City of Lancaster, Texas Referred to As the “Pride Playbook”

First Day Must do tasks

 ADP Registration (on or before 1st day)  Forms  Time Clock Enrollment  Myers Briggs Type Indicator (Full Time Only)  ID Badge  Confirm next benefits orientation (Monday of Payroll Week at 10:00 am at City Hall)

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Opal Mauldin-Jones, City Manager “Welcome to the City of Lancaster family!

As you embark upon the beginning of your journey through your career with the City of Lancaster it is our goal to provide you with opportunities to continue your education through internal training, at the collegiate level and through certification requirements.

Promotional opportunities are afforded general government employees after completion of your probationary period. Uniformed members of the police and fire departments operate under Chapter 143 of the Texas local government code for promotional and pay opportunities.

Our City Council is committed to ensuring a professional and committed workforce. As a result we operate under the high performing organizational (HPO) model. Supervisors and employees are exposed to the work of leadership to demonstrate that we value our employees for their minds as well as their skill sets.

As City Manager, it is my goal to see you succeed and every effort will be made to ensure you have the tools and resources available to become a professional and committed employee for our community and our organization.

Welcome and I look forward to the opportunity to meet you.”

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My Information

______Name ID # Job Title

Department Information Department Name/Budget # Department Address

______Department Director Director Phone #

______

Onboarding Buddy Onboarding Buddy Phone #

(assigned by supervisor as needed) (assigned by supervisor as needed)

______My Direct Supervisor Supervisor Phone #

______

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ADP Registration Registration code: ______

Please complete registration ON or BEFORE your first day. This will enable us to assign your employee id number and set up time card information.

Trouble getting registered? Call the HR main number at 972-275-1790 for assistance if the instruction pages to follow do not work for you.

Confirm benefits orientation is on:______At 10:00 am City Hall Conference Room

5 Employee Inials ______ADP WorkforceNow New Hire Registraon & Onboarding Wizard

1) Go to the City Website at www.lancaster‐ 5) Next, enter your personal registraon tx.com; code.

2) Click on the Employment Opportunies buon;

See code provided by HR staﬀ

3) Next, Click on the ADP Workforce Now‐ Employee Log In link

6) Choose the “YES” buon to set up an ac‐

count with the City of Lancaster

4) Then, look under “First Time User?” And select the Register Here buon.

6 Employee Inials ______ADP WorkforceNow New Hire Registraon & Onboarding Wizard

7) Please complete the “Idenfy Yourself” Quesons below. 10) Within a week you will login to ADP Work‐ force Now and see your envelope in the top right hand screen will have an Urgent Task to

complete — “Employee‐Onboarding”.

These are sent out weekly to new hires.

 Verify personal address, emergency con‐ tacts, direct deposit, W4 data, etc.

8) The next page will ask you to set up your username and password.

9) Once you are completely registered you

will see this page below. Then click on the ADP Workforce Now.

7 Employee Inials ______Lancaster University Lancaster University is a program intended for ALL city employees. It is a mixture of online classes, tradional classes, book readings, projects and a variety of other educaonal methods intended to provide a more professional, customer friendly and co‐worker friendly work environment.

When you see the Lancaster University Icon in this book, it is to let you know there is addional training available in ADP. You have access 24 hours a day, 7 days a week, and do not need supervisor permission to complete any course in Lancaster University. STRATEGIC GOVERNMENT RESOURCES (SGR) provides the plaorm and content for Lancaster University. Litmos is the soware used by SGR.

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ADP WorkforceNow

ADP WorkforceNow is a complete human resources informaon system.

Employee—Personal Employee—General  View Pay Stubs  Council Goals & Objecves  Update Informaon Electronically  PRIDE Program Direct Deposit  Employee Training W4 Data  Forms  Beneﬁt Enrollment  Policies Adding/dropping dependents  Job Descripons Updang beneﬁciaries  Civil Service  Emergency Contacts  Policies/Procedures  Update your Educaon/Training  Home Address Linked to medical/dental carriers  Time Card  Discounts Tickets, trips, services, etc.

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Direct deposit is required and can take up to 2 pay periods to go into effect. The mobile app is the best way to view your pay statements. 10 Employee Inials ______

You can locate employee discounts under the tab “myself/ benefits/employee discounts”

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2018 PAYROLL PERIODS

PAY PERIOD BEGINS ENDS PAY DATE

1 December 24, 2017 January 6, 2018 January 12, 2018 2 January 7, 2018 January 20, 2018 January 26, 2018 3 January 21, 2018 February 3, 2018 February 9, 2018 4 February 4, 2018 February 17, 2018 February 23, 2018 5 February 18, 2018 March 3, 2018 March 9, 2018 6 March 4, 2018 March 17, 2018 March 23, 2018 7 March 18, 2018 March 31, 2018 April 6, 2018 8 April 1, 2018 April 14, 2018 April 20, 2018 9 April 15, 2018 April 28, 2018 May 4, 2018 10 April 29, 2018 May 12, 2018 May 18, 2018 11 May 13, 2018 May 26, 2018 June 1, 2018 12 May 27, 2018 June 9, 2018 June 15, 2018

13 June 10, 2018 June 23, 2018 June 29, 2018

14 June 24, 2018 July 7, 2018 July 13, 2018 15 July 8, 2018 July 21, 2018 July 27, 2018 16 July 22, 2018 August 4, 2018 August 10, 2018 17 August 5, 2018 August 18, 2018 August 24, 2018 18 August 19, 2018 September 1, 2018 September 7, 2018

19 September 2, 2018 September 15, 2018 September 21, 2018

20 September 16, 2018 September 29, 2018 October 5, 2018

21 September 30, 2018 October 13, 2018 October 19, 2018 22 October 14, 2018 October 27, 2018 November 2, 2018

23 October 28, 2018 November 10, 2018 November 16, 2018

24 November 11, 2018 November 24, 2018 November 30, 2018

25 November 25, 2018 December 8, 2018 December 14, 2018 26 December 9, 2018 December 22, 2018 December 28, 2018 HIGHLIGHTED PAY PERIODS DO NOT HAVE HEALTH DEDUCTIONS

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24/7 OPERATIONS TYPICALLY BANK HOLIDAYS AND USE LIKE VACATION DAYS TO COVER OPERATIONS SOME CITY EVENTS WILL REQUIRE A DEPARTMENT TO BANK A PARTICULAR HOLIDAY FOR LATER USE (ex: 4th of July)

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Blue Jean Friday

Non uniformed employees have an option to participate in “Blue Jean Friday” and donate money towards United Way to wear blue jeans on Friday.

