer-
tained. An employee health and welfare program may include (1) group life
insurance; (2) group medical and surgical care for both employees and
dependents; and (3) improvement of employees' \'lor!dng conditions.
Compensation Plan
Hourly and annual rates of pay shall be determined on the basis of
occupational classification to assure comparable rates for comparable work.
Schedules of such rates shall be published and made available to all
employees.
Standard lIages
It shall be the policy of the city to pay not less than the rate of
llages for Hork of a similar nature prevailing in the vicinity to laborers
and mechanics. In the event any question arises as to nhat are the pre-
vailing rates of wages. nhich question cannot be settled by conference
-11-
r---~
between the duly authorized representatives of the employees and the manage-
ment. the final decision shall rest with the cit~' council.
Revision of lIage Schedules
Schedules of rates of pay. ~~lether hourly or annual. shall be published
and remain in force and effect until revised or modified as provided herein.
Schedules in effect will be open for revision not more often than once each
fiscal year. Proposed revisions uill be investigated and studied by the
city manager in conference with supervisors and employees. or their duly
authorized representatives. Any requests for revisions of established rates
of pay submitted during the fiscal year and not later than March 1 will be
considered and acted upon by the city council before the beginning of the
next fiscal year. Published schedules of rates of pay shall designate the
minimum rate for hourly employees and the minimum rate for annual employees
belo"7 uhich no occupation t1ill be classified. provisions may Le made for
special rates of pay for partially disabled persons or for intermittant
service.
Outside Employment
The city does not ~7ish to make any un"7arranted effort to control the
personal affairs of employees or to attempt to regulate what use they make
of their time outside of their regular employment. No employee will be
allowed to engage in outside employment which in the opinion of the city
manager conflicts in interest uith the policies of the city.
~inancial Responsibility of Employees
Employees of the city are expected to maintain a good credit rating.
The failure of a city employee to pay his obligations not only jeopardizes
the credit of his fel1ml employees but also the good standing of the city.
vTnen an employee habitually fails to make satisfactory arrangements with
his creditors. he shall be given a verbal warning, confirmed at the time
17ith a formal ~lritten notice to the effect that discharge will fol1017
unless he takes care of his accounts in a satisfactory manner. If the
-12-
I
specified arrangements to satisfy debts are not made within a reasonable
period follo~1ing such warning, the actual discharge of the employee for such
delinquency shall be made. The foregoing is not intended to penalize honest
employees who from causes beyond their control may have accumulated unpaid
bills due to sickness, death, or other legitimate emergencies.
Civic Duties and Responsibilities
Employees l-1ill be expected to serve on the jury ~'1hen called upon to do
so. In addition to being permitted to retain their juror pay, they shall
receive their full pay from the city. Every employee, whether male or
female, will be expected to vote in all elections. Each employee in the
National Guard shall receive full pay from the city and shall accrue all
benefits hereunder while on not more than two (2) we~cs active duty in the
National Guard in anyone calendar year; provided such employee must turn in
a copy of his orders to the city manager to receive such benefits.
Political Activities
Hhile a spirited interest by the employees in elections is to be en"
couraged, no employee of the city should distribute cards, leaflets, or
other political advertising for any candidate for city and borough. The
administration looks with disfavor on any employee or supervisor ~1ho uses
his city connections to influence directly or indirectly the vote of any
individual. The charter prohibits any member of the city council from di"
recting the appointment or removal of any city employee; the employees are
in turn requested not to take an active part in furthering or opposing the
election of any candidate for the city council. This request shall not be
construed in such a manner as to prevent the expression of frank opinions
on the part of any city employees. The solicitation of city employees or
the assessment of contributions from the employees for political organiza"
tions or campaigns shall be prohibited.
Training Courses
The city will encourage the attendance of firemen, policemen, water and
"13"
r
--so employees at: tho various short courses or training schools which are
held by training agencies for such activities. All expenses incurred in
attendance of such training courses ~nll be borne by the city when authorized
by the city council.
