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Does Allison need an introduction or? 00:00:05
Well, that's a great question. 00:00:09
Well, it's my first presentation. 00:00:14
Most everyone but. 00:00:21
Also I got to each other. 00:00:23
Real well, real world, real fast. 00:00:27
Right around at 2:00 o'clock in the morning. 00:00:32
So I'll do just a brief introduction of making introduce yourself. Alison has been Chester. Chester is our new Emergency 00:00:41
Management Coordinator. You may remember that in the fall of last year we talked to the council about terminating our existing 00:00:48
management. 00:00:55
Contracts with Unified Fire in favor of hiring someone in house. 00:01:03
It could mean a variety of our needs. 00:01:09
So Allison started with us in January, March, March. Wow, okay. Because now it feels like Allison is a bit of our group forever 00:01:13
and Allison provides support on a part time basis. 00:01:21
It feels like full time service. 00:01:29
Really diligently on a number of. 00:01:33
In addition to responding. 00:01:37
Various emergencies throughout the city and I will let her tell you a little bit more about her. 00:01:40
That's fine, that's OK. The first slide is only just me introducing myself, so that works. 00:01:52
I first thought, I just want to say I love, I love holiday. Holiday is great. Holiday is fun. I'm gonna stand up because I'll move 00:01:59
around too much and if I sit then I'll just bounce. So I'm not gonna do that. But. 00:02:06
Holiday has been great. I love it here. So I started in Emergency Management in 2018 and at that time I was working in Utah County 00:02:14
under the emergency manager there. So we went through fires and floods. 00:02:22
And debris flows and COVID. 00:02:30
And a plethora of wonderful experiences that were both fun and. 00:02:33
I learned a lot, so it's really fun to be here. I'm learning more and more each day at the city level and it's really fun to be. 00:02:40
At the local level we'll get a little bit into that, but everyone likes being either at the city level or their county level, so 00:02:50
I've had the best of both worlds. 00:02:54
You want to go to the next slide, Stephanie. 00:02:59
Thanks. So today I'm going to give you a really, really high level overview of Emergency Management and kind of what I do. We'll 00:03:02
talk about why Emergency Management matters at the city level and specifically for the City Council, we're going to talk about 00:03:09
municipal requirements that we have from the state and the federal level. 00:03:16
And then we're going to talk about our comprehensive Emergency Management plan that you guys all got in your packet. As you know, 00:03:23
it's a very long document. This is a very high level overview because I don't want to take an hour of your time. So we will fly 00:03:28
through it. 00:03:32
But down the road, we're going to do more training and all of it will make sense eventually. But I don't want to like feed you too 00:03:38
much through the fire hose. Today we'll talk about our organization chart that we would utilize in a disaster that kind of gives 00:03:44
you a visual overview of. 00:03:49
Who does what in a disaster at the city level? And then we'll talk about where we're going to go from here. So. 00:03:56
Next slide. 00:04:03
You're good. 00:04:06
I'm I'm chill all right, so. 00:04:09
Emergency Management is based upon priorities. Anytime any incident happens, we're worried about life safety, property 00:04:13
preservation, Environmental Conservation, incident stabilization and continuity of operations. 00:04:19
So on the next slide, I will show you our Emergency Management cycle. This is how we achieve our priorities. So at any given time. 00:04:26
I'm somewhere in this cycle and or in multiple spots in the cycle. Usually multiple if I'm honest. We're always mitigating and 00:04:34
trying to prevent future disasters or make them make the impacts. 00:04:42
Less lesser, we're always preparing, we're always planning, preparing, bringing our community in and trying to fill that piece. 00:04:49
And then obviously anytime an incident happens, we're trying to respond to that and stabilize that incident and recover from it as 00:04:56
quickly as we possibly can. So. 00:05:02
At any given time, we're somewhere in that cycle, but these are like our core tenement. 00:05:10
Or tenants and you'll recognize that in our plan we go through response and recovery and preparedness and mitigation in that plan 00:05:16
and that is purposeful so. 00:05:22
Why is it important to you guys? The very first thing is that every disaster is local. What I mean by that is a disaster kicks 00:05:30
off. 00:05:34
Our first responders go out, we respond as a city, right when our resources are exhausted, we call the county and they come in and 00:05:39
help us. When their resources are exhausted, they go to the state and then the state would go to the federal level. Hopefully we 00:05:45
never get to that point. Well, we do, but in different ways. 00:05:51
Umm, but even if we call the county and they come in and assist us or the state comes in and assist us for the federal level comes 00:05:58
in and assist us. 00:06:02
We're still in charge of that response. 00:06:07
At the end of the day, it is our responsibility, it is our documentation, it is our citizens and so. 00:06:10
They don't want to come in and take over that incident. They want to come in and offer us resources that we need. So it's supposed 00:06:17
to start and end at the local level. 00:06:22
The second reason is that we have state and federal requirements, obviously. Umm. 00:06:28
Today, the scent is covering all of those requirements. So the requirements that we have from a state level are all covered in 00:06:34
that document and that's why we need to promulgate it so that we can shut all of our boxes. And then the third reason is that if 00:06:42
we ever need disaster assistance from the state or the federal level or the county or if we ever want reimbursement. 00:06:49
We need to have checked all of those boxes to be allowed to have that opportunity to put in for that reimbursement or that 00:06:58
assistance so. 00:07:03
They're essentially saying, hey, if you've done all of your responsibilities, then we'll come in and help. 00:07:08
But if you're trying to ignore all the responsibilities, you can't just pass it on off the line. 00:07:15
So next slide. 00:07:20
So these are our requirements that we are covering in our comprehensive Emergency Management plan. 00:07:23
The first is to have an Emergency Management plan. 00:07:30
In the wording of the state, it's the emergency operations plan. It's the same thing. Basically, our region decided to go to a 00:07:34
comprehensive Emergency Management plan, which is just kind of a different template. And so we've decided to follow that so that 00:07:40
everything dovetails with our neighbors. 00:07:46
As part of our set, we also will cover our interim successors for the officers and the emergency manager. We'll talk about our 00:07:53
emergency alerting authority and how we. 00:08:00
Send out alerts to our citizens. 00:08:06
We need to designate an emergency manager and we need to have the ability to reassign personnel and disasters. So we'll go through 00:08:10
each of those and I'll tell you where they're at. 00:08:14
Before I do that, just as a point of clarification, what I gave you guys in your packet is our base plan. 00:08:19
That means it's like a high overarching, you know, overview of what our Emergency Management plan is. We will be adding a lot of 00:08:27
annexes. Most of those are still in development. The annexes have sensitive information and more specific information and there's 00:08:33
three different types of annexes that we'll have. We will have support annexes which are kind of administrative will have 00:08:39
functional annexes. 00:08:45
Which will cover things like. 00:08:52
How we run a shelter. 00:08:55
Or a degree management plan. And then we will also have hazard specific annexes that go over specific hazards that we might have 00:08:57
wind storms or earthquakes and so on and so forth. Most of those are still under development, but some of our requirements will be 00:09:04
covered in our first annex, which is support Annex A and it goes over city roles and responsibilities. We chose to put some of 00:09:12
those in there because some of them may change over time and it is more specific and sensitive. 00:09:19
But we don't want the baseline. 00:09:27
So our first one is obviously the interim successors, the Emergency Management Act in the public Utah Public Safety Code just 00:09:30
basically says that we have to designate our interim successors for. 00:09:37
The officers of the political division as well as the emergency manager and we have to go through. 00:09:46
So we will have that in our support Annex 8, because those might move around and change overtime. 00:09:51
The next one is our emergency alerting authority. 00:10:01
Basically this is in our SEM as well as the support annex. It's a little bit more detailed than the support annex as to who can 00:10:04
request from the county the access to iPods, but basically it says the pretty much the same thing. For those of you who don't 00:10:12
know, iPods is the integrated public Alert and Warning system. It is a national system that allows us to tap into the cellular 00:10:19
cellular network and send out warnings. 00:10:26
To our citizens, we did use that back in April. 00:10:34
In order for us to have access to this, we have to actually reach up to the county and request that that be sent out because the 00:10:38
federal government only gives only goes down to the county level for that missile code is what we call it. So, but this basically 00:10:44
covers that we go through the county that we would utilize iPods who has the authority to send those messages and then also that 00:10:51
we have other. 00:10:57
Other ways of informing our residents as well so. 00:11:04
The next one is the designation of the emergency manager. 00:11:10
Basically, this just basically says that, hey, our emergency manager will be whoever is in this position, whoever is the Emergency 00:11:14
Management coordinator, and that our job is to create a plan and coordinate emergency preparedness, response, mitigation and 00:11:21
recovery as well as coordination. 00:11:27
So that is also. 00:11:35
The emergency succession is listed in the support annex, but it's actually this is just in a call out box so. 00:11:39
And then reassignment of personal and disaster again is just basically if we declare disaster, we have the ability to ask our our 00:11:47
employees to. 00:11:53
Do something else for a short period of time that would support that disaster and. 00:11:59
Then go back to the regular jobs after that time. This is again called out just directly in our sense on page 26. 00:12:06
So all right, going over some again, this would be like lightning round of review of the set. So the first part is just an 00:12:13
introduction. It gives us scope. We talk about holidays, some of the demographics that we deal with in holiday, how the sample is 00:12:22
put together, which was started at the county level and has kind of moved down to the municipal. 00:12:31
Municipalities. 00:12:41
Halfway through and I can't talk. 00:12:43
All right. Then we're going to talk about concept of operations. We're going to go over that a lot more because that's really the 00:12:45
bread and butter of this plan. 00:12:48
There's also a section on financial management. It's just, you know, procedures. 00:12:52
Basic ideas that we need to keep in mind when we are going through disaster, how we're going to maintain our plan, and then the 00:12:57
roles and responsibilities are in the very back. I think it's like a really big chart that covers what we're responsible for, but 00:13:05
also where UPDUFA, the county and all of our different partners kind of fit into that. 00:13:12
Matrix. 00:13:21
So in the concept of operations, I told you that we kind of go through the phases. The first phase is actually the activation 00:13:23
phase, which we don't talk about activating when we talk about the four phases of Emergency Management. 00:13:28
But obviously before we respond to something, we need to know if we need to respond or how we need to respond. So our activation 00:13:35
phase is just, we're going to find out there's an emergency, we're going to assess it and decide what we need to, what we need to 00:13:44
do. We're going to convene our senior leadership for the city of holiday. We decided to have a different. 00:13:52
A little bit of a different model than other places because of the way that our city works. So we will have an executive group 00:14:02
that's made-up of our city manager and department heads and then we will have a policy group which is made-up of you guys. 00:14:09
So we would convene our executive group and our policy group as necessary to make the determination of if we need to activate this 00:14:17
plan. If we decide we need to, we're going to decide what facilities to use and how we're going to staff. 00:14:24
All of our needs. 00:14:31
Then we go into the response phase. This can last a while. Obviously, the first thing that I'm going to do in a response phase is 00:14:35
I'm going to open up the ECC. 00:14:40
Our creation center and we're going to start to build this big broad picture of what is actually going on and trying to gather all 00:14:45