Participation can be made via payroll deduction or a cash donation. The minimum participation is $50 per year or approximately $1.00 per Friday.

For questions in how to sign up, please contact HR@lancaster- tx.com

United Way contributions can be designated to a particular service organization or donated to the general United Way campaign.

A list of service organizations is available at unitedwaydallas.org/ service-providers.

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FORMS

All Forms are Located in ADP Workforce Now

“FORMS LIBRARY”

Not all of the forms in this packet are necessary. But all of the necessary forms to set up a new employee with various internal programs are provided.

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STW User Setup/Change Form

Employee Name Employee Number First Last

Job Title Department Name

Provide all FUND - DEPARTMENT - PROGRAM numbers employee needs access to 7) - 1) - - 4) - - - 8) - 2) - - 5) - - - 9) - 3) - - 6) - - -

New User (requires 2 signa- Description of User Set STW User Set Up tures) Up Human Resources Signature Date Allows access to view actual de- New User partment financial data Department Director Signature Date

Purchasing (requires 2 sig- Purchasing Add  Description of Add On natures) On's Purchasing Agent Date To process a purchasing card Purchasing Card statement Department Director Signature Date To submit and/or approve requi- Requisition Pro- sitions for a purchase order num- cessing ber For Requisition Pro- cessing Circle One of Add Only Approve Only Both the Following

Budget Preperation (requires 2 sig- Budget Add On's Description of Add On natures) City Manager's Office - Budget Supervisor Date To enter a dept budget & print Budget Preperation reports (has access to budgeted salaries) Department Director Signature Date

Finance (requires 4 signa- Finance Add On's Description of Add On tures) Used for UB payment processing Utility Billing or water dept work orders Finance23 Director Date Accounts Payable To pay city bills City Manager Signature Date Accounts Receivable To generate a city invoice

Orientation Packet Policies & Acknowledgement Forms

TURN IN TO HR

 Confidentiality Agreement

 Monitoring Acknowledgement Form

 Personnel Policies Acknowledgement Form

 Safety Program Acknowledgement Form

 Adoption of Alternative Work Schedule (Police Officers Only)

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Confidentiality Agreement

I, the undersigned employee of the City of Lancaster (hereinafter called the “CITY”), understand that in the performance of responsibilities and duties as a CITY employee, I may become aware of or have access to certain confidential information. Such confidential information may consist of information concerning a person, whether from a personnel record, confidential file, medical record, or otherwise. In any event, I understand that certain disclosures of such confidential information to another would be a detriment to the respective interests of the CITY and the person. I therefore agree that I will not disclose or allow or tolerate the disclosure of any confidential information to another except for the express purpose of and as necessary in the performance of my responsibilities and duties as a CITY employee and then only according the CITY guidelines and other written authorization of the CITY and the owner or subject of the information. I also agree that I will not carelessly, recklessly, or willfully handle, manage, or otherwise compromise the confidentiality of any confidential information. I will not use or allow or tolerate the use of any confidential information for my own benefit or for the benefit of a third party. Upon termination of my employment with the CITY, and at all other times as I may be directed by the CITY, I will return to the CITY all forms of any confidential information in my possession or under my control. I further understand that any act or failure to act contrary to the foregoing will subject me to civil remedies and CITY disciplinary proceedings, which may include loss of employment. I finally understand and agree that this Agreement is made in consideration of my employment with the CITY and is effective during and at all times after such employment. Dated this ______day of ______, 20______.

______Employee Name Employee Signature ______Witnessing Supervisor Name Witnessing Supervisor Signature

Monitoring Acknowledgement Form

I hereby acknowledge the City of Lancaster will record any or all telephone conversations and may monitor such recordings I am engaging while working in a City of Lancaster facility. I understand the purposes of recording phone calls made on City phones are threefold: Training Coaching/Developing Quality Assurance for the Citizen/Employee I further understand that City of Lancaster has no obligation to inform me of recording or monitoring taking place prior to or during any of these conversations.

Dated this ______day of ______, 20______.

______Employee Name Employee Signature

______Witnessing Supervisor Name Witnessing Supervisor Signature

Acknowledgement of Receipt

of electronic copy of Employee Policies & Procedures of the City of Lancaster, Texas Referred to as the “Pride Playbook”

I acknowledge that a copy of the City’s Employee Policies & Procedures has been made available to me via the employee intranet website at www.lancaster-tx.com or a copy will be provided to me upon request. I understand that it contains important information on the City’s general guidelines and on my privileges and obligations as an employee. I understand that it is my responsibility to familiarize myself with the material in the policies and that I must comply with their provisions and any other policies or rules of the City. I further understand that the City may change, add to or delete any policies or provisions in the Personnel Policy from time to time, in its sole discretion, with or without prior notice. I understand that the City’s Personnel Policies are not intended as either an express or implied contract of employment between the City and any of its employees.

Date: Signature:

Print Name:

City of Lancaster, Texas Acknowledgement of Receipt

of copy of Safety Program of the City of Lancaster, Texas

I acknowledge that a copy of the City’s Safety Program has been made available to me via the employee intranet website at www.lancaster-tx.com or a copy will be provided to me upon request. I understand that it contains important information on the City’s general safety guidelines and on my privileges and obligations as an employee, including, but not limited to, the City’s policies on workers compensation and driver operator standards. I understand that it is my responsibility to familiarize myself with the material in the policies and that I must comply with their provisions and any other policies or rules of the City. I further understand that the City may change, add to or delete any policies or provisions in the Safety Policy from time to time, in its sole discretion, with or without prior notice. I understand that the City’s Safety Policies are not intended as either an express or implied contract of employment between the City and any of its employees.