Fire Calls
lJhen called as a volunteer fireman during the employees regular 8-hour
shift, the employee l~ll receive his regular pay from the city and will be
employed by the city for all purposes of this Hanual. i.fter the regula:;:
8-hour shift or for a call after the regular 8-hour shift the employee shall
be 8 volunteer fireman only and entitled to only the benefits of a volunteer
fireman.
ChanRes in Established r.ules
Rules and regulations defining labor standards and conditions of em-
ployment, generally applicable to the employees of the city, other than
rates of pay and occupational classification, will be adopted, modified or
amended from time to time and thereupon published. At least thirty (30)
days published notice shall be given of any proposed new rule or change in
established rules. No new rule may be adopted or existing rule changed until
the duly authorized representatives of employees have had reasonable oppor-
tunity to confer l~ith the supervisory staff and the city manager.
Concludin2 Statement
As a further developu~t of better employee relations, the city council
looks fort'lard to the establishment of cooperative conferences betl~een the
employees and the supervisory staff for the purpose of systematic emp1oyee-
management cooperation. The council recognizes that responsible organiza-
tions and associations of employees are helpful to such cooperation. It is
suggested that cooperative conferences might ,~1l devote themselves to
furthering the objectives of good municipal operation. In doing so, these
conferences might consider such matters as the elimination of waste in con-
struction and production;the conservation of materials, supplies. and ene:rgy;
-14-
r
the improvement in quality of workmanship and services; the promotion of
education and training; the correction of conditions making for grievances
and misunderstandings; the encouragement of courtesy in the relations of
employees ~dth the public; the betterment of employment conditions; and the
strengthening of the morale of the service. In the achievement of these
objectives it will not be desirable for these cooperative conferences to
attempt to adjust individual disputes either among employees or between
employees and their supervisors>> the intention being to adjust these matters
promptly as elsewhere provided. lfuen the other features of this policy are
satisfactorily translated into practice>> the council will stand ready to
consider plans prepared jointly by supervised employees and the management
by means of which joint conferences may be established.
Part ~10
Attitudes and Dehaviors In The
Public Service
Nature of Public Service
In order for the prestige of the public service to be raised to the
proper level that it deserves>> there should be an abiding belief in the
importance of the work of government. Each municipal employee should not
only have a thorough knowledge of his o~m job, but should also possess a
profound respect for it. In recent years a more alert and self-respecting
public service as well as a better informed citizenry have helped to remove
the stigma that public business is less respectable than private business,
that it is inefficient if not corrupt, and that it is largely parasitic.
The lwdern Approach to Personnel Administration
In the past, most concerns did not consider their employees as
people but rather as a commodity to be purchased in the labor market.
Quite often industry has not been nearly as considerate of its workers
as of its physical plant and equipment. The modern approach to person-
nel administration is Lased upon human relations, namely a better
understanding of the sentiments, ambitions and emotions of the workers.
The appeal of progressive administration is to the inner consciousness
of the employee, aclcnowledging that he is a human being who desires
-15-
r'
recognition by his fellows. Instead of driving the worker into perfor-
mance of his duties, the ne\~ method is to stimulate him to \~ork by means
of leadership and example.
Internal Relationships
Each worker should have a lcnouledge of the relationship of his job
to the other members of his department and to his fellow employees in
the entire city organization. The secret of getting along with other
people is simply to be considerate of the rights of others. A person
who is always courteous, friendly, and cooperative in his relations with
co-workers may be expected to develop harmonious relations with the
public. Since the chief function of government is to serve the best
interests of all of the people all of the time, there is no place in a
municipal organization for petty jealousies bettieen either departments
or members of departments. There is certainly no occasion for any divi-
sion of the city government to resolve itself into a water-tight
compartment separate and distinct from the remainder of the organization.
There should be complete harmony between department heads and mutual aid
betueen departments when such aid is necessary. The employee group
should be imbued with the spirit that they are not \iorking for somebody
else but \iorking together to achieve the common goal of more effective
and efficient municipal government.