of those data points. From that, we can determine what our instant priorities are. And then we're going to respond to the 00:14:51
emergency. We're going to issue public warnings, we're going to request resources, we're going to coordinate with all of our 00:14:57
partners and we're going to document our response actions. So in the plan, this is laid out a little bit more in detail as to how 00:15:02
we're going to do that. 00:15:08
Then we go into recovery. Something important to note is that when we talk about response and recovery, we are waiting until the 00:15:15
response is over to begin recovery. Usually we're trying to start recovery as soon as things are. 00:15:22
Stable. Stable enough that we have the bandwidth to start to look at recovery. 00:15:30
So this transition from response to recovery will take a little while. Part of that transition would be to convene a recovery task 00:15:35
force, and our plan goes over what that looks like, who would be in it, what those expectations are for that task force. That task 00:15:41
force is then going to assess recovery needs for our whole community and start to determine what the priorities are and initiate a 00:15:46
long term. 00:15:52
Plan. This part of the plan is fairly short. The reason for that is that there's an entire. 00:15:58
An entire FEMA document that's like 100 pages long, that is just the National Disaster Recovery Framework. So. 00:16:06
That's when we pull that document out. 00:16:14
So I didn't put too much detail in them. 00:16:17
All right. And then preparedness, obviously preparedness is not the last thing we do because we're doing it all the time, but we 00:16:21
put it in the last part of this document because. 00:16:26
When something does kick off. 00:16:30
I'm not worried about preparedness at that moment. 00:16:33
But obviously, we are always going to be planning for future emergencies. We're going to conduct hazard mitigation planning, which 00:16:36
we're currently in the process of doing. 00:16:40
We are going to train on certain FEMA trainings and also as a city, and then we're going to conduct exercises to practice what we 00:16:45
have learned and we're going to involve the public and Emergency Management. So all of that is also laid out in these sections. 00:16:54
All right. This is our emergency coordination organization chart. 00:17:05
So this gives you kind of like a visual overview of where things are. I'm going to start with our incident command unified 00:17:11
command. 00:17:15
That's usually like that's boots on the ground. That's our first responders. They're out, they're responding, right? They're going 00:17:21
to give us information and they're going to filter that to me and the coordination center. 00:17:27
And then in the coordination center, I'm going to have these people, I'm going to have an operations section, planning, logistics 00:17:33
and finance. And basically those people have very specific jobs, but it just keeps us all in line. We know what we're doing. We 00:17:40
know, hey, I'm documenting this, they're documenting that, and that means that we can. 00:17:48
Keep on top of our finances. 00:17:56
Get all of our resources that we need and keep planning for the next operational period. Where do these people come from these? 00:17:59
So these guys would be reassigned staff in this case, the loose plan is that each department would kind of take. 00:18:07
A section of that and when we get further into training, I will have a lot more resources and things to show you guys around that 00:18:17
that will make more sense. 00:18:23
And then we will have our executive group. They're going to meet based upon what the needs are. And the reason that the executive 00:18:30
group meets is like, hey, we need to declare a disaster. We need to do this. We need to do that. They're going to give resources 00:18:35
to me. 00:18:41
So that I can give resources to. 00:18:47
The incident commander, right? 00:18:51
Then you guys are right here. So executive groups going to meet. Then we're going to make sure that all of that information is 00:18:54
being filtered to you guys so that you know what's going on and you can talk to your constituents with the correct information, 00:19:01
right? Because a lot of a lot of what we do, a lot of what the executive group does. 00:19:09
Will take care of a lot of the administrative stuff. There will be a few things that. 00:19:18
Gina might have to come to you guys, or I might come to you guys and say we need this and it's above our capability, needs a vote, 00:19:22
and then that would come to you. But in many, many cases, we're just gonna be briefing you on everything that's happening and 00:19:29
keeping you up to date so that you can be helping us bring in partners and talk to the constituents in our community. 00:19:36
And then obviously we have Lena. 00:19:44
Over here, our PIO and you'll be working closely with her as well. So there's kind of this. 00:19:47
Circle going on where we're all going to be working together. So this is like a very high level again, we will get a lot more into 00:19:54
what your roles are. I will have a CHEAT SHEET for you guys as well that will lay out everything on like one piece of paper. 00:20:02
Things that you need to keep in mind for instance, and I'm it's pretty close to done, but it'll come as we do more training. 00:20:11
Next slide. 00:20:21
OK, so future training. So my plan is. 00:20:24
FEMA would have you do a course called the G402 course, and it's like drinking out of a fire hose. And no one likes drinking out 00:20:29
of a fire hose. I've done it. 00:20:33
Umm, not really. 00:20:38
Just just like the first year of Emergency Management. But So what I'm gonna do is I'm gonna break up that course into kind of 00:20:41
mini training sessions for you guys. And then as we have time and as the agenda works for you guys, I will come in and give you 00:20:48
like a 30 minute training session on little pieces and we will kind of build upon those. So the first one will be on the national 00:20:54
incident management system names which. 00:21:01
Emergency Management utilizes. 00:21:08
We'll talk about the incident command system, which is how we kind of integrate with our first responders. Then we'll talk about 00:21:10
the emergency coordination center, which is kind of the org chart I just showed you and what your role is within that network. And 00:21:17
then at the very end of all of that, we want to have a permission tabletop exercise. And basically what that means is we'll have a 00:21:24
bunch of people all in the room, all of our partners and we will go through a scenario and. 00:21:31
Work through how it should go, ideally with how we are coordinating and working with each other. 00:21:38
And that way everyone kind of gets an idea of what their place is and how it should work. Obviously the disaster, it's never 00:21:44
perfectly ideal, but if we practice it, it's better so. 00:21:50
That's kind of the plan. 00:21:56
If you guys don't have my e-mail and my phone number, it's right here. Please feel free to reach out to me anytime if you have 00:22:00
questions. If you have concerns, I'm happy to be a resource. I don't mind if you call me or text me. I'm happy to help out. So 00:22:08
hopefully this gave you kind of a, an overview. I know that the the samples are really long technical documents. 00:22:16
So if you guys have questions, let me know. 00:22:25
I don't have a question. 00:22:29
Just a comment, I think this is really important because. 00:22:32
This is the stuff that we haven't paid a lot of attention to because you don't need it. 00:22:36
You don't pay attention to it until you need it. 00:22:41
And we got just that. It was, I mean, one good thing that came out of that was that. 00:22:45
When we blew the house up, he gave us a real taste. 00:22:51
Of a plan in action. 00:22:58
And we didn't really have gone through this as much as we probably should have, but it was very interesting to see, even in that 00:23:01
case where Lena was new and you were kind of new. But still it's like you could see all the pieces start to work and the county 00:23:06
show up and building inspectors and. 00:23:12
The EPA's they're they're federal agency and them trying to work together and how do we get to school open and the Red Cross 00:23:18
showing up and so it was kind of an eye opening thing for me that. 00:23:25
It is something we need to be aware of and have a sense of it, so if something does happen that's more serious in nature. 00:23:32
We're all just running around like chickens with our heads cut off, right? But we kind of know who's supposed to be doing what, 00:23:40
even though I know every circumstance is probably different. 00:23:45
But it's great to know we've got a plan in place and now we'll be able to actually go start to. 00:23:50
More familiarize ourselves in more detail with. 00:23:58
Pieces of the plant and then actually do like a little tabletop where maybe we have a scenario we're going to walk through, 00:24:02
whether it's whatever you do, an earthquake or a fire, whatever it is. 00:24:07
So I think it's great. Well, thank you. I think it's, I mean, I know it's very important. This is one of those. 00:24:13
I trained in it all the time. This is what we what we do. We don't do it perfectly, but we're always learning from every instant. 00:24:23
We're learning from each other. But one of the things that I have recognized over the years of being an Emergency Management is 00:24:30
that having that plan and knowing what needs to happen, raise the stress level from up here to a little bit lower. It's not down 00:24:37
here, you know, but it's, it's a little bit lower because there's a plan and there's. 00:24:44
What I want you guys to recognize and why we'll go through NIMS and ICS and all of the acronyms that Emergency Management is 00:24:51
famous for is so that you can understand that there there's a method to our madness and there is a reasoning for what we're doing. 00:24:58
And there's a structure, there's a framework that we are working within that makes it a little bit easier. You know the other 00:25:04
thing I noticed. 00:25:10
Was the framework, but also the. 00:25:20
Relationships. 00:25:22
That you know, you get to know the Pios, so you know who to talk to and you know who you have a relationship with. The county 00:25:24
emergency coordinator in case you have to activate the EOC, right? And to see those relationships develop are really important too 00:25:31
in the in the event you have an event. 00:25:38
You know you know who to call and they know you and. 00:25:45
You can see how it kind of all works together. 00:25:49
Yeah, relationships are huge. 00:25:52
And. 00:25:56
Understand the battle of confidence in it. 00:25:58
That we have a plan, we're confident, we have the people who understand the resources. 00:26:02
That help also build that confidence. I think the one thing that. 00:26:07
I'll talk that term too much, but I think we made a change because. 00:26:11
I had a confidence problem myself because. 00:26:17
I think there was a training issue. 00:26:20
There was a not understanding the audience issue and we all were kind of scratching our heads. And so your ability to communicate. 00:26:23
To your audience, what we need to know. 00:26:32
Well, thank you. Yeah. 00:26:36
Yeah, I definitely want to and I want to make it easy, right small bites because. 00:26:39
Because it's a whole. 00:26:46
FEMA has a tendency to be like here, here is this big long training that's going to be 4 hours long. And when you walk out, your 00:26:48
brain is jello because you're thinking, you just fed me a lot and I got this much of that right. So I want to make it little steps 00:26:56
and then a tabletop I think will help a lot. So we'll go through that. And I hope that as we go through training and as we go 00:27:03
through these table tops that you guys also will let me know. 00:27:11
Of therapies that you're not understanding or things that we need to do better I'm. 00:27:18
Happy to have that feedback. I want to make sure that this is something that works for our city. 00:27:23
As a whole, including obviously something that Gina and Holly and I talked about a lot as we went through this plan, was just 00:27:31
trying to make sure that anything that we wrote in the plan is actually something that is feasible for the sides of the city that 00:27:37
we have and for the resources that we have. 00:27:43
And if we do exercises and we find things that we need to change, we will make those changes and yearly this will kind of will 00:27:50
review this plan and make changes to it as needed. So. 00:27:56
Yeah, hopefully it will be a good process. 00:28:05
Thank you so much. 00:28:09
Thank you guys. 00:28:10
Now the employee. 00:28:19
So in your packet. 00:28:27
Updated employee handbook with a number of changes. I thought I should walk through each of those changes and talk about them 00:28:29
briefly. The first change you see on. 00:28:36
It is a very minor change in the definition of temporary or seasonal. Sometimes when you go back and read things that you wrote 00:28:45
four years ago, I mean, I can't imagine that we thought we were going to hire all of our temporary or seasonals through the 00:28:51
agencies. 00:28:56
In reality, we hire most of them directly and so we just wanted to make that clarification. 00:29:05