Date: Signature:

Print Name:

Adoption of an Alternative Work Schedule for the City of Lancaster Police Department

The police department by majority of its members elected to adopt an 80 hour work week. This election was conducted in accordance with Local Government Code, Chapter 142, Section 142.0015 (f), “A police officer may not, except as provided by Subsection (g) or (j), be required to work more hours during a calendar week than the number of hours in a normal work week for majority of the employees of the municipality other than firefighters and police officer.” Subsection (j) reads, “If a majority of police officers working for a municipality sign a written waiver of the prohibition in Subsection (f), the municipality may adopt a work schedule for police officers requiring a police officer to work more hours than permitted by Subsection (f).” The normal work week of the majority of the employees of the City of Lancaster, other than firefighters, is forty hours. By signing this document, you hereby agree to adopt such work week and to waive the prohibition stated in Chapter 142, Section 142.0015(f) and agreeing to work more hours than permitted in Subsection (f), as described above. Your consent shall remain in effect unless revoked in writing and presented to the Director of Human Resources/Civil Service.

______Printed Name Date

______Signature

Department Orientation Checklist

Name of the Employee: ______

Items to Discuss with Please check off New Employee once completed. Work Schedule  Days of Work  Starting & Ending Time Performance Expectations  Training Requirements  Department/City Standards  Job Description  Position Requirements  Equipment Maintenance Personal Appearance  Uniforms  Office Attire  Grooming Standards Policies & Procedures  Chain of Command  Prohibited Acts  Attendance

Any additional comments: ______

______

______Employee Signature Date

______

Safety Program Orientation Checklist

Name of the Employee: ______Job Title: ______Hire Date: ______Department: ______Date Completed: ______

Supervisor’s Employee’s Initials Initials Overall Safety Program discussed with employee General safety rules and safety rules specific to job duties discussed with employee Employee safety responsibility reviewed with employee: where and when to report unsafe conditions, how/ when/where to report injuries; care and use of tools and equipment, etc. General hazards in workplace reviewed Substance abuse policy discussed with and signed by employee Hazardous chemicals, including MSDS, discussed with employee Proper lifting and materials handling discussed with employee Identified past safety problem areas in employee’s job duty area discussed with employee Record keeping systems discussed with employee Office safety discussed with employee Reviewed evacuation and emergency action procedures Identify location and use of fire extinguishers

**To be placed in employee’s personnel file**

Leadership, Temperament and Talent The Keirsey Temperament Sorter II

Keirsey Temperament Sorter. The Keirsey Temperament Sorter II® (KTS®‐II) is a powerful personality instrument that helps individuals discover their personality type. Based on Dr. David Keirsey's Temperament theory, this instrument has helped over 30 million people worldwide gain insight into themselves and the people around them. Full Time—Regular Employees Respecng one another begins with understanding one another. The City uses the Keirsey Temperament Sorter II to provide feedback to new employees both on their personality type as well as co worker personality types. The four Myers Briggs Type Indicator (MBTI) leers that are provided aer compleng the temperament sorter are used to create your employee ID badge. My MBTI leers: ______

Employees complete the sorter at city hall on their ﬁrst day and will be paid by HR staﬀ. New employees keep the report and may use their personal email address to have a pdf of the report sent to them.

Instrucons are provided on the following pages.

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When you get to this screen, HR will assist you with two opons for purchasing your report in order to receive your 4 Leer Sorter Type.

Aer you receive your report, you are done with the temperament sorter.

Next you receive your id badge, and get enrolled on the me clock device.

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Packet Order: Packet contents can be reviewed between the employee and supervisor earlier or later than the designated packets of 30 days, 90 days, and 6 months. The ulmate goal is to complete the packet within 6 months. First 30 days Learning the organization with your Supervisor’s assistance *Vision & Values *City History *City Governance *Organizational Structure *Policies, Procedures, Forms *Time Card Rules

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PRIDE vision & values

PRIDE was created through a collaborative effort of different employee and management groups working together to create a joint philosophy on the culture of the organization.

No one person created the vision, values, or philosophy of the organization; rather employees from all levels of the organization were involved in the process.

The journey began in 2008 with the understanding that becoming a high performing organization was not an end goal but a continuous process of improvement.

Thank you to those unnamed individuals who helped start the journey and for those unnamed individuals who will see it continue on in future years to come. vision To provide services that we can all be proud of, by fostering an environment that capitalizes on the talent and capability of every employee. We are empowered to lead by example in a responsible, prompt and effective manner within the community we serve. values Productivity: Place accountability, authority, tools, and information into the hands of employees closest to the customer for superior results. Resourcefulness: Provide internal and external customers a cost effective return for citizen’s tax dollars by working within a structured budget. Encourage innovative and responsible risk taking for continuous process improvement. Integrity: Be ethically and morally responsible – “There’s no right way to do the wrong thing.” Be accountable for one’s own conduct. Be proud of the work that has your name on it. Dedication: Each person finishes their role in the process and completes the work with passion. Loyalty and commitment to the success of others through our professionalism and willingness to embrace new colleagues. Excellence: Working together to win trust, capitalize on our creative talents, acknowledging and sharing ideas, to create a high performing organization.

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City History

Lancaster is one of the oldest communities in north central Texas. The area was first settled by members of the Peters Colony. On August 30, 1841, Republic of Texas President Lamar signed a contract with the W.S. Peters Company, authorizing the introduction of 600 families into Texas. The first group to arrive in the Lancaster area was led by Roderick Rawlins and his family. The Rawlins group traveled from Greene County, Illinois, in September 1844 and arrived in the Lancaster area on January 2, 1845. They settled on the north bank of Ten Mile Creek, forming a community known as Hardscrabble. This temporary community consisted of two rows of log structures near the north edge of what is today Edgewood Cemetery on Nokomis Road.