Horale
Horale is that intangible inner feeling that gives one a lift when
he is in the dumps. It might be described as an emotional tonic which
builds up a person's mental attitude. Morale is a composite feeling
which is exhibited in many ways by the entire personnel of an organi-
zation. Its characteristics are pride in workmanship, loyalty to the
service. and a voluntary willingness to exert one's best efforts. The
-16-
r~
as long as he demonstrates interest and ability, A high rate of turn-
over destroys the very stability ~mich good organizations inevitably seek
in order to promote efficiency, Long tenure in public office certainly
makes an employee more capable of doing i better job just the same as it
does in an industrial concern,
Factors Underlying Security:
1, Satisfactory wages and
tqorking hours,
2, Continuance of the job,
3, Fairness and justice on
the part of the supervisor,
4, V-e.intenance of harmonious
~lOrking relations t'lith
other employees,
5, Ability of the employee
to do the work required,
6. Knotqledge on the part
of the employee that he
~nll be given sufficient
training and clear in-
structions to perform
his worlt.
7. Continuance of good working
conditions.
8, Knowledge on the part of
the employee that he will
receive fair recognition
for his achievements.
9, Knowledge that he will be
treated as an individual
and not as a machine.
10. Knowledge that the super-
visor will. wherever desirable.
encourage and enable him to
participate in decisions
affecting his work.
Importance of Public Relations
Symtoms of Insecurity:
1. Tension, nerve strain
and fatigue.
2. Loss of confidence,
3. Lack of interest in work,
4, Attitude of "Uhat's the
use?"
5. Tendency to curry favor
tlith superiors.
6, Tendency to spy on others.
carry tales, talk about
others, worry for fear
another is doing a better
job, "running dotm" others,
envy. etc.
7, Tendency to put off
problems and jobs and to
shun decision-making,
8. Tendancy to make trouble
with other employees--
inability to get along.
9. Lowered ability resulting
from tqorry.
10. Tendency to be overly
sensitive to statements
of employees or the super-
visor as a personal attack.
Public relations in the public service is neither new, complicated.
nor mysterious. Public relations comprise the contacts, attitudes,
impressions and opinions that constitute the relationship between the
municipal government and its citizens. It is at once the most important
phase of municipal government administration and easily the most neglec-
ted, Every civil servant whose duties require him or her to
-18-
r
I
I
d~al Versonally with people is engaged in public relations work. It is
the impression which these employees give which raises or lowers the
esteem with which government is held in the minds of the citizens.
Good public relations is the one activity of the municipality which
costs absolutely nothing and yet pays the biggest dividends in good
will.
~nlistinR Citizen Support
The essential creed of the municipal service should be to serve the
public well and truly; to plan and carry on the city's activities, to
the end that the city administration will earn, deserve and obtain the
respect and confidence of the public. l1unicipal government is an enter-
I
'1
1
J
1
1
.
j
.J
i
'~~
1
~
'~
,1
~
1
~
prise which depends, in the final analysis, on popular approval and
support. The better the citizen understands what the administration is
doing, and why, the more likely he is to back his municipal government.
A positive progyam of sustained cordial relations provides a means for
enlisting cooperation and promotiag more effective administration of
governmental activities. The most valuable asset of any level of
government is the confidence and respect of the citizenry.
Courtesy
In dealing with human situations which are encountered every day
in public contacts, courtesy is the master key to unlock every one of
the~ It doesn't take any more time or trouble to be courteous than
to be discourteous. The most important person in every organization
is the man or woman who has contact with the public. ~fuether that
contact be a letter, a voice over the telephone, or by word of mouth,
it represents the organization. From that contact a citizen gets his
lmpression of the city government--an impression that is likely to stay
n his mind. An uncivil employee is the greatest liability that any
-19-
r
organization can have. People are human enough to get more irritated
over a discourteous reply from a clerk in the water department than over
the amount of an excess water bill. Courtesy builds assets more valuable
than gold and wins loyalty that money cannot buy.