Moving on to page 11 under Performance Evaluation. 00:29:14
As soon as we adopted a handbook originally, we've moved to. 00:29:18
And electronic software program and so there's performance evaluations rather than being stored in in. 00:29:23
In a filing drawer somewhere or in software. And so we're just making that clear. 00:29:33
Moving on to page 12 and mirroring what Allison just presented on, we added a section that says employees can be reassigned and 00:29:40
event emergency. 00:29:47
In that language nourished what is in the sun. 00:29:55
In Section 3. 00:30:02
We had one line. 00:30:06
In this in this handbook that was adopted pre pandemic that kind of referenced maybe possibly working from home. 00:30:10
Not knowing that was going to become for a while an important part of how we did city business. 00:30:21
So I have. 00:30:28
Struck that line and added this section on remote work that we'll get to in a moment. 00:30:30
Any changes? 00:30:44
The next change on page 20 that I'd highlight is Reflects. 00:30:47
A change in the timing of Juneteenth. 00:30:55
So in June. 00:30:58
The Council provided me with some direction to recognize. 00:31:02
In the way that the state recognizes GT, which at this moment in time is on the closest Monday to June 19th. 00:31:09
But I understand that a bill file has been opened to potentially change that during the next legislative session. 00:31:20
So the language just says we're going to reflect whatever the state is and hopefully at some point we'll get to, we can choose a 00:31:28
date for this holiday that that works going forward. 00:31:35
There is some iron in only two holidays having the date in them. 00:31:47
It's true. 00:31:52
On page 25 and then continuing through. 00:31:58
Yes, and I am actually going to propose one other slight change to that. 00:32:08
So for bereavement leave right now we have defined families, immediate family, including children. We added some language that 00:32:14
included miscarriage and that I would like to add silver as well. 00:32:22
What was that Gina? I would like to add Silverth shoot. So it would be children, pregnancy, miscarriage or still birth on item 00:32:35
four on two. 00:32:40
3.25 A 4. 00:32:46
And then moving to page 25, the bottom of 25. 00:33:00
27 is some language around the conversation we had a month or so ago about parental leave. 00:33:10
So most of this language reflects a policy that Midvale has adopted other work term following the direction of council member 00:33:18
Brewer is is shorter than the their term reflecting what he described as the 75th percentile, which I think is probably 4 weeks 00:33:27
rather than six weeks or a few weeks that some other communities have. 00:33:36
Your direction was that eligible employees? 00:33:48
Had to be with the city for at least 12 months. That could be part time. 00:33:52
So the language reflects that policy direction. 00:34:00
It reflects the direction that readily run concurrently with our FMLA requirements and short term disability. 00:34:05
And. 00:34:15
That provides some protection for the city as well. 00:34:16
So can you explain run concurrently with it? So what's the practical can you explain like a practical situation? 00:34:22
I've had this come up. 00:34:31
Other clients that didn't have this language in their handbook and it's been really difficult to. 00:34:33
Because an employee that's been with the organization for 12 months or longer is entitled to. 00:34:38
Up to three months, either concurrent or not concurrent leave. 00:34:46
Whenever they have. 00:34:50
Cells or a family member? 00:34:53
And if you didn't put this language in, then what would happen is. 00:34:56
They qualify for parental leave and then they. 00:35:02
Turn from your parental leave policy, they would say. 00:35:05
I also qualify for MLA. 00:35:09
And smaller employers like the city have a really hard time. 00:35:14
Work that we've. 00:35:17
So they have to they get. 00:35:19
So if somebody. 00:35:22
As baby or their family has a baby. 00:35:24
Or other medical events anymore. 00:35:29
There and they work full time. 00:35:33
For 12 months, they have. 00:35:36
Three months of FMLV that they, but that's not paid, correct. So we're basically saying that it's just job protection we're going 00:35:38
to pay for. 00:35:42
Four weeks of that. 00:35:47
But they have the right to be off for it's just they're going to get paid for four weeks. So there's two things they get that they 00:35:50
don't and they have to run it, but they can't. They can't stagger that and stretch it out to four months. 00:35:55
And they also keep their position. 00:36:03
Definitely. 00:36:05
Yeah. So I guess my only question there would be. 00:36:08
Because I know we had some discussion about what's the proper amount of time. 00:36:16
Is 4 weeks the right number? 00:36:23
Four weeks, I think reflects. 00:36:27
The previous or previous discussion, but as we talked about, there's a wide range of options that. 00:36:30
Cities and state agencies are offering right now from that grid from a few weeks ago. The state of Utah, I think is offering three 00:36:40
weeks paid. 00:36:45
Versus Park City that I think offers 9 weeks paid. So there's definitely a range. I mean, Midvale, when you take them as an 00:36:51
employer of they have more employees than you do, but roughly same population. They started with four weeks. 00:37:01
So that may be a model we would want. 00:37:15
With four weeks and see how it works for our city. 00:37:19
Anybody have? 00:37:30
An opinion on that? 00:37:33
I think it doesn't cost us much to make it a little more generous just because we have such a small staff. We're not talking about 00:37:40
exposing. 00:37:44
Ourselves to a whole lot. 00:37:49
Additional expense because we're not. 00:37:51
A population of 100. 00:37:54
Employees, we're only talking about. 00:37:57
Couple dozen. 00:37:59
I mean, I totally agree with that. The flip side of that, of course, is because we're such a small staff. 00:38:01
An absence is. 00:38:06
But I put her on the side of me expanding it a little bit rather than. 00:38:11
Yeah, because I think. 00:38:15
Given that we also have talked about, did we add in this, remember what I read versus what we just talked about now? 00:38:19
That was being able to stagger it in terms of yes, and that's part of the. 00:38:25
They were in a jam and. 00:38:32
Can you remote in and do some stuff for us? You know, if you're not incapacitated, I think that kind of offsets some of the, well, 00:38:35
the language. 00:38:41
I'm sure you're gonna walk through it, but my recollection is the language kind of puts a little bit of the onus on the employee 00:38:46
to be responsible about communicating with. 00:38:50
Their supervisors about how they're going to do that, so they're not. 00:38:56
Leaving the city an alert, but it gives them flexibility to work. 00:39:02
With their own family. 00:39:06
Maybe try to extend this out so there's more on site care for that newborn child per SE. 00:39:08
Three months if they work together right, Say I'm going to take a couple weeks off and then. 00:39:17
I want to come back to work for a couple of weeks. My wife said. However, it works out, you know what I'm saying? But so I guess 00:39:22
Gina, this is going to really put you on the spot. Maybe this is the proper. 00:39:27
Well, you're going to be throwing the spot, I think. So is that do you think going to six weeks is going to unduly burden our 00:39:34
small city based on? 00:39:41
Going for four to six weeks with your recommendation be. 00:39:48
Start with formula or do you think six weeks is? 00:39:52
I mean, I think you should make the right, whatever you think the right policy choice is and then operationally we can figure out 00:39:57
how to staff because like we think of some circumstances where we probably need to backfill that position. 00:40:05
So a parks employee in the middle of the summer, we would probably need to factor that position up to six weeks would be tough. 00:40:14
If we had a judicial assistant gone. 00:40:22
We need to backfill those positions, so we need to work through those circumstances individually. Do you think we could? 00:40:27
I think we could do, it would be tough, but we could manage it because my sense is from the three, the other two males that have 00:40:35
weighed in. 00:40:39
Four weeks is. 00:40:49
Not enough. 00:40:51
It's not. I mean you can take obviously the more leave, but it's not paid. 00:40:53
But that doesn't change the fact that you would still have to backfill those positions if if the person was gone longer. So I 00:40:59
guess that for me, the difference between 4 and six weeks is whether it's paid or unpaid because we're still not going to be 00:41:04
there. 00:41:09
Is the idea here I understand that? 00:41:19
It runs currently. 00:41:24
But what about the hypothetical where someone has had a medical condition? 00:41:26
Where they've exhausted for 12 weeks and then the family. 00:41:30
With short term disability kick in at that point. 00:41:35
So I it we were thinking specifically in the case of pregnancy because that and birth and adoption because that's what programs 00:41:38
will leave. 00:41:43
I can see a circumstance where that could happen. 00:41:50
And then I think that, I mean, I think that would really be a discussion, management discussion. 00:41:54
That may be a point that. 00:42:02
To include somehow in the policy. 00:42:03
Allows you to count the. 00:42:08
12 months in. 00:42:10
And your policy usually dictates. 00:42:14
You could get into accounting. 00:42:18
Qualifies for. 00:42:28
If they have their family and they're taking family leave, then the concurrent thing is easy. 00:42:35
At the same time, but if they've had some family or medical problem or they've exhausted before, they still sort of qualify for 00:42:40
the parental leave. 00:42:46
Yeah, I see what you're saying, But I can think of circumstances where that could have happened. 00:42:56
Care for a parent? Yeah, sure. And there even can be a relationship with. 00:43:03
If you have. 00:43:11
Pregnancy and they. 00:43:13
Qualified for a family. 00:43:15
That's an interesting point. So cities policy I think helps that those kind of difficulties toward their Max of which makes me get 00:43:25
a little more sympathetic I think. 00:43:32
Maybe that's something we can work on. 00:43:39
But Drew, Drew, what you're saying is that. 00:43:46
This really are you saying that this is really just the financial, it's not a time issue because there's been a So what we're I 00:43:50
mean, if it's just a financial issue, to me it's like. 00:43:56
Let's let's not punish him and I agree with that read because they're FMLA qualifies them for three months sleep regarding. 00:44:05
So they have that right. 00:44:14
You're just talking about whether they're paid for. 00:44:16
Yeah, I guess. I guess the one issue would be if if. 00:44:19
If you've got somebody who's very, very, very tight budget. 00:44:23
It could force them to come back before they would. 00:44:27
They should, right. So I think we're for the, I mean, I think we're kind of for the six weeks. 00:44:32
I will be sure and share that with employees I think. 00:44:41
Generous policy direction, which I would just. 00:44:51
I really appreciate on behalf of. 00:44:55
Yeah, I agree. 00:45:01
I think our citizens would agree with that too. 00:45:04
Moving on to page 31. 00:45:14
We provided additional guidance on remote work. 00:45:22
So right now. 00:45:26
Post pandemic. 00:45:29
Some employees in some departments, depending on job responsibilities, are able to work remotely one day a week and so this 00:45:31
language. 00:45:37
Just kind of mirrors what is happening. 00:45:45
In practice right now. 00:45:50
And clarifies that no job will be fully remote. 00:45:53
That we expect people to be in the office four days a week, so up to 20% of their jobs could be removed. 00:45:59
That we can change that depending on the needs of the city. 00:46:07
That during an emergency we can ask people to work remotely. 00:46:13
And that's. 00:46:18
Say we were doing a building remodel, we could ask to work remotely. 00:46:20
Is there a process in basic attorney which positions? 00:46:28
Allowed for that or is it just? 00:46:33
It has been just the general rule. I think what we'll do is review that. 00:46:38
On a position by position. 00:46:45
Basis we might My take on this was that there's no right to work remotely. 00:46:47
One way or the other, it's it's up to the boss. That's right. Boss decides and that's what it is. There's no inherent right. 00:46:53
We can't move along in the park remote exactly and that is a great example. We can't do that. Our judge has once we returned to in 00:47:00
person court has been reluctant to move back to any sort of virtual. 00:47:10
Court proceedings. And so that's not an option in our court. It has not been an option in. 00:47:22
In John's apartment either. 00:47:29
So it's an option for some of our employees. 00:47:31
What's your take on on employees that are exercising that right? Like how how has that worked? 00:47:35
So from my perspective, for those employees that are using it right now, it works. 00:47:43
Really. Well, we have a number of employees that fit. 00:47:49
That have been hired recently that have. 00:47:53
Really lengthy commutes. 00:47:57
I think it adds to just their joy and investment in their position. 00:47:59