Pleasant Run, the second community to be established in the Lancaster area, was founded in 1846, several miles north of Hardscrabble. M.M. Miller, and his wife Polly, who was one of Roderick Rawlins’ daughters, built a two-room structure near what is now the intersection of Pleasant Run Road and Dallas Avenue. The Millers lived in one half of the building and established a general store in the other half. In 1848, the Miller’s store became a post office as well, with bi-weekly delivery, and Miller was appointed postmaster. By the 1850’s, Miller had laid out a town and sold lots; however, he never filed a plat of the town with Dallas County. At its peak, Pleasant Run boasted a stage stop, a hotel, a tin shop, a blacksmith, a woodworking shop, a steam powered grist mill, and a school, in addition to the Miller’s store.

The founder of Lancaster was “Honest A” Bledsoe. Bledsoe was born in Lancaster, Garrard County, Kentucky in 1801. An interesting note about his name: according to family lore, when his father, Moses Bledsoe, first looked at his newborn son, he is said to have remarked, “He looks like a Bledsoe”. Thus his name, A Bledsoe, is unmarked by a period. As a young man, Bledsoe had settled in Missouri. In 1846, he ventured to the new state of Texas. Liking what he saw, he secured a 640-acre tract of land one mile west of what was later to become the town site of Lancaster and returned to Missouri to collect his wife and six children. Once his family was settled in Texas, Bledsoe began various speculative enterprises by which he hoped to make his fortune.

Bledsoe surveyed and staked off the original town of Lancaster in 1852. He purchased the land for the site of his new town from the widow of Roderick Rawlins, Mildred Parks Rawlins. Bledsoe laid out the town square and adjacent streets in the exact pattern of his birthplace of Lancaster, Kentucky. In this pattern, the streets enter the town square from the center of each side rather than from the corners. A Bledsoe’s grandfather, Joseph Bledsoe, had used this same design when he laid out the town in Kentucky, borrowing the pattern from Independence Square in Philadelphia. Incorporated in May

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City Council Goals & Objecves

Each year our City Council sets goals and objectives for our organization. From the goals and objectives the departments have a road map of what success looks like for our citizenry. Each employee is essential to fulfilling the task that combine together to complete the

common goals.

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City Council Rules and Procedures Located on the City Website Secon II—COUNCIL ‐ STAFF RELATIONS

The City Manager is the primary link between the Council and the professional staﬀ. The Council’s relaonship with the staﬀ shall be through the City Manager, subject only to the “inquiry” provision of the City Charter.

A. AGENDA QUESTIONS. Quesons arising from Councilmembers aer receiving their agenda informaon packet should be presented to the City Manager for staﬀ consideraon prior to the Council meeng. The addional informaon will be distributed to all Councilmembers. Any request for addional informaon shall be provided to the enre council as expediously as possible prior to any meeng to ensure appropriate review.

B. PRESENTATIONS TO COUNCIL. The City Manager shall designate appropriate staff to address each agenda item and shall see that it is adequately prepared and presented to the Council. Presentaon should be professional, mely, and allow for discussion of opons for resolving the issue. Staff shall make it clear that no Council acon is required, present the staff recommendaon, or present the specific opons for Council consideraon.

C. PROBLEM RESOLUTION. If the City Manager or staff me is being dominated or misdirected by a Councilmember or in any conflict arising between staff and Council, the City Manager shall: 1. Visit with the Councilmember and discuss the problem and/or impact on City Manager or staff me; 2. If unresolved, ask the Mayor to arbitrate a resoluon to the issue; 3. If sll unresolved, ask the Mayor to present the concerns to the Council. 4. If the unresolved issue is with the Mayor, ask the Mayor Pro Tem to arbitrate a resoluon to the issue. 5. If sll unresolved issue involves the Mayor, ask the Mayor Pro Tem to present the concerns to the Council. ‐ 10 ‐ D. STAFF CONDUCT AND TRAINING 1. The City Manager is responsible for the professional and ethical behavior of the City Staff. All staff members shall show each other, Council, and the public respect and courtesy at all mes. 2. The City Manager is responsible, within the constraints of the appropriated budget, for staff development.

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Located on the City Website www.lancaster‐tx.com

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Political Activity

Review and become familiar with Policy: P-3 Political Activity

Common Practice Prohibited

Employee Restrictions. City employees may not:

 Publicly endorse or campaign in any manner for any person seeking a City public office.

 Use the employee’s position or office to coerce political support from employees or citizens.

 Use the employee’s official authority or influence to interfere with or affect the result of a campaign issue, an election or nomination for public office.

 Make, solicit or receive any contribution to the campaign funds of any candidate, directly or indirectly through an organization or association, for the City Council or take any part in the management, affairs or political campaign of any such candidate; provided nothing herein shall infringe upon the constitutional rights of an employee to express his or her opinions and to cast his or her vote.

 Use working hours or City property to be in any way concerned with soliciting or receiving any subscription, contribution or political service to circulate petitions or campaign literature on behalf of an election issue or candidate for public office in any jurisdiction.

 Contribute money, labor, time or other valuable thing to any person for City election purposes.

 Hold an appointive or elective office of public trust where service would constitute a direct conflict of interest with City employment, e.g. City of Lancaster City Council, Lancaster ISD and Dallas County.

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City Governance

Council/Manager form of Government

The City of Lancaster has a Council/Manager form of government. The City Manager serves as the Chief Executive Officer and the City Council makes policy. There are six Council Members and one Mayor. All council members are elected from single member districts and serve three year unlimited terms, the Mayor serves four year unlimited terms of office.

The City Manager is designated by the Charter as the Chief Administrative Officer with appointing authority for positions of employment with the City and is responsible for matters and policies relating to the general welfare of all employees.

What is the council-manager form of government, which is used today by so many cities, towns, and counties?