Appearances
Appearances have a great deal to do with the city's public relations.
People are highly conscious of, and are impressed by, what they see as
well as what they hear. Hodern businessmen recognize that their merchan-
dise must be attractively displayed so as to have eye appeal. Every
shopper expects courteous treatment and sympathetic understanding from
well-groomed sales people. The citizen has the right to expect the same
from his public servants. Untidy employees, public offices littered
with paper, and dirty city vehicles, obviously in need of repair,
reflect and suggest low standards of efficiency; they also imply that
the government is lacking in pride and self-respect. An employee t-lho is
ashamed of the appearance of his office, his surroundings, his tools or
his equipment is not likely to have a high morale. Personal appearances
are probably most important of all.
Grimy, ramshackle public buildings do not speak well for the govern-
ments they house. Just as house,~ves are judged by the appearances of
their homes, so is the municipal government judged by the orderliness of
its quarters. The taxpayer who comes into a dingy city hall is not
likely to have a very high regard for his city government. Desks and
counters that are piled high with an accumulation of work, supplies
collecting dust on top of cabinets, and other evidences of haphazard
business methods contribute to the poor appearance of any office.
If the proper attention of both personal and physical appearances
is balanced with high standards of service, many of the public criti-
cisms regarding municipal government may be overcome. Greater attention
-20-
r-
to personal appearance. the appearance of buildings, offices. and equip-
ment is a stimulant to the morale of the employees and to their pride in
the worlt they are doing. The administration will exert every effort
consistent with its financial ability to provide attractive working
spaces, adequate tools and supplies, and modern equipment. The employee
group should reciprocate by keeping their personal appearances tidy,
their working spaces neat, and their equipment in good condition. Paint
is cheap and will accomplish much toward improving appearance of city's
properties.
Emplovee Citizen Contacts
Contacts ~~ith the public are numerous, varied and important. llhlle
the average citizen may meet the state or federal government face-to-
face only upon a few occasions during an entire lifetime, his local
government is at his side 24 hours a day. Practically every munici-
pal worker has occasion to meet some segment of the public every day,
either personally or by telephone. If these encounters are pleasant
and satisfactory, the city will reap a reward in the form of good will.
lfl1ether the employee be a policeman on the beat, a fireman at the fire
hall, an inspector, a meter reader, or a counter clerk. to the citizen
this person is a mirrored image of the municipal government.
There should be full recognition of the rights and honest misunder-
standings of the average citizen. There is no place in the public ser-
vice for a feeling of superiority, stiff formality or arrogance; neither
should the municipal worker have a feeling that he is working for the
"dumb public". The average citizen, who is too occupied ,~ith his own
private affairs to keep abreast of the public problems, has many mis-
conceptions concerning municipal affairs. It is the duty of the public
servant to take every opportunity to remove such misunderstandings from
the mind of the citizenry.
-21-
r
,
The essentials of good citizen contact can be summarized as follows:
1) Greet him with a smile (if by telephone with a pleasant voice).
2) Let him do his share of the talking.
3) Do not interrupt.
4) Avoid an overbearing attitude.
5) Do not get annoyed or abusive in your tone of voice.
6) Get all pertinent information.
Telephone contact, while a substitute for direct contact, is still
personal. It may be the only contact the citizen will have with his city.
The person on ther other end of the telephone line quickly detects any
signs of impatience. An alert, interested and pleasant voice conveys a
good impression. The Dell Telephone System in its advertising campaign
reminds us that the "voice with a smile" can be a real asset, and it is
,
contagious, too. ~fuen someone answers the phone pleasantly, it is easy
to reply in the same manner. Many times you form your impressions of
people and the organization for which they work by the sound of a voice
over the telephone. Here are a few suggestions made by Dell System:
1) Answer promptly.
2) Identify yourself or department.
3) Talk directly into the mouthpiece.
4) Speak pleasantly, as if you were face-to-face.
