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The City Manager reviewed the policy manual before Council and suggested the following minor changes to the document 1) page 1, item 1.3 clarify to state that recommendations for changes and amendments can be made by either the City Manager or the City Council; 2) page 6, item 3.4 change the word `class' to `classification'; 3) page 8, item 4.7, second paragraph should read: `When an employee is promoted, his/her salary shall be that approved by the City Manager.'; 4) page 11, item 5.1 clarify wording concerning original and probationary appointments and change the reference to 14 days to 15 days; 5) page 21, item 6.11.9C clarify wording; 6) page 23, item 7.3 include a statement that an employee can not say no if a supervisor says that overtime is mandatory; 7) page 25, item 7.6.2 include statement that employees will be compensated for standby time at their regular straight time rate; 8) page 29, item 9.2 first sentence should read: `Resignation occurs when an employee tenders a written or verbal notice of his/her intention to resign.'; and 9) page 32, item 15 add the following: `excessive time spent on personal business or personal phone calls.'. The following changes needed to be made to the job descriptions: Office Manager - duty regarding preparation of invoices needs to be completed; Associate Engineer - in description change the word assistant to associate; and City Clerk - add computer literate under abilities. Siegel did not believe that retirement benefits should be extended to part time employees unless required by PERS. He also suggested a section be added to the manual stating that an employee shall not be hired at step D or E without the approval of the Council. MOTION SECONDED AND CARRIED: Moved by Hubbard, seconded by Siegel and passed unanimously by all members present to adopt Resolution #24-98 adopting a revised personnel policy manual including the changes recommended by the City Manager and Siegel and Resolution #25-98 amending the Town's classification plan and compensation schedule for Fiscal Year 1998-99 including the job reclassifications. 6.2 Operational Review of the Building Department by the International Conference of Building Officials (ICBG) The Planning Director presented an overview of his staff report on this review and staffs recommendations. In the 1997-98 budget an audit was approved for the building department to assure that the level of service met industry standards, to assure that staffing was adequate and to determine the true costs of Building Department operations for an analysis of building fees. A contract was entered into with ICBO (the International Conference of Building Officials) to conduct such a review. The ICBO report included the following results: 1) the Building Department was comparable in size and budget to those of other small jurisdictions with one or two professionals and primarily responsible for review of residential projects, with 50 - 75 inspections a week; 2) the department spent less time on building plan check than other agencies and sent less plan check review to outside contract plan check services; and 3) department training and certifications were below average. Concerning the plan check issue, the ICBO report included the following conclusions: the Building Official did not have the time to thoroughly plan check each project given the inspection load and public contact needs; not requiring resubmittal of `red -lined' plans had potential legal consequences in that this could void the stamp of the professional; and structural plan reviews were not conducted by the Town and instead plans and calculations stamped by a professional were accepted. There was increased pressure at the State level to legislate a requirement for structural plan checking at the local level and such plan review must April 15, 1998 Regular City Council Meeting