Council-manager government combines the strong political leadership of elected officials with the strong managerial experience of an appointed manager or administrator. All power and authority to set policy rests with an elected governing body, which includes a mayor or chairperson and members of the council, commission, or board. The governing body in turn hires a nonpartisan manager who has very broad authority to run the organization. Born out of the U.S. progressive reform movement at the turn of the 20th century, the council-manager system was designed to combat corruption and unethical activity in local government by promoting effective management within a transparent, responsive, and accountable structure.

Since its establishment, the council-manager form has become the most popular structure of local government in the United States. The form is also widely used throughout the world in countries such as Canada, Australia, the Netherlands, New Zealand, and the United Kingdom.

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How does council-manager government work? others elect them by district or by a combination of an at-large-and-by-district system. The elected council or board represent their community and develop a long-range vision for its Also, the mayor can be directly elected by voters or future. They establish policies that affect the overall selected by and from among the council. operation of the community and are responsive to residents’ needs and wishes. What is the role of the manager under council- To ensure that these policies are carried out and that manager government? the entire community is equitably served, the governing body appoints a highly trained professional The manager is hired to serve the council and the manager on the basis of his/her education, community and brings to the local government the experience, skills, and abilities (and not their political benefits of his/her training and experience in allegiances). If the manager is not responsive to the administering municipal or county projects and governing body, it has the authority to programs. The manager prepares a budget for the council’s consideration; recruits, hires, terminates, and terminate the manager at any time. supervises government staff; serves as the council’s chief advisor; and carries out the council’s policies. Council members and residents count on the How can council-manager government benefit my manager to provide complete and objective community? information about local operations, discuss the pros A city, town, or county benefits from the council- and cons of alternatives, and offer an assessment of manager form of government in a number of the long-term consequences of their decisions. important ways: Appointed managers serve at the pleasure of the 1. Political power is concentrated in the entire governing body. They can be fired by a majority of governing body. The mayor and council share the council, consistent with local laws, or any legislative functions employment agreements they may enter into with the 2. Policy making resides with elected officials, while council. The manager makes policy oversight of the day-to-day operations of the recommendations to the council for consideration community resides with the manager. In this way, and final decision. The manager is bound by the elected officials are free to devote time to whatever action the council takes, and control is policy planning and development always in the hands of the elected representatives of the people. 3. The manager carries out the policies established by the elected governing body with an emphasis on effective, efficient, and equitable service What is the role of the council? delivery The council is the community’s legislative and 4. Because decisions on policy and the future of the policymaking body. Power is centralized in the community are made by the entire governing elected council, which, for example, approves the body rather than a single individual, council- budget and determines the tax rate. The council also manager governments more often engage and focuses on the community’s goals, major projects, involve their residents in decision making. and such long-term considerations as community Residents guide their community by serving on growth, land use development, capital improvement boards and commissions, participating in visioning and financing, and strategic planning. The council and strategic planning, and designing community hires a professional manager to implement the -oriented local government services administrative responsibilities related to these goals 5. The form is flexible enough to adapt to local and supervises the manager’s performance. needs and demands. For example, some communities elect their councils at large, while

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What is the role of the mayor or chairperson? services are fairly distributed and that administrative decisions (such as hiring and contracting) are based Mayors or chairpersons in council-manager on merit rather than favoritism communities are key political and policy leaders, and their specific duties, responsibilities, and authorities • Develop and sustain organizational excellence and depend on the organization’s charter. In council- promote innovation. Professional managers focus manager communities, typically the mayor or relentlessly on efficient and equitable service delivery, chairperson is a voting member of the city council policy implementation, and evaluation. They align the who presides at council meetings, represents the city local government’s administrative systems with the in intergovernmental relationships, appoints members values, mission, and policy goals defined by the of citizen advisory boards and commissions (with the community and elected officials. advice and consent of council), assigns agenda items to committees, facilitates communication and understanding between elected and appointed Does it cost more for a community to adopt the officials, and assists the council in setting goals and council manager form and hire a professional advocating policy decisions. manager?

Many local governments have found that their overall costs are actually reduced under competent What value does a professional manager contribute management. Savings can come from decreased to a community? operating costs, increased efficiency and Professional managers contribute value to a productivity, improved revenue collection, and community because they: effective use of technology. The economic health of the community may also benefit from implementation • Work in partnership with elected officials to develop of improved business development and retention sound approaches to community challenges by strategies. bringing together resources to make the right things happen and produce results that matter

• Bring a community-wide perspective to policy What kinds of communities use the council-manager discussions and strive to connect the past and future form of government? while focusing on the present. They help the In 2007, more than 3,500 (49 percent) of the 7,171 U.S. governing body develop the long-term vision for the cities and towns with populations of 2,500 residents or community that provides a framework for policy more operated under the council-manager form. This development and goal setting structure is also used by more than 370 counties. More • Promote ethical government through commitment than 92 million people in the U.S. live in communities to a set of ethical standards that goes beyond those that operate under this form. required by law. Managers who are members of

ICMA subscribe to the organization’s Code of Ethics, which requires them to “affirm the dignity and worth Is the council-manager form popular among larger of the services rendered by government and communities? maintain . . . a deep sense of social responsibility as a Of the 247 U.S. cities with populations greater than trusted public servant” 100,000 residents, 144 (58 percent) use this form of • Encourage inclusion and build consensus among government. Larger cities and counties that use the diverse interests (including those of elected officials, form include: the business community, and citizens) by focusing on • Broward County, Florida (pop. 1,623,000) the entire community rather than the centralized • Charlotte, North Carolina (pop. 540,000) interests of one or two individuals • Dallas, Texas (pop. 1,188,000) • Promote equity and fairness by ensuring that

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• Fairfax County, Virginia (pop. 969,000) indicated that they had earned a master’s (usually in public administration, business, or public policy), or • Las Vegas, Nevada (pop. 535,000) other advanced degree. Respondents to the same • Mecklenburg County, North Carolina (pop. 695,000) survey said they had spent an average of 19 years in • Oklahoma City, Oklahoma (pop. 506,000) the local government management profession.