5) Talk naturally. ffuispered words are indistinct; shouting
distorts the voice and may make it unpleasant.
6) Hang the receiver up gently.
HOll does the public picture YOU?
A CIVIL SERVANT
Do you sound
Pleasant?
Friendly?
Cordial?
Cheerful?
Interested?
Helpful?
I
I
I
I
I
I
Expressionless?
Hecl1hical?
Indifferent?
Impatient?
Inattentive?
Repelling?
OR
AN UNCIVIL SERVANT
-22-
r-
Inquiries and Complaints
"The customer is ahqays right". Hunicipal government would do \olell
to "lift" this timely leaf from the book of private enterprise and adopt
it as its otm.
Since the customers (taxpayers) are the stockholders of the municipal
corporation. it is the duty of every city employee to do his utmost to
keep the stockholders satisfied and contented.
People look upon the city hall as a bureau of information. Questions
are often asked which might sometimes seem uncalled for. but this doe5 rIot
give the city employees a right to rebuff the citizen. ~~ny times the
'~ong department will be called. in which case the caller should be
promptly routed as to the proper department. No matter how unintelligent
or unfriendly the questioner may be. he is going to be dissatisfied if
he does not get a satisfactory answer. The improper handling of inquir~
ies and complaints can be an irritant to the citizen and result in bad
feeling toward the city.
Hhen a person makes a complaint about his garbage collection service
or a hole in his street or an excess water bill, or his neighbor's dog,
it is a most important matter to him at that time. In nine cases out
of ten a complaint is warranted, and even though he may be abusive to
the person who takes the complaint, that is no excuse to give the
citizen the ''brush off". The complainant should altqays be told that
his problem will be promptly investigated and reported to the proper
department. This should not be just a bypassing gesture. The com-
plaint should be handled as promptly as it is possible to do so. The
speed with which the complaint is handled will invariably leave a good
taste in the taxpayer's mouth even though it is not handled to his
entire satisfaction. Nobody likes to be ignored, particularly by
-23-
people whom he considers he is supporting with his tax money. In many
cases it will be necessary to call upon the complainant personally and
explain why his particular problem cannot be handled as he would like
it. Complaints are valuable strawS in the wind to denote whether or
not the various departments are handling their work in a satisfactory
manner. Prompt action on a complaint is tangible evidence to the citizen
that the city is acting in his behalf and is responding quickly to his
request.
There should be a definite routine adopted in handling complaints.
Since there is no central bureau for this purpose, each department ,~ll
as a rule handle its O'VIl complaints. Many complaints will naturally
c~me to the city hall, but this office will simply act as a clearing
house to route the complaints to the proper department. Employees in
the city hall should see to it that the information is taken accurately
and that the complaint reaches its proper destination quickly. A good
complaint procedure should provide for:
1) Taking the complaint properly.
2) Efficient routing to the proper department or person.
3) Prompt handling.
4) Effective follow-up.
5) Proper notification, if necessary.
The most common "gripe" of the average citizen is that his complaints
are inefficiently handled and sometimes ignored entirely. A complaint is
an important weather-vane because it is an indication that something is
sufficiently wrong to cause the citizen to get in touch with his govern-
ment. Nothing aggravates a person's temper any more than delay. There
is no better way of building good will with the public than by promptly
and efficiently handling even the most trivial complaint of a citizen.
-24-
r-
There will be many occasions when citizens must be told that their
particular problems cannot be taken care of, but the sting can be taken
out of the "no". and in every case a justifiable reason should be
given. An excessive number of complaints should act as a storm signal
to a department signifying that it is not doing a good job. After all,
the expediency with which complaints are corrected is a reflection upon
the efficiency of the organization. Finally. it is unpardonable for
the same complaint to be repeated for. the same reason.
II
IF THE JOn YOU DO TODAY IS DETTER
TlW~ THE ONE YOU DID YESTERDAY
IT ONLY PROVES THAT THE Jon YOU DO
I'
TOHORROU CAN DE EVEN BETTER YET
-25-