One day. 00:48:06
Because it seems to like this is something that can be seen and I just don't, I don't know what comparable jobs are, but as a as a 00:48:08
perk for certain positions to have that. 00:48:13
Yeah, I also think it in many cases it allows for more concentrated work than. 00:48:17
I just my only deal there is we talked about, I know that's in here. 00:48:30
Gina is. I'd love for there to be. 00:48:34
A little latitude for the supervisor. 00:48:39
Beyond what the directive is like in circumstances like. 00:48:44
I don't want to be able to prevent the supervisor saying, hey, the air is dirty, we talked about this. 00:48:49
We're going to. 00:48:54
We're going to go to a minimum set or the weather is really bad, we're going to go to. 00:48:55
Or, you know, circumstances come up where the supervisor can basically make a decision that, hey, I think it makes sense that we 00:49:01
convert some people to remotely. I want to be so strict that it doesn't give. 00:49:07
Supervisors or whoever you deem as being the decision maker. 00:49:14
The ability to. 00:49:19
Hit it without too much restriction. 00:49:22
And I hope that is the way we've set it up that basically it would be a conversation with me in those in those circumstances. 00:49:24
And I would probably call that at least at this point probably an emergency kind of situation. 00:49:35
I tried to come up with language and struggled around those bad air quality days. 00:49:43
That's something that likes and flexibility to work on over the next year in a way that makes sense with all our departments. I I 00:49:53
didn't want to tie their hands either, but I can see a lot of opportunity there and a lot of agencies have moved in that 00:50:01
direction. It's part of our sustainability plan goals. So I think there's a way to do it. I just couldn't come up with it yet. 00:50:09
We also have. 00:50:18
For instance, where where you have remote eligible employees that we. 00:50:19
Have a good understanding that. 00:50:25
They have adequate. 00:50:27
Communication and computing infrastructure at home to work effectively. 00:50:29
That they generally at work have three big screens in their office and they go home, they just have their laptop and. 00:50:35
Really can't be that productive. Do we have that sort of information to be able to make good judgments there? And so for most of 00:50:42
our, well for our employees that were here during the pandemic, you might remember that was part of something that we provided 00:50:49
with that first round of funding was laptops and screens to work remotely. 00:50:56
As staff has turned over, we've tried to redistribute that equipment and I think most employees now have most employees that are 00:51:05
in that situation that could work remotely. Toggle laptop. 00:51:12
I'm not sure upgrade. 00:51:19
That there are needed to be productive following. 00:51:26
But it wouldn't make sense to. 00:51:29
Some of that evaluate the architectural drawings or something. 00:51:33
How well can you do that on a teeny screen? 00:51:36
Sure. And that's something we've tried to be pretty cognizant. 00:51:40
Are you familiar with? 00:51:46
State does the air quality. 00:51:47
They call stairs. 00:51:58
And they just stay home if there's an airport. 00:52:01
Who makes that determination? 00:52:04
Her office, if there's a black state, they just stay home. 00:52:12
Everyone. 00:52:16
And my understanding is that there are pretty. 00:52:19
Direct guidelines around measures like 1010 measures. 00:52:23
And so that's good to hear that they can provide that. 00:52:30
That was one of my. 00:52:35
How can we get that information out? Sometimes even the snow days. 00:52:38
During the emerging season and even the summer when the air quality. 00:52:44
She just follows. I mean, she just knows two days in advance. 00:52:50
Whether she's kind of. 00:52:54
I was wondering, I don't want to like open a Pandora's box here, but I'm wondering kind of with the FMLA issue, I'm just thinking 00:53:01
of like, so if somebody's like family member has cancer, so there's like a long term caretaking need is is there a? 00:53:09
A means in this remote work to. 00:53:19
To work with somebody in that situation so that they're not having to take all of the time off to be with their loved one and help 00:53:22
that they could maybe work remotely and come at least divide that all up because. 00:53:29
Reading emergency, that's obviously a city emergency, but some family emergencies are such that you you can sort of work in. 00:53:37
Do not completely out and leaving the city in a lurch but so I'm just wondering if there's a way to. 00:53:45
Incorporate that without opening something that could be just used and abused. 00:53:53
I mean, that's a great question. I'm going back to look at our language around what? 00:53:58
We talk about. 00:54:04
Remote work opportunities there. 00:54:07
It doesn't really look like we do. 00:54:13
And that was going to be my question for Jamie and Todd is whether we wouldn't want to add anything in that section. 00:54:25
Kind of expands what we're required to. 00:54:33
By law. 00:54:37
I don't know that I would recommend doing. 00:54:39
As part of FMLA. 00:54:41
You might put. 00:54:43
Language in your policy that would encourage. 00:54:46
Dialogue between the supervisor and I. 00:54:49
How remote work might? 00:54:54
I do think public employers. 00:55:03
Where you can't offer compensation at the level of. 00:55:06
Private laborator. 00:55:10
There is some flexibility. 00:55:12
FMLA leave is a little different from the 88. 00:55:18
Accommodations like that. 00:55:23
Can allow FMLA leave to be taken. 00:55:25
Let's try to see if you could. 00:55:35
You could allow somebody hour. 00:55:37
Three months work. 00:55:41
And that part I feel confident we're doing. But I see what you're saying that maybe some language in our remote session to just 00:55:47
kind of work with. I don't, yeah. 00:55:53
Work through that for people in those kind of things. 00:56:00
That makes sense. I think we could. I think I understand the issue and. 00:56:03
Language because if you. 00:56:08
If you allow someone to work remotely and cut their community. 00:56:10
And pair it with. 00:56:13
They can make more of that. You could even justify it in that paragraph. Hey, employees may work remotely when it is deemed in the 00:56:16
passenger of the city, which may be. 00:56:20
Any way you can continue to work if it's remotely given you've got a family situation, but that would be a negotiation with a 00:56:25
supervisor of city manager that OK, it's in the best sense of the city that I not lose you. 00:56:30
I'll allow you to work remotely. 00:56:37
We'll take another look at that though, before you see this. 00:56:42
Anything else on the remote? 00:56:49
Moving on. 00:56:58
So there's language on page 43. 00:57:07
That is part of personal social media participation. 00:57:12
And Jamie, you and I haven't had a chance to chat about this, but there was a league presentation a couple of weeks ago about some 00:57:18
Supreme Court activity. All right. 00:57:26
So basically it is. 00:57:35
In this new well applied Council members as well. 00:57:39
But cases around how we interact. 00:57:44
On social media. 00:57:50
And about situations. And I do this all the time on my personal social media where I share city posts. 00:57:52
In those circumstances, the advice is that we make it clear that it is not a city sponsored. I am not speaking for the city when I 00:58:04
share those posts, even though it has my personal title and role. It is my personal social media. So we're just asking employees 00:58:13
to be real clear about that communication. So is there a typo in that last sentence? 00:58:22
Boys choose to share such folks. Employees are responsible for making clear that their personal page is not Oh, it should be not 00:58:31
Yes, thank you. 00:58:34
Yeah. 00:58:39
Not as a good look. 00:58:46
I was going to ask Amy is that? 00:58:50
But if you have that somewhere on your home page, is that sufficient or do you think it needs to be? 00:58:53
May need to be a little bit more than that. 00:58:59
The Paris Supreme Court cases are really interesting. One was the city manager. 00:59:01
Were elected officials in the school board in California? 00:59:10
The elected officials in California have. 00:59:14
Personal Twitter feeds that they then. 00:59:18
Turned into campaign Twitter feeds before they were elected. 00:59:22
And then they kept as school board Twitter feeds. 00:59:26
Once they were elected. 00:59:30
And they had people that would post. 00:59:32
Mean things. Repetitive things. 00:59:36
And they began blocking those that they didn't like. And so the question the Supreme Court wrestled with is. 00:59:38
Are they acting in their government capacity when they're? 00:59:44
Operating those Twitter pages and what they. 00:59:48
What they did is they didn't decide that. They remanded it to the lower court, but they gave direction on. 00:59:51
When you are and when you are not, let's say actor. And one of the things that we're really clear on in the case is. 00:59:57
If the city makes announcements and you and your personal feed, just repost the city's announcement. 01:00:03
You're not acting. 01:00:09
But if in your city, function as an elected official or as an employee. 01:00:13
You post something and you say. 01:00:19
We have a here. Here's the announcement for a hearing on this item. What do you think? And then people began commenting. 01:00:22
With what they think, then you are. 01:00:28
Acting as a city sponsored. 01:00:31
Page in your capacity as an elected official, and even if it's on your personal Facebook page. This gets a guest to your comment. 01:00:35
Even if your personal page is labeled, this is my personal page the second you begin. 01:00:42
The issue of that behavior on your personalization. 01:00:49
That particular post becomes. 01:00:52
City and you do not have the right to restrict people based on. 01:00:56
What they post or how they respond. Anything you do that is not content neutral. 01:01:02
Becomes the 1st Amendment issue when you invite the section 1983 lawsuit. 01:01:08
So the distinction then is reposting as opposed to engaging in dialogue. I would say the one area that is very, very clear in the 01:01:12
lawsuit is if all you do on your page is repost announcements as just this event is happening, that's it, then you're in safe 01:01:22
territory. But the moment on any host, not just one post that you post something and you invite. 01:01:31
Dialogue or feedback? 01:01:41
State your opinion or your view on something. 01:01:44
It arguably could be you acting as a public official, and where you're acting as a public official, anyone that interacts with 01:01:47
that has a First Amendment right in how they communicate with you, and if you violate that, you would. 01:01:54
So then the issue is to then if you're blocking anybody, you're shutting anybody down that's. 01:02:02
And it may be worth if there are a lot of questions. I did a training on this at the league. 01:02:08
Saint George a few months ago and if. 01:02:13
If it would be worthwhile, I can send you those materials or we could have a. 01:02:16
Conversation either with thought or I about it. 01:02:22
Because it's it is nuanced. 01:02:25
That's right. Emerged from that, yeah. 01:02:52
So here's the discussion about. The problem is blocking. So here's the question, the blockings, whether you get into trouble with 01:02:55
this. Yeah, the discussion is what converts it from being. Yeah. 01:03:00
Your own personal account and. 01:03:05
And a public account. 01:03:08
Where somebody has a First Amendment right. And I will say not all social media platforms are equal in how you do things. That's 01:03:11
really tricky because, you know. 01:03:15
Twitter Iraq is. 01:03:20
I don't think we can go in. 01:03:22
Comment about its user by user that you block. 01:03:24
I think Facebook you can go in and remove comments. 01:03:28
So you can unwittingly because of the platform. 01:03:32
And when we were talking as a staff, we had complained about even moved in. So I would really like. 01:03:36
So we have our neighborhood group chat which we do a lot communicating of information, but I don't run that so I'm not responsible 01:03:46
for adding or deleting people on any level. So with then. 01:03:54
So if I'm if I'm communicating that way of sharing information to somebody else is responsible for adding or deleting comments to 01:04:03
that and you have no authority over what they. 01:04:08
I believe you're most likely safe because you don't have that ability, but it does get it gets tricky because. 01:04:17
People can act very meanly and belligerently. 01:04:24
And what they say that is mean spirited is still protected unless it delves into territory of being being. 01:04:30
Racist. Sexist. Threatening. 01:04:40
Then you can remove it but. 01:04:43
Where that line is, you know, sometimes gets blurry but you couldn't delete yourself. 01:04:46
That's right, the neighborhood one. Which one is that? I can't remember. Next door. Next door? Yeah, I deleted myself. 01:04:54
If you have a policy in place. 01:05:08
So the I drafted a policy for another. 01:05:12
We'd be happy. 01:05:19
See you and you can look at it if you like it. 01:05:21
You can, you can create categories, right? So what we did is. 01:05:24
If it's in a business, solicitation is unrelated to the topic of the. 01:05:28