• Phoenix, Arizona (pop. 1,321,000)

• San Antonio, Texas (pop. 1,144,000) Do professional local government managers have a membership organization? • San Jose, California (pop. 894,000) Yes. ICMA (the International City/County • Virginia Beach, Virginia (pop. 425,000) Management Association) is the premier local • Wichita, Kansas (pop. 344,000) government leadership and management organization that serves as the professional and

educational “home” for appointed professional How can a community adopt the council-manager managers and administrators. ICMA’s membership form of government? also includes directors of state associations of local Most communities can adopt council-manager governments, other local government employees, government through a charter, local ordinance, state academics, students, and concerned citizens who enabling law, or by voter referendum. For information share the goal of improving local government. on how your community can adopt council-manager ICMA’s mission is to create excellence in local government, contact your state municipal league or governance by developing and fostering professional association of counties. You can locate the addresses local government management worldwide. To that of these organizations on the Internet, or in the back end, the organization provides technical assistance section of ICMA’s Municipal Year Book, which you and publications for management professionals to may find in your local library. help them improve their skills and increase their knowledge. ICMA also serves as a clearinghouse for the collection, analysis, and dissemination of Once a community adopts council-manager information and data about local government. government, how does it choose a professional manager? Why is membership in ICMA important for a The vacancy usually is announced in the ICMA professional local government manager? Newsletter, and managers, assistants, and other individuals from across the country are invited to In addition to gaining access to valuable resources apply. Interested parties apply directly to the council, and lifelong professional development opportunities, which reviews the applications and interviews managers who belong to ICMA are bound by its qualified candidates. ICMA makes no Code of Ethics, which states that every member of recommendations regarding candidates. Additional the organization shall act with integrity in all personal information is available in ICMA’s Recruitment and professional matters so that they will merit the Guidelines Handbook. To download a copy, visit respect and trust of elected officials, employees, and http://jobs.icma.org and click on “Recruitment the public. This stringently enforced Code specifies 12 Guidelines Handbook” under “Resources.” ethical principles of personal and professional conduct, including dedication to the cause of good government.

What kind of educational and professional ICMA members believe in the effectiveness of experience do professional local government representative democracy and the value of managers possess? government services provided equitably to residents Nearly 67% of managers surveyed by ICMA in 2006 within a community. ICMA members are also

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committed to standards of honesty and integrity that go beyond those required by the law. For more information, contact ICMA or visit http://icma.org/ City of Lancaster ethics. Governance Policies Finally, ICMA defines professional management and recognizes individual members who are qualified by a combination of education and experience, adherence to high standards of integrity, and an assessed commitment to lifelong learning and  Political activity Personnel professional development. ICMA members who meet Policy (P-3) these requirements may earn designation as an ICMA Credentialed Manager. For more information on ICMA’s Voluntary Credentialing Program, visit http://  Conflict of Interest (C-7) icma.org/credentialing. Located in ADP

Are there other, independent organizations that support council-manager government?  City Charter The National Civic League (NCL) is America’s original advocate for community democracy. This nonprofit, nonpartisan membership organization is dedicated to  Article 9.100 Code of strengthening citizen democracy by transforming Ethics democratic institutions. NCL accomplishes its mission through technical assistance, training, publishing, Located on city website research, and promoting the All-America City Awards, America’s original and most prestigious community recognition program.

Founded in 1895, NCL serves as a clearinghouse for information on methods of improving state and local government. The League’s Model City Charter, now in its eighth edition, has endorsed council-manager government since 1915.

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City Buildings Main Address/Phone 75146 1650 North Number: 972-227-0995 Dallas Avenue P.O. Box 940 FIRE STATION 2 75134 Lancaster, Texas 75146 3132 N. Houston School Rd 972-218-1300 75134 Fire Administration 72-218-2644 Fire Station 1 Note: All outbound calls 972-218-2600 regardless of building FIRE STATION 3 location reflect on caller id as 1960 W. Beltline Rd Information Technology 972-218-1300. If you do not 75146 972-218-2740 leave a detailed message for 972-275-1790 Police Department the person you are calling 972-218-2700 City Hall does not know who FLEET BUILDING Records Division to connect them with when a 631 E. Third St 972-218-2700 return call is attempted. 75146 972-275-1463 JR WILLIAMS PUMP LANCASTER REGIONAL STATION AIRPORT MAIN STREET BUILDING 1999 N. Jefferson 730 Ferris Rd. Ste 102 700 E. Main St. 75134 75146 Inspections Water/Wastewater 972-227-5721 Code Compliance Department Development Services 972-275-1752 CITY HALL Engineering 211 N. Henry St. 972-218-1200 RECREATION CENTER 75146 1700 Veterans Memorial Streets/Stormwater Pkwy, 75134 City Manager’s Office 972-218-2304 972-218-3700 972-218-1791 City Secretary’s Office Animal Services/Animal SENIOR LIFE CENTER 972-218-1310 Shelter 240 Veterans Memorial Economic Development 690 E. Main St. Pkwy, 75134 972-218-1314 75146 972-218-3780 Finance Department 972-218-1210 972-218-1323 VETERAN’S MEMORIAL Human Resources Dept. MUNICIPAL COURT LIBRARY 972-275-1790 BUILDING 1600 Veterans Memorial Planning & Permitting 220 W. Main Pkwy, 75134 972-218-1315 75146 972-227-1080 Utility Billing 972-218-1328 City Marshal VISITOR CENTER & Municipal Court AUXILLARY MUSEUM COUNTRY VIEW GOLF 972-218-1334 103 N. Dallas Avenue COURSE 75146 240 W. Beltline Rd PUBLIC SAFETY BUILDING 972-218-3790

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Organizaon Chart

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Policies, Procedures & Forms

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View aer clicking on icon….

Scroll down for more forms Scroll down for more policies

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Citizen Service in Bad Weather

Review and become familiar with Policy: W-3 weather related absences

Common Practice in Bad Weather

Very rarely does the City close operations due to weather. It is not the City’s intent to jeopardize any employee’s safety. To properly report an absence during bad weather, refer to policy W-3. At the same time, the City must continue operations to provide services to Citizens.

IF…. the City does close operations, notifications will be done via the news and department supervisor contact, and CODE RED. Employees should sign up for CODE RED using their work address to receive bad weather notifications for Lancaster, Tx.

Essential Personnel

Operations continue as close to normal as possible. Learn more about the expectations during bad weather by speaking with your department management team.

Public Works Staff

New members of our Public Works team: During wintery weather events, there will be times when the icy roads are so dangerous that you will need to stay at the city. This will not happen very often. We have partnered with the Fire Department and you will be able to use the Fire Department facilities. Bed and showers will be provided for the on call crew. Learn more about the expectations during bad weather by speaking with your department management team.

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Attendance

Review and become familiar with Policies: A-8 Attendance & L-1 Leave

Common Practice for Attendance

Regular attendance at work and working all required hours are conditions of employment. Proper notification of the reason for absence or tardiness requires the employee to request authorization from the supervisor as far in advance as possible. Vacation leave must be scheduled in advance with the employee's supervisor.

Sick leave may be taken only for the purposes set out in the sick leave policy. Absenteeism or tardiness that is unexcused or excessive in the judgment of the City, and misuse of sick leave, are grounds for disciplinary action, up to and including dismissal.

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Time Card

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Time Card Training

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Professionalism

Review and become familiar with Policy: A-4 Appearance & Dress Policy, O-1 Office Guidelines, S-6 Social Media Use, U-1 Uniforms

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Volunteering

Review and become familiar with Policy & Forms: V-3 Volunteer Program

Common misunderstanding: Employees cannot volunteer to do work they are paid to do. For example, a park employee can not volunteer to plant flowers if they plant flowers as part of their normal work duties.

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Outside Employment

Review and become familiar with Policy & Forms: O-3 Outside Employment, Outside Em- ployment Approval Request Form.

Located under the letter “O” under the Policies Section of ADP.

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Probationary Period & Prohibited Activities Review and become internet, etc. or damage of a coworker’s, City, or citizen-owned property  Absenteeism & tardiness familiar with Policy:  Insubordination or other  Violation of tobacco policy P-5 Probationary disrespectful or unprofessional  Violation of safety or health conduct Period & rules and failure to immediately  Discourteous treatment of the report an on-the-job injury/ public D-1 Disciplinary accident  Possession of weapons on City Action  Profanity, abusive language, or time, City premises, or while on racial slurs City business (except for  Unauthorized disclosure of licensed peace officers The following are required to carry a weapon as confidential information part of their job duties) some examples of  Violation of any provision of  Outside employment that conduct that will the City Charter conflicts with, or potentially conflicts with, City interests likely result in  Violation of City or departmental policies, codes of  Acceptance of payment of any disciplinary action, up conduct, rules and procedures kind for activities related to City to and including  Coercion, intimidation, or Employment threats against citizens,  Failure or refusal to follow lawful termination of supervisors, co-workers, City orders officials, or others employment:  Sleeping on the job (except for  Making or publishing false, Fire Department personnel who

vicious, or malicious statements are governed by applicable  Theft about the City, or a City Fire Department Rules and employee or citizen, or others  Falsification of records Regulations)  Unsatisfactory performance or  Under the influence of drug or  Dishonesty, including conduct alcohol misrepresentation during the  Inefficiency, incompetence or hiring process  Possession of drugs and alcohol neglect of duty  Untruthfulness  Sexual or other unlawful  Fighting or violence harassment  An accumulation of minor  Disruptive activity in the infractions  Interfering with another workplace employee’s ability to work  Engaging in a work stoppage  Misuse of City telephones, computers, mail systems,  Conduct which results in waste

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Onboarding Milestones confirmation of completion—to HR

I hereby confirm I have completed all of the tasks in the First 30 days

milestone for onboarding.

Dated this ______day of ______, 20______.

______Employee Name Employee Signature

______Supervisor Name Supervisor Signature

30 day on boarding book review. Attend any future orientation time to have book review by HR staff completed.

HR Staff ______Date: ______

*Customer Service Training *Answering Phones *WEB QA *Internal Customer Service

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Customer Service Training

6 Keys to Customer Service (video in Lancaster University for face to face service)

Answering City Phones (standard phone protocols)

Operating Desk Phones (how to operate a desk phone)

Web QA—(software to track citizen requests & internal services requests)

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Six Keys to Customer Service

Initial at the bottom once you have watched the video

Look Everyone in the Eye and Know Your Stuff Smile

Make Things Right Be the First to Speak and the Last to Speak

Keep Your Word

Look Sharp

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Answering Phones

Standard Script for Answering City Phones

Answer by the third ring. Do not answer while eang, chewing or drinking.

“Good morning/good aernoon, Thank you for calling the City of Lancaster. My name is ______how may I help you?”

Prior to transferring a call try to nofy the employee on the receiving end of the transfer, what the customer is seeking.

If you can not locate someone to transfer a call to, go back and explain to the customer that you aempted to locate someone to assist them but they are unavailable at the me; then give the opon to be transferred to voicemail.

Remember—smile when answering the phone to create a posive ﬁrst impression.

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Answering Phones

City of Lancaster 972‐218‐1300 LISD Admin. Building 972‐218‐1400 ONCOR Power Outage & 888‐313‐4747 Common Street Lights (24/7)

www.oncorstreetlight.com Dallas Housing Authority (HUD) 214‐951‐8300 US Dept of Housing & Urban Development 817‐978‐5600 phone Dallas County Housing Assistance 214‐819‐1871 Community Waste Disposal (CWD) 2010 California Crossing 972‐392‐9300 Dallas, TX 75220 number Chamber of Commerce 972‐227‐2579 Police NON‐Emergency 972‐218‐2711 Jail 469‐658‐3081 Vehicle Impound 972‐227‐5188 requests Focus Daily News 972‐223‐9175 Lancaster Post Oﬃce 972‐227‐6089 Dallas County JP Court (marriage license, evicons) 972‐228‐2272 107 Texas Street, Lancaster TX Dallas County Tax Oﬃce & Motor Vehicle Registraon 214‐653‐7811 100 East Wheatland, Duncanville Dallas County Appraisal District 214‐631‐0910 2949 N Stemmons Fwy, Dallas ATMOS Energy (gas) 800‐460‐3030

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Contact Community Relations at:

Communityrelations @lancaster-tx.com

for account set up and password resets.