If it's a thought, you can remove. 01:05:36
That kind of thing. 01:05:39
Direct messages gets a little shrinky. 01:05:40
If it's sexually oriented, if it's threatening like we talked about, you can remove. 01:05:43
Those kinds of things right away, but. 01:05:48
Most everything else you have to allow. 01:05:52
Your only option often as a city is do you allow comments or do you not allow. 01:05:56
And you can turn them off altogether. 01:06:02
But that also is difficult because some platforms you have like Instagram, I think you have to turn them. 01:06:05
Annual process but like direct messages on Instagram like we get a lot of DMS from. 01:06:14
All the time. 01:06:20
Fake accounts trying to like sell us followers and stuff OK. 01:06:24
Social media policy. 01:06:33
So I'd be curious what you added, what you added. 01:06:35
And then your employees are. 01:06:38
Are in some ways similar and in some ways different. 01:06:42
So this language I, I was trying to reflect the guidance from the league. If you have other suggestions, okay, that would be 01:06:49
great. 01:06:54
The other piece of guidance that I included for our employees was not to access their personal social media sites from city 01:07:00
equipment or devices because that blurs that line between what capacity they're acting. 01:07:08
Involves our social media accounts that I use, my personal phone and a lot of the accessing like city accounts. 01:07:25
Is easier on mobile, so I do it on my phone. Does that then blur the lines of whether my phone is considered? 01:07:34
Yes. 01:07:42
Yes. 01:07:44
So your things on your phone would be. 01:07:45
Somebody asked for that. Did you? 01:07:49
You get put in an awkward place because she is the records officer would have to look. 01:07:53
When when I was a full time public official with EPA. 01:08:00
Because it's just. 01:08:07
Put them in but. 01:08:13
My reasoning for that is they did. 01:08:15
Just say here's my. 01:08:30
That we don't have cell phone. 01:08:34
Allowances so. 01:08:36
Like I use my personal phone for business. 01:08:39
And work so. 01:08:42
And there are ways to do that kind of a record search when I have my clients do is have a second person sit down with them when 01:08:44
they do a search? 01:08:49
And then if it ends up going to the records committee and I have. 01:08:54
You the argument to the reference committee. 01:09:00
This is an auditable. 01:09:06
Search for records because. 01:09:09
Another employee sit with so it's not just their word. 01:09:12
But unfortunately. 01:09:17
So we don't the council members we don't have. 01:09:20
And allowance there are phones, I mean I checked my. 01:09:24
But you do do things on your phones that would be public record. 01:09:29
I think what Todd had told us is if we, so we, I have the Outlook account, that's my CDs account and that's, and that's really all 01:09:33
you're doing. That's all you would search. 01:09:38
The thing that comes up on phones most often? 01:09:48
And my advice on text messages and you will get different advice. 01:09:53
Throughout the state of my advice on text messages is. 01:09:57
If you are not required, the cities retention schedule is what defines how long you keep records. 01:10:01
And if it's. 01:10:09
Required to be kept under the retention schedule. 01:10:11
And somebody makes a grandma request, then you have to look for it. 01:10:15
And provide it. 01:10:18
The retention schedule doesn't have to require you to keep. 01:10:20
Text messages Text messages only reside on the phone of the. 01:10:24
The sender and the receiver. 01:10:29
So if I text Gina, it's on my phone, it's on her phone. 01:10:31
If you set your phones to routinely. 01:10:35
Delete old text messages. Then you don't have records that remain on your phone of those conversations. 01:10:39
So I have my iPhone set where I think it's every 30 days. 01:10:47
I tried to find a period of time that was. 01:10:52
Where if I needed to go back to messages I would still have them. 01:10:56
But I didn't want to keep them indefinitely. 01:11:00
And so as long as it's set to do it routinely and you're not doing it on. 01:11:03
Specific topic. 01:11:08
So that you invite. 01:11:09
What the law called foliation. 01:11:11
You're destroying evidence or records. 01:11:14
You're I think you're safe. 01:11:17
And that's defensible. 01:11:19
Practice underground. 01:11:21
So that would be my recommendation is if you. 01:11:22
Don't. If you don't feel like you need things indefinitely, set your phone in its settings to just purchase text messages on the 01:11:25
routine. 01:11:30
Cycle and then. 01:11:35
You won't have records issues beyond that period of time. 01:11:37
Do not delete things so that are required to be cancelled so. 01:11:43
Stephanie can tell you what your retention schedule is and what kind. 01:11:47
And I don't believe our attention schedule addresses text message. 01:11:54
I think we just it goes big to the to the state then. 01:12:00
And that's where I think that guidance is dispensable because the state really doesn't. 01:12:05
But if you do a Google search. 01:12:16
You know, text messages, Grandma records. You'll find ugly examples of where text messages come back to fight. 01:12:18
Health officials. 01:12:26
School board during COVID had a relief about that. 01:12:29
All right, so that's social media. 01:12:40
The secondary employment, I apologize for this, it I, I was just. 01:12:43
Trying to consolidate some text and it shows you that consolidation in green. 01:12:48
The next section is adding some language around protection of children and. 01:12:55
We have a number of programs. 01:13:06
Children's use theater, some programs at Blue Moon in addition to our Youth Council. 01:13:10
Where we have. 01:13:18
Folks engaging with children on behalf of the city. 01:13:21
And. 01:13:26
Other cities have found in similar situations that. 01:13:28
Umm, Addressing that in policy is important in terms of having 0 tolerance for abuse, having a process to report any suspicious or 01:13:33
inappropriate behavior, and then having a process to do some background checks. 01:13:43
City officials, staff and volunteers. 01:13:54
On page 54. 01:14:14
We have deleted some language that. 01:14:19
Could potentially be confusing. 01:14:24
About whether or not. 01:14:30
Asking for employees that might have used. 01:14:34
For alcohol on the job. 01:14:39
To engage with our EAP. 01:14:42
So I think. 01:14:46
At a really practical level, where this situation to come up? 01:14:49
It is most likely that we would ask. 01:14:54
Permanent employees. 01:14:58
To participate with an EP. 01:15:02
But we don't want it in policy. 01:15:05
In the first sentence when it says because of the Syrian sanctuary of the illegal drug. 01:15:15
Illegal user is. 01:15:20
You may have alcohol use that isn't. 01:15:22
A violation of the law that is a violation of your. 01:15:26
I think that is right. So that is a good catch. 01:15:30
In the next paragraph in the next phrase as well. 01:15:37
Digging illegal? 01:15:44
Abuse or abuse of alcohol can remain. 01:15:48
Just just delete. Yeah, that's good. 01:15:51
Without maybe all of the changes. 01:16:05
Go through the table of contents and update the page. We will, yeah. Yeah. We'll reformat us and everything, yeah. 01:16:18
So those are the changes. 01:16:26
That are being proposed. Any other questions? 01:16:30
I know for some of you, this might be the first time you've seen the whole handbook. 01:16:34
Senator, if there are questions and in the other section. 01:16:39
Then, if you're all comfortable with this, we'll bring it back to you. 01:16:46
Yeah, with additional changes. 01:16:58
Because I think we understand your yes tonight. 01:17:02
Well I'm sitting there thinking like OK so how like for the family group text if I deleted this far out, let's all the right 01:17:28
people and not mess it up. 01:17:33
OK. 01:17:46
Technology. 01:17:48
So. 01:17:51
I think that is it other than oh I do have one question on the calendar. Would it be problematic to switch to December 5th meeting 01:17:54
to December 12th? 01:17:58
For anybody. 01:18:03
I will not be here on the 5th. I may switch up what we've typically done in the summer and just do like a council dinner here 01:18:05
before. 01:18:09
Council. 01:18:14
Can we switch to the 12? 01:18:16
Typically that December meeting is pretty pretty sure. 01:18:19
I might not be here but I don't know yet, OK. 01:18:24
So we do have closed session. I believe this quick closed session. 01:18:32
Hopefully very quick. 01:18:38
And give me like 5 minutes to read everything. 01:18:40
Need a motion I Do we move into a closed session for some detox? Section 52-45. 01:18:46
Physical or mental health professional competence. Pension mitigation. Property acquisition. 01:18:55
Do we have it and I got the wrong? Do we have that posted on the agenda? Okay, I printed is the purpose of the closed session 01:19:05
physical or mental health or professional conference? 01:19:11
Real property. 01:19:19
So I think your emotional need to be that it's a real. 01:19:22
That relates to the partial terms. 01:19:28
Didn't include that. OK, thanks Sir. 01:19:31
Mr. Mayor, move to closed session pursuant to. 01:19:35
Do that support us to a 4205 to. 01:19:40
Property acquisition has been. 01:19:44
OK, family. 01:19:50
Forgive me abetment service. 01:19:53
Oh, yes, yes. 01:19:56
Yes, and. 01:20:01
So we are in closed session as soon as. 01:20:04
Stephanie gives us a thumbs up on. 01:20:08
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Does Allison need an introduction or? 00:00:05
Well, that's a great question. 00:00:09
Well, it's my first presentation. 00:00:14
Most everyone but. 00:00:21
Also I got to each other. 00:00:23
Real well, real world, real fast. 00:00:27
Right around at 2:00 o'clock in the morning. 00:00:32
So I'll do just a brief introduction of making introduce yourself. Alison has been Chester. Chester is our new Emergency 00:00:41
Management Coordinator. You may remember that in the fall of last year we talked to the council about terminating our existing 00:00:48
management. 00:00:55
Contracts with Unified Fire in favor of hiring someone in house. 00:01:03
It could mean a variety of our needs. 00:01:09
So Allison started with us in January, March, March. Wow, okay. Because now it feels like Allison is a bit of our group forever 00:01:13
and Allison provides support on a part time basis. 00:01:21
It feels like full time service. 00:01:29
Really diligently on a number of. 00:01:33
In addition to responding. 00:01:37
Various emergencies throughout the city and I will let her tell you a little bit more about her. 00:01:40
That's fine, that's OK. The first slide is only just me introducing myself, so that works. 00:01:52
I first thought, I just want to say I love, I love holiday. Holiday is great. Holiday is fun. I'm gonna stand up because I'll move 00:01:59
around too much and if I sit then I'll just bounce. So I'm not gonna do that. But. 00:02:06
Holiday has been great. I love it here. So I started in Emergency Management in 2018 and at that time I was working in Utah County 00:02:14
under the emergency manager there. So we went through fires and floods. 00:02:22
And debris flows and COVID. 00:02:30
And a plethora of wonderful experiences that were both fun and. 00:02:33
I learned a lot, so it's really fun to be here. I'm learning more and more each day at the city level and it's really fun to be. 00:02:40
At the local level we'll get a little bit into that, but everyone likes being either at the city level or their county level, so 00:02:50
I've had the best of both worlds. 00:02:54
You want to go to the next slide, Stephanie. 00:02:59
Thanks. So today I'm going to give you a really, really high level overview of Emergency Management and kind of what I do. We'll 00:03:02
talk about why Emergency Management matters at the city level and specifically for the City Council, we're going to talk about 00:03:09
municipal requirements that we have from the state and the federal level. 00:03:16
And then we're going to talk about our comprehensive Emergency Management plan that you guys all got in your packet. As you know, 00:03:23
it's a very long document. This is a very high level overview because I don't want to take an hour of your time. So we will fly 00:03:28
through it. 00:03:32
But down the road, we're going to do more training and all of it will make sense eventually. But I don't want to like feed you too 00:03:38
much through the fire hose. Today we'll talk about our organization chart that we would utilize in a disaster that kind of gives 00:03:44
you a visual overview of. 00:03:49
Who does what in a disaster at the city level? And then we'll talk about where we're going to go from here. So. 00:03:56
Next slide. 00:04:03
You're good. 00:04:06
I'm I'm chill all right, so. 00:04:09
Emergency Management is based upon priorities. Anytime any incident happens, we're worried about life safety, property 00:04:13
preservation, Environmental Conservation, incident stabilization and continuity of operations. 00:04:19
So on the next slide, I will show you our Emergency Management cycle. This is how we achieve our priorities. So at any given time. 00:04:26
I'm somewhere in this cycle and or in multiple spots in the cycle. Usually multiple if I'm honest. We're always mitigating and 00:04:34
trying to prevent future disasters or make them make the impacts. 00:04:42
Less lesser, we're always preparing, we're always planning, preparing, bringing our community in and trying to fill that piece. 00:04:49
And then obviously anytime an incident happens, we're trying to respond to that and stabilize that incident and recover from it as 00:04:56
quickly as we possibly can. So. 00:05:02
At any given time, we're somewhere in that cycle, but these are like our core tenement. 00:05:10
Or tenants and you'll recognize that in our plan we go through response and recovery and preparedness and mitigation in that plan 00:05:16
and that is purposeful so. 00:05:22
Why is it important to you guys? The very first thing is that every disaster is local. What I mean by that is a disaster kicks 00:05:30
off. 00:05:34
Our first responders go out, we respond as a city, right when our resources are exhausted, we call the county and they come in and 00:05:39
help us. When their resources are exhausted, they go to the state and then the state would go to the federal level. Hopefully we 00:05:45
never get to that point. Well, we do, but in different ways. 00:05:51
Umm, but even if we call the county and they come in and assist us or the state comes in and assist us for the federal level comes 00:05:58
in and assist us. 00:06:02
We're still in charge of that response. 00:06:07
At the end of the day, it is our responsibility, it is our documentation, it is our citizens and so. 00:06:10
They don't want to come in and take over that incident. They want to come in and offer us resources that we need. So it's supposed 00:06:17
to start and end at the local level. 00:06:22
The second reason is that we have state and federal requirements, obviously. Umm. 00:06:28
Today, the scent is covering all of those requirements. So the requirements that we have from a state level are all covered in 00:06:34
that document and that's why we need to promulgate it so that we can shut all of our boxes. And then the third reason is that if 00:06:42
we ever need disaster assistance from the state or the federal level or the county or if we ever want reimbursement. 00:06:49
We need to have checked all of those boxes to be allowed to have that opportunity to put in for that reimbursement or that 00:06:58
assistance so. 00:07:03
They're essentially saying, hey, if you've done all of your responsibilities, then we'll come in and help. 00:07:08
But if you're trying to ignore all the responsibilities, you can't just pass it on off the line. 00:07:15
So next slide. 00:07:20
So these are our requirements that we are covering in our comprehensive Emergency Management plan. 00:07:23
The first is to have an Emergency Management plan. 00:07:30
In the wording of the state, it's the emergency operations plan. It's the same thing. Basically, our region decided to go to a 00:07:34
comprehensive Emergency Management plan, which is just kind of a different template. And so we've decided to follow that so that 00:07:40
everything dovetails with our neighbors. 00:07:46
As part of our set, we also will cover our interim successors for the officers and the emergency manager. We'll talk about our 00:07:53
emergency alerting authority and how we. 00:08:00
Send out alerts to our citizens. 00:08:06
We need to designate an emergency manager and we need to have the ability to reassign personnel and disasters. So we'll go through 00:08:10
each of those and I'll tell you where they're at. 00:08:14
Before I do that, just as a point of clarification, what I gave you guys in your packet is our base plan. 00:08:19
That means it's like a high overarching, you know, overview of what our Emergency Management plan is. We will be adding a lot of 00:08:27
annexes. Most of those are still in development. The annexes have sensitive information and more specific information and there's 00:08:33
three different types of annexes that we'll have. We will have support annexes which are kind of administrative will have 00:08:39
functional annexes. 00:08:45
Which will cover things like. 00:08:52
How we run a shelter. 00:08:55
Or a degree management plan. And then we will also have hazard specific annexes that go over specific hazards that we might have 00:08:57
wind storms or earthquakes and so on and so forth. Most of those are still under development, but some of our requirements will be 00:09:04
covered in our first annex, which is support Annex A and it goes over city roles and responsibilities. We chose to put some of 00:09:12
those in there because some of them may change over time and it is more specific and sensitive. 00:09:19
But we don't want the baseline. 00:09:27
So our first one is obviously the interim successors, the Emergency Management Act in the public Utah Public Safety Code just 00:09:30
basically says that we have to designate our interim successors for. 00:09:37
The officers of the political division as well as the emergency manager and we have to go through. 00:09:46
So we will have that in our support Annex 8, because those might move around and change overtime. 00:09:51
The next one is our emergency alerting authority. 00:10:01
Basically this is in our SEM as well as the support annex. It's a little bit more detailed than the support annex as to who can 00:10:04
request from the county the access to iPods, but basically it says the pretty much the same thing. For those of you who don't 00:10:12
know, iPods is the integrated public Alert and Warning system. It is a national system that allows us to tap into the cellular 00:10:19
cellular network and send out warnings. 00:10:26
To our citizens, we did use that back in April. 00:10:34
In order for us to have access to this, we have to actually reach up to the county and request that that be sent out because the 00:10:38
federal government only gives only goes down to the county level for that missile code is what we call it. So, but this basically 00:10:44
covers that we go through the county that we would utilize iPods who has the authority to send those messages and then also that 00:10:51
we have other. 00:10:57
Other ways of informing our residents as well so. 00:11:04
The next one is the designation of the emergency manager. 00:11:10
Basically, this just basically says that, hey, our emergency manager will be whoever is in this position, whoever is the Emergency 00:11:14
Management coordinator, and that our job is to create a plan and coordinate emergency preparedness, response, mitigation and 00:11:21
recovery as well as coordination. 00:11:27
So that is also. 00:11:35
The emergency succession is listed in the support annex, but it's actually this is just in a call out box so. 00:11:39
And then reassignment of personal and disaster again is just basically if we declare disaster, we have the ability to ask our our 00:11:47
employees to. 00:11:53
Do something else for a short period of time that would support that disaster and. 00:11:59
Then go back to the regular jobs after that time. This is again called out just directly in our sense on page 26. 00:12:06
So all right, going over some again, this would be like lightning round of review of the set. So the first part is just an 00:12:13
introduction. It gives us scope. We talk about holidays, some of the demographics that we deal with in holiday, how the sample is 00:12:22
put together, which was started at the county level and has kind of moved down to the municipal. 00:12:31
Municipalities. 00:12:41
Halfway through and I can't talk. 00:12:43
All right. Then we're going to talk about concept of operations. We're going to go over that a lot more because that's really the 00:12:45
bread and butter of this plan. 00:12:48
There's also a section on financial management. It's just, you know, procedures. 00:12:52
Basic ideas that we need to keep in mind when we are going through disaster, how we're going to maintain our plan, and then the 00:12:57
roles and responsibilities are in the very back. I think it's like a really big chart that covers what we're responsible for, but 00:13:05
also where UPDUFA, the county and all of our different partners kind of fit into that. 00:13:12
Matrix. 00:13:21
So in the concept of operations, I told you that we kind of go through the phases. The first phase is actually the activation 00:13:23
phase, which we don't talk about activating when we talk about the four phases of Emergency Management. 00:13:28
But obviously before we respond to something, we need to know if we need to respond or how we need to respond. So our activation 00:13:35
phase is just, we're going to find out there's an emergency, we're going to assess it and decide what we need to, what we need to 00:13:44
do. We're going to convene our senior leadership for the city of holiday. We decided to have a different. 00:13:52
A little bit of a different model than other places because of the way that our city works. So we will have an executive group 00:14:02
that's made-up of our city manager and department heads and then we will have a policy group which is made-up of you guys. 00:14:09
So we would convene our executive group and our policy group as necessary to make the determination of if we need to activate this 00:14:17
plan. If we decide we need to, we're going to decide what facilities to use and how we're going to staff. 00:14:24
All of our needs. 00:14:31
Then we go into the response phase. This can last a while. Obviously, the first thing that I'm going to do in a response phase is 00:14:35
I'm going to open up the ECC. 00:14:40
Our creation center and we're going to start to build this big broad picture of what is actually going on and trying to gather all 00:14:45
of those data points. From that, we can determine what our instant priorities are. And then we're going to respond to the 00:14:51
emergency. We're going to issue public warnings, we're going to request resources, we're going to coordinate with all of our 00:14:57
partners and we're going to document our response actions. So in the plan, this is laid out a little bit more in detail as to how 00:15:02
we're going to do that. 00:15:08
Then we go into recovery. Something important to note is that when we talk about response and recovery, we are waiting until the 00:15:15
response is over to begin recovery. Usually we're trying to start recovery as soon as things are. 00:15:22
Stable. Stable enough that we have the bandwidth to start to look at recovery. 00:15:30
So this transition from response to recovery will take a little while. Part of that transition would be to convene a recovery task 00:15:35
force, and our plan goes over what that looks like, who would be in it, what those expectations are for that task force. That task 00:15:41
force is then going to assess recovery needs for our whole community and start to determine what the priorities are and initiate a 00:15:46
long term. 00:15:52
Plan. This part of the plan is fairly short. The reason for that is that there's an entire. 00:15:58
An entire FEMA document that's like 100 pages long, that is just the National Disaster Recovery Framework. So. 00:16:06
That's when we pull that document out. 00:16:14
So I didn't put too much detail in them. 00:16:17
All right. And then preparedness, obviously preparedness is not the last thing we do because we're doing it all the time, but we 00:16:21
put it in the last part of this document because. 00:16:26
When something does kick off. 00:16:30
I'm not worried about preparedness at that moment. 00:16:33
But obviously, we are always going to be planning for future emergencies. We're going to conduct hazard mitigation planning, which 00:16:36
we're currently in the process of doing. 00:16:40
We are going to train on certain FEMA trainings and also as a city, and then we're going to conduct exercises to practice what we 00:16:45
have learned and we're going to involve the public and Emergency Management. So all of that is also laid out in these sections. 00:16:54
All right. This is our emergency coordination organization chart. 00:17:05
So this gives you kind of like a visual overview of where things are. I'm going to start with our incident command unified 00:17:11
command. 00:17:15
That's usually like that's boots on the ground. That's our first responders. They're out, they're responding, right? They're going 00:17:21
to give us information and they're going to filter that to me and the coordination center. 00:17:27
And then in the coordination center, I'm going to have these people, I'm going to have an operations section, planning, logistics 00:17:33
and finance. And basically those people have very specific jobs, but it just keeps us all in line. We know what we're doing. We 00:17:40
know, hey, I'm documenting this, they're documenting that, and that means that we can. 00:17:48
Keep on top of our finances. 00:17:56
Get all of our resources that we need and keep planning for the next operational period. Where do these people come from these? 00:17:59
So these guys would be reassigned staff in this case, the loose plan is that each department would kind of take. 00:18:07
A section of that and when we get further into training, I will have a lot more resources and things to show you guys around that 00:18:17
that will make more sense. 00:18:23
And then we will have our executive group. They're going to meet based upon what the needs are. And the reason that the executive 00:18:30
group meets is like, hey, we need to declare a disaster. We need to do this. We need to do that. They're going to give resources 00:18:35
to me. 00:18:41
So that I can give resources to. 00:18:47
The incident commander, right? 00:18:51
Then you guys are right here. So executive groups going to meet. Then we're going to make sure that all of that information is 00:18:54
being filtered to you guys so that you know what's going on and you can talk to your constituents with the correct information, 00:19:01
right? Because a lot of a lot of what we do, a lot of what the executive group does. 00:19:09
Will take care of a lot of the administrative stuff. There will be a few things that. 00:19:18
Gina might have to come to you guys, or I might come to you guys and say we need this and it's above our capability, needs a vote, 00:19:22
and then that would come to you. But in many, many cases, we're just gonna be briefing you on everything that's happening and 00:19:29
keeping you up to date so that you can be helping us bring in partners and talk to the constituents in our community. 00:19:36
And then obviously we have Lena. 00:19:44
Over here, our PIO and you'll be working closely with her as well. So there's kind of this. 00:19:47
Circle going on where we're all going to be working together. So this is like a very high level again, we will get a lot more into 00:19:54
what your roles are. I will have a CHEAT SHEET for you guys as well that will lay out everything on like one piece of paper. 00:20:02
Things that you need to keep in mind for instance, and I'm it's pretty close to done, but it'll come as we do more training. 00:20:11
Next slide. 00:20:21
OK, so future training. So my plan is. 00:20:24
FEMA would have you do a course called the G402 course, and it's like drinking out of a fire hose. And no one likes drinking out 00:20:29
of a fire hose. I've done it. 00:20:33
Umm, not really. 00:20:38
Just just like the first year of Emergency Management. But So what I'm gonna do is I'm gonna break up that course into kind of 00:20:41
mini training sessions for you guys. And then as we have time and as the agenda works for you guys, I will come in and give you 00:20:48
like a 30 minute training session on little pieces and we will kind of build upon those. So the first one will be on the national 00:20:54
incident management system names which. 00:21:01
Emergency Management utilizes. 00:21:08
We'll talk about the incident command system, which is how we kind of integrate with our first responders. Then we'll talk about 00:21:10
the emergency coordination center, which is kind of the org chart I just showed you and what your role is within that network. And 00:21:17
then at the very end of all of that, we want to have a permission tabletop exercise. And basically what that means is we'll have a 00:21:24
bunch of people all in the room, all of our partners and we will go through a scenario and. 00:21:31
Work through how it should go, ideally with how we are coordinating and working with each other. 00:21:38
And that way everyone kind of gets an idea of what their place is and how it should work. Obviously the disaster, it's never 00:21:44
perfectly ideal, but if we practice it, it's better so. 00:21:50
That's kind of the plan. 00:21:56
If you guys don't have my e-mail and my phone number, it's right here. Please feel free to reach out to me anytime if you have 00:22:00
questions. If you have concerns, I'm happy to be a resource. I don't mind if you call me or text me. I'm happy to help out. So 00:22:08
hopefully this gave you kind of a, an overview. I know that the the samples are really long technical documents. 00:22:16
So if you guys have questions, let me know. 00:22:25
I don't have a question. 00:22:29
Just a comment, I think this is really important because. 00:22:32
This is the stuff that we haven't paid a lot of attention to because you don't need it. 00:22:36
You don't pay attention to it until you need it. 00:22:41
And we got just that. It was, I mean, one good thing that came out of that was that. 00:22:45
When we blew the house up, he gave us a real taste. 00:22:51
Of a plan in action. 00:22:58
And we didn't really have gone through this as much as we probably should have, but it was very interesting to see, even in that 00:23:01
case where Lena was new and you were kind of new. But still it's like you could see all the pieces start to work and the county 00:23:06
show up and building inspectors and. 00:23:12
The EPA's they're they're federal agency and them trying to work together and how do we get to school open and the Red Cross 00:23:18
showing up and so it was kind of an eye opening thing for me that. 00:23:25
It is something we need to be aware of and have a sense of it, so if something does happen that's more serious in nature. 00:23:32
We're all just running around like chickens with our heads cut off, right? But we kind of know who's supposed to be doing what, 00:23:40
even though I know every circumstance is probably different. 00:23:45
But it's great to know we've got a plan in place and now we'll be able to actually go start to. 00:23:50
More familiarize ourselves in more detail with. 00:23:58
Pieces of the plant and then actually do like a little tabletop where maybe we have a scenario we're going to walk through, 00:24:02
whether it's whatever you do, an earthquake or a fire, whatever it is. 00:24:07
So I think it's great. Well, thank you. I think it's, I mean, I know it's very important. This is one of those. 00:24:13
I trained in it all the time. This is what we what we do. We don't do it perfectly, but we're always learning from every instant. 00:24:23
We're learning from each other. But one of the things that I have recognized over the years of being an Emergency Management is 00:24:30
that having that plan and knowing what needs to happen, raise the stress level from up here to a little bit lower. It's not down 00:24:37
here, you know, but it's, it's a little bit lower because there's a plan and there's. 00:24:44
What I want you guys to recognize and why we'll go through NIMS and ICS and all of the acronyms that Emergency Management is 00:24:51
famous for is so that you can understand that there there's a method to our madness and there is a reasoning for what we're doing. 00:24:58
And there's a structure, there's a framework that we are working within that makes it a little bit easier. You know the other 00:25:04
thing I noticed. 00:25:10
Was the framework, but also the. 00:25:20
Relationships. 00:25:22
That you know, you get to know the Pios, so you know who to talk to and you know who you have a relationship with. The county 00:25:24
emergency coordinator in case you have to activate the EOC, right? And to see those relationships develop are really important too 00:25:31
in the in the event you have an event. 00:25:38
You know you know who to call and they know you and. 00:25:45
You can see how it kind of all works together. 00:25:49
Yeah, relationships are huge. 00:25:52
And. 00:25:56
Understand the battle of confidence in it. 00:25:58
That we have a plan, we're confident, we have the people who understand the resources. 00:26:02
That help also build that confidence. I think the one thing that. 00:26:07
I'll talk that term too much, but I think we made a change because. 00:26:11
I had a confidence problem myself because. 00:26:17
I think there was a training issue. 00:26:20
There was a not understanding the audience issue and we all were kind of scratching our heads. And so your ability to communicate. 00:26:23
To your audience, what we need to know. 00:26:32
Well, thank you. Yeah. 00:26:36
Yeah, I definitely want to and I want to make it easy, right small bites because. 00:26:39
Because it's a whole. 00:26:46
FEMA has a tendency to be like here, here is this big long training that's going to be 4 hours long. And when you walk out, your 00:26:48
brain is jello because you're thinking, you just fed me a lot and I got this much of that right. So I want to make it little steps 00:26:56
and then a tabletop I think will help a lot. So we'll go through that. And I hope that as we go through training and as we go 00:27:03
through these table tops that you guys also will let me know. 00:27:11
Of therapies that you're not understanding or things that we need to do better I'm. 00:27:18
Happy to have that feedback. I want to make sure that this is something that works for our city. 00:27:23
As a whole, including obviously something that Gina and Holly and I talked about a lot as we went through this plan, was just 00:27:31
trying to make sure that anything that we wrote in the plan is actually something that is feasible for the sides of the city that 00:27:37
we have and for the resources that we have. 00:27:43
And if we do exercises and we find things that we need to change, we will make those changes and yearly this will kind of will 00:27:50
review this plan and make changes to it as needed. So. 00:27:56
Yeah, hopefully it will be a good process. 00:28:05
Thank you so much. 00:28:09
Thank you guys. 00:28:10
Now the employee. 00:28:19
So in your packet. 00:28:27
Updated employee handbook with a number of changes. I thought I should walk through each of those changes and talk about them 00:28:29
briefly. The first change you see on. 00:28:36
It is a very minor change in the definition of temporary or seasonal. Sometimes when you go back and read things that you wrote 00:28:45
four years ago, I mean, I can't imagine that we thought we were going to hire all of our temporary or seasonals through the 00:28:51
agencies. 00:28:56
In reality, we hire most of them directly and so we just wanted to make that clarification. 00:29:05
Moving on to page 11 under Performance Evaluation. 00:29:14
As soon as we adopted a handbook originally, we've moved to. 00:29:18
And electronic software program and so there's performance evaluations rather than being stored in in. 00:29:23
In a filing drawer somewhere or in software. And so we're just making that clear. 00:29:33
Moving on to page 12 and mirroring what Allison just presented on, we added a section that says employees can be reassigned and 00:29:40
event emergency. 00:29:47
In that language nourished what is in the sun. 00:29:55
In Section 3. 00:30:02
We had one line. 00:30:06
In this in this handbook that was adopted pre pandemic that kind of referenced maybe possibly working from home. 00:30:10
Not knowing that was going to become for a while an important part of how we did city business. 00:30:21
So I have. 00:30:28
Struck that line and added this section on remote work that we'll get to in a moment. 00:30:30
Any changes? 00:30:44
The next change on page 20 that I'd highlight is Reflects. 00:30:47
A change in the timing of Juneteenth. 00:30:55
So in June. 00:30:58
The Council provided me with some direction to recognize. 00:31:02
In the way that the state recognizes GT, which at this moment in time is on the closest Monday to June 19th. 00:31:09
But I understand that a bill file has been opened to potentially change that during the next legislative session. 00:31:20
So the language just says we're going to reflect whatever the state is and hopefully at some point we'll get to, we can choose a 00:31:28
date for this holiday that that works going forward. 00:31:35
There is some iron in only two holidays having the date in them. 00:31:47
It's true. 00:31:52
On page 25 and then continuing through. 00:31:58
Yes, and I am actually going to propose one other slight change to that. 00:32:08
So for bereavement leave right now we have defined families, immediate family, including children. We added some language that 00:32:14
included miscarriage and that I would like to add silver as well. 00:32:22
What was that Gina? I would like to add Silverth shoot. So it would be children, pregnancy, miscarriage or still birth on item 00:32:35
four on two. 00:32:40
3.25 A 4. 00:32:46
And then moving to page 25, the bottom of 25. 00:33:00
27 is some language around the conversation we had a month or so ago about parental leave. 00:33:10
So most of this language reflects a policy that Midvale has adopted other work term following the direction of council member 00:33:18
Brewer is is shorter than the their term reflecting what he described as the 75th percentile, which I think is probably 4 weeks 00:33:27
rather than six weeks or a few weeks that some other communities have. 00:33:36
Your direction was that eligible employees? 00:33:48
Had to be with the city for at least 12 months. That could be part time. 00:33:52
So the language reflects that policy direction. 00:34:00
It reflects the direction that readily run concurrently with our FMLA requirements and short term disability. 00:34:05
And. 00:34:15
That provides some protection for the city as well. 00:34:16
So can you explain run concurrently with it? So what's the practical can you explain like a practical situation? 00:34:22
I've had this come up. 00:34:31
Other clients that didn't have this language in their handbook and it's been really difficult to. 00:34:33
Because an employee that's been with the organization for 12 months or longer is entitled to. 00:34:38
Up to three months, either concurrent or not concurrent leave. 00:34:46
Whenever they have. 00:34:50
Cells or a family member? 00:34:53
And if you didn't put this language in, then what would happen is. 00:34:56
They qualify for parental leave and then they. 00:35:02
Turn from your parental leave policy, they would say. 00:35:05
I also qualify for MLA. 00:35:09
And smaller employers like the city have a really hard time. 00:35:14
Work that we've. 00:35:17
So they have to they get. 00:35:19
So if somebody. 00:35:22
As baby or their family has a baby. 00:35:24
Or other medical events anymore. 00:35:29
There and they work full time. 00:35:33
For 12 months, they have. 00:35:36
Three months of FMLV that they, but that's not paid, correct. So we're basically saying that it's just job protection we're going 00:35:38
to pay for. 00:35:42
Four weeks of that. 00:35:47
But they have the right to be off for it's just they're going to get paid for four weeks. So there's two things they get that they 00:35:50
don't and they have to run it, but they can't. They can't stagger that and stretch it out to four months. 00:35:55
And they also keep their position. 00:36:03
Definitely. 00:36:05
Yeah. So I guess my only question there would be. 00:36:08
Because I know we had some discussion about what's the proper amount of time. 00:36:16
Is 4 weeks the right number? 00:36:23
Four weeks, I think reflects. 00:36:27
The previous or previous discussion, but as we talked about, there's a wide range of options that. 00:36:30
Cities and state agencies are offering right now from that grid from a few weeks ago. The state of Utah, I think is offering three 00:36:40
weeks paid. 00:36:45
Versus Park City that I think offers 9 weeks paid. So there's definitely a range. I mean, Midvale, when you take them as an 00:36:51
employer of they have more employees than you do, but roughly same population. They started with four weeks. 00:37:01
So that may be a model we would want. 00:37:15
With four weeks and see how it works for our city. 00:37:19
Anybody have? 00:37:30
An opinion on that? 00:37:33
I think it doesn't cost us much to make it a little more generous just because we have such a small staff. We're not talking about 00:37:40
exposing. 00:37:44
Ourselves to a whole lot. 00:37:49
Additional expense because we're not. 00:37:51
A population of 100. 00:37:54
Employees, we're only talking about. 00:37:57
Couple dozen. 00:37:59
I mean, I totally agree with that. The flip side of that, of course, is because we're such a small staff. 00:38:01
An absence is. 00:38:06
But I put her on the side of me expanding it a little bit rather than. 00:38:11
Yeah, because I think. 00:38:15
Given that we also have talked about, did we add in this, remember what I read versus what we just talked about now? 00:38:19
That was being able to stagger it in terms of yes, and that's part of the. 00:38:25
They were in a jam and. 00:38:32
Can you remote in and do some stuff for us? You know, if you're not incapacitated, I think that kind of offsets some of the, well, 00:38:35
the language. 00:38:41
I'm sure you're gonna walk through it, but my recollection is the language kind of puts a little bit of the onus on the employee 00:38:46
to be responsible about communicating with. 00:38:50
Their supervisors about how they're going to do that, so they're not. 00:38:56
Leaving the city an alert, but it gives them flexibility to work. 00:39:02
With their own family. 00:39:06
Maybe try to extend this out so there's more on site care for that newborn child per SE. 00:39:08
Three months if they work together right, Say I'm going to take a couple weeks off and then. 00:39:17
I want to come back to work for a couple of weeks. My wife said. However, it works out, you know what I'm saying? But so I guess 00:39:22
Gina, this is going to really put you on the spot. Maybe this is the proper. 00:39:27
Well, you're going to be throwing the spot, I think. So is that do you think going to six weeks is going to unduly burden our 00:39:34
small city based on? 00:39:41
Going for four to six weeks with your recommendation be. 00:39:48
Start with formula or do you think six weeks is? 00:39:52
I mean, I think you should make the right, whatever you think the right policy choice is and then operationally we can figure out 00:39:57
how to staff because like we think of some circumstances where we probably need to backfill that position. 00:40:05
So a parks employee in the middle of the summer, we would probably need to factor that position up to six weeks would be tough. 00:40:14
If we had a judicial assistant gone. 00:40:22
We need to backfill those positions, so we need to work through those circumstances individually. Do you think we could? 00:40:27
I think we could do, it would be tough, but we could manage it because my sense is from the three, the other two males that have 00:40:35
weighed in. 00:40:39
Four weeks is. 00:40:49
Not enough. 00:40:51
It's not. I mean you can take obviously the more leave, but it's not paid. 00:40:53
But that doesn't change the fact that you would still have to backfill those positions if if the person was gone longer. So I 00:40:59
guess that for me, the difference between 4 and six weeks is whether it's paid or unpaid because we're still not going to be 00:41:04
there. 00:41:09
Is the idea here I understand that? 00:41:19
It runs currently. 00:41:24
But what about the hypothetical where someone has had a medical condition? 00:41:26
Where they've exhausted for 12 weeks and then the family. 00:41:30
With short term disability kick in at that point. 00:41:35
So I it we were thinking specifically in the case of pregnancy because that and birth and adoption because that's what programs 00:41:38
will leave. 00:41:43
I can see a circumstance where that could happen. 00:41:50
And then I think that, I mean, I think that would really be a discussion, management discussion. 00:41:54
That may be a point that. 00:42:02
To include somehow in the policy. 00:42:03
Allows you to count the. 00:42:08
12 months in. 00:42:10
And your policy usually dictates. 00:42:14
You could get into accounting. 00:42:18
Qualifies for. 00:42:28
If they have their family and they're taking family leave, then the concurrent thing is easy. 00:42:35
At the same time, but if they've had some family or medical problem or they've exhausted before, they still sort of qualify for 00:42:40
the parental leave. 00:42:46
Yeah, I see what you're saying, But I can think of circumstances where that could have happened. 00:42:56
Care for a parent? Yeah, sure. And there even can be a relationship with. 00:43:03
If you have. 00:43:11
Pregnancy and they. 00:43:13
Qualified for a family. 00:43:15
That's an interesting point. So cities policy I think helps that those kind of difficulties toward their Max of which makes me get 00:43:25
a little more sympathetic I think. 00:43:32
Maybe that's something we can work on. 00:43:39
But Drew, Drew, what you're saying is that. 00:43:46
This really are you saying that this is really just the financial, it's not a time issue because there's been a So what we're I 00:43:50
mean, if it's just a financial issue, to me it's like. 00:43:56
Let's let's not punish him and I agree with that read because they're FMLA qualifies them for three months sleep regarding. 00:44:05
So they have that right. 00:44:14
You're just talking about whether they're paid for. 00:44:16
Yeah, I guess. I guess the one issue would be if if. 00:44:19
If you've got somebody who's very, very, very tight budget. 00:44:23
It could force them to come back before they would. 00:44:27
They should, right. So I think we're for the, I mean, I think we're kind of for the six weeks. 00:44:32
I will be sure and share that with employees I think. 00:44:41
Generous policy direction, which I would just. 00:44:51
I really appreciate on behalf of. 00:44:55
Yeah, I agree. 00:45:01
I think our citizens would agree with that too. 00:45:04
Moving on to page 31. 00:45:14
We provided additional guidance on remote work. 00:45:22
So right now. 00:45:26
Post pandemic. 00:45:29
Some employees in some departments, depending on job responsibilities, are able to work remotely one day a week and so this 00:45:31
language. 00:45:37
Just kind of mirrors what is happening. 00:45:45
In practice right now. 00:45:50
And clarifies that no job will be fully remote. 00:45:53
That we expect people to be in the office four days a week, so up to 20% of their jobs could be removed. 00:45:59
That we can change that depending on the needs of the city. 00:46:07
That during an emergency we can ask people to work remotely. 00:46:13
And that's. 00:46:18
Say we were doing a building remodel, we could ask to work remotely. 00:46:20
Is there a process in basic attorney which positions? 00:46:28
Allowed for that or is it just? 00:46:33
It has been just the general rule. I think what we'll do is review that. 00:46:38
On a position by position. 00:46:45
Basis we might My take on this was that there's no right to work remotely. 00:46:47
One way or the other, it's it's up to the boss. That's right. Boss decides and that's what it is. There's no inherent right. 00:46:53
We can't move along in the park remote exactly and that is a great example. We can't do that. Our judge has once we returned to in 00:47:00
person court has been reluctant to move back to any sort of virtual. 00:47:10
Court proceedings. And so that's not an option in our court. It has not been an option in. 00:47:22
In John's apartment either. 00:47:29
So it's an option for some of our employees. 00:47:31
What's your take on on employees that are exercising that right? Like how how has that worked? 00:47:35
So from my perspective, for those employees that are using it right now, it works. 00:47:43
Really. Well, we have a number of employees that fit. 00:47:49
That have been hired recently that have. 00:47:53
Really lengthy commutes. 00:47:57
I think it adds to just their joy and investment in their position. 00:47:59
One day. 00:48:06
Because it seems to like this is something that can be seen and I just don't, I don't know what comparable jobs are, but as a as a 00:48:08
perk for certain positions to have that. 00:48:13
Yeah, I also think it in many cases it allows for more concentrated work than. 00:48:17
I just my only deal there is we talked about, I know that's in here. 00:48:30
Gina is. I'd love for there to be. 00:48:34
A little latitude for the supervisor. 00:48:39
Beyond what the directive is like in circumstances like. 00:48:44
I don't want to be able to prevent the supervisor saying, hey, the air is dirty, we talked about this. 00:48:49
We're going to. 00:48:54
We're going to go to a minimum set or the weather is really bad, we're going to go to. 00:48:55
Or, you know, circumstances come up where the supervisor can basically make a decision that, hey, I think it makes sense that we 00:49:01
convert some people to remotely. I want to be so strict that it doesn't give. 00:49:07
Supervisors or whoever you deem as being the decision maker. 00:49:14
The ability to. 00:49:19
Hit it without too much restriction. 00:49:22
And I hope that is the way we've set it up that basically it would be a conversation with me in those in those circumstances. 00:49:24
And I would probably call that at least at this point probably an emergency kind of situation. 00:49:35
I tried to come up with language and struggled around those bad air quality days. 00:49:43
That's something that likes and flexibility to work on over the next year in a way that makes sense with all our departments. I I 00:49:53
didn't want to tie their hands either, but I can see a lot of opportunity there and a lot of agencies have moved in that 00:50:01
direction. It's part of our sustainability plan goals. So I think there's a way to do it. I just couldn't come up with it yet. 00:50:09
We also have. 00:50:18
For instance, where where you have remote eligible employees that we. 00:50:19
Have a good understanding that. 00:50:25
They have adequate. 00:50:27
Communication and computing infrastructure at home to work effectively. 00:50:29
That they generally at work have three big screens in their office and they go home, they just have their laptop and. 00:50:35
Really can't be that productive. Do we have that sort of information to be able to make good judgments there? And so for most of 00:50:42
our, well for our employees that were here during the pandemic, you might remember that was part of something that we provided 00:50:49
with that first round of funding was laptops and screens to work remotely. 00:50:56
As staff has turned over, we've tried to redistribute that equipment and I think most employees now have most employees that are 00:51:05
in that situation that could work remotely. Toggle laptop. 00:51:12
I'm not sure upgrade. 00:51:19
That there are needed to be productive following. 00:51:26
But it wouldn't make sense to. 00:51:29
Some of that evaluate the architectural drawings or something. 00:51:33
How well can you do that on a teeny screen? 00:51:36
Sure. And that's something we've tried to be pretty cognizant. 00:51:40
Are you familiar with? 00:51:46
State does the air quality. 00:51:47
They call stairs. 00:51:58
And they just stay home if there's an airport. 00:52:01
Who makes that determination? 00:52:04
Her office, if there's a black state, they just stay home. 00:52:12
Everyone. 00:52:16
And my understanding is that there are pretty. 00:52:19
Direct guidelines around measures like 1010 measures. 00:52:23
And so that's good to hear that they can provide that. 00:52:30
That was one of my. 00:52:35
How can we get that information out? Sometimes even the snow days. 00:52:38
During the emerging season and even the summer when the air quality. 00:52:44
She just follows. I mean, she just knows two days in advance. 00:52:50
Whether she's kind of. 00:52:54
I was wondering, I don't want to like open a Pandora's box here, but I'