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Internal Customer Service

Building Services & Information Technology

Submit requests for service through GovQA. If you do not have a user account create a user account as a citizen would so you can submit requests. Please include as much detail as you can when submitting a ticket.

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Password Resets

Computer log in to access City Network & Email—Informaon Technology Department

ADP log in to access personnel data—Human Resources Department

Web QA log in to access service requests—City Manager’s Oﬃce

Purchasing Card log in to reconcile monthly bill—Purchasing Department

Agenda Quick log in to access agenda—City Secretary’s Oﬃce

Public Safety Building Access—HR Department or IT Department

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Information Technology

IT Service Requests in GovQA

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Building Services

Building Service Requests in GovQA

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Fleet

Fleet Services

Fuel key fobs are dispersed by the Fleet Department.

Required Forms: Full Service is provided to department vehicles the  Vehicle Equipment last week of the month. Daily Inspection Each day in the week is Sheet dedicated to a  Vehicle Damage department: Report  Vehicle Information Monday—Open Sheet Tuesday—Fire Wednesday—Public Departments may Works apply more stringent Thursday—Police fleet procedures and Friday—Open practices.

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Administrative Services

Budget * Finance * Purchasing * Risk Management

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Human Resources

[email protected] or 972-275-1790

Areas of Support Provided: Appointments for support are  Payroll preferred, but walk in  Benefits customers will be  Risk Management accommodated if  Claims against the City staff is available.  Workers Compensation  Civil Service  Personnel Questions/ Concerns  Recruiting & Interviewing  ADP Software

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Rental of Facilities

Rental of facilities for city business

All rentals and set up forms must be booked and turned in to the Quality of Life & Cultural Services Administrative Secretary

All set up forms must be completely filled out 7 days prior to event.

All LCD equipment must be checked out and then checked back in with the staff member that is assist- ing with the rental.

The assigned representative of the department must be present at least 45 minutes prior to the event to confirm set up and all equipment is func- tioning properly.

Any and all changes or adjustments to rentals must be made a minimum of 7 days prior to the rental date. Including cancellation.

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Onboarding Milestones confirmation of completion—to HR

I hereby confirm I have completed all of the tasks in the first 90 days

milestone for onboarding. I

Dated this ______day of ______, 20______.

______Employee Name Employee Signature

______Supervisor Name Supervisor Signature

90 day on boarding book review. Attend any future orientation time to have book review by HR staff completed.

HR Staff ______Date: ______

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Packet Order: Packet contents can be reviewed between the employee and supervisor earlier or later than the designated packets of 30 days, 90 days, and 6 months. The ulmate goal is to complete the packet within 6 months. First 6 months Core Compliance Training *Safety & Risk Management *Personnel Compliance Courses *Emergency Management *High Performing Organization (HPO)

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Safety & Risk Management

Read the Safety Program (all employees)

Driver Safety Training Class Completed or at a minimum scheduled (if applicable)

Date Completed or Scheduled:______

Attend a Safety Committee Meeting and observe (full time regular employees)

Date of Meeting:______

Complete the DOT Drug & Alcohol Required Training (CDL & Supervisors)

Date Competed:______

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Lancaster University Compliance Core Classes—Mandatory SGR Training every 2 years (managers, CDL): DOT drug and alcohol awareness Managers who have completed training are authorized to complete and/or witness a reasonable suspicion form to conduct a good faith reasonable suspicion drug screen for any employee. Date completed: ______

SGR Training every 5 years (all employees): Ethics-The Heart of Public Service, Local Government 101 Date completed: ______

SGR Training every 5 years (supervisors): Family and Medical Leave Act Guidelines for Supervisors Date completed: ______

SGR Training required every 5 years (supervisors): HIPAA Compliance Training for Supervisors Date completed: ______

SGR Training required every 3 years (access to credit or financial data): Red Flags Rule, Federally Mandated Identity Theft Prevention Training Date completed: ______

SGR Training required every 3 years (all employees); Embracing Diversity in the Workplace, Workplace Harassment Prevention, Preventing Sexual Harassment-No Room For Doubt Date completed: ______

SGR Training required every 3 years (everyone): Anger and Stress Management Date completed: ______

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Lancaster University NIMS Training—Mandatory

Date Completed:______

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Lancaster University HPO Training—Mandatory

Date Completed:______

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Performance Evaluaon

Policy P‐1 Performance Evaluaon Process

Performance Forms: ADP WorkforceNow Home Page > Forms Library > Review Forms & Job Descripons Job Descripons: ADP WorkforceNow Home Page > Forms Library > Review Forms & Job Descripons

When are performance evaluaon forms completed? General Government: at 6 months of new hire or promoon, then annually in October thereaer. Civil Service: On the anniversary date of hire or last promoon date.

Jobs are categorized by Job Family for Job Descripons & Perfor‐ mance Review Forms: Administrave, Execuve, Management, Operaons, Professional, Program Services, Public Safety, Supervisor, and Part‐Time.

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Myself and my supervisor hereby confirm I have completed all of the onboarding milestone tasks, I have received my six month performance review and am General Government: Released from the 6 month probationary period and performance review is complete. Civil Service: Chapter 143 defines probationary period. Completion of onboarding is not reflective of civil service probationary status.

Dated this ______day of ______, 20______.

______Employee Name Employee Signature

______Supervisor Name Supervisor Signature

6 month onboarding book review. Attend any future orientation time to have book review by HR staff completed.

HR Staff ______Date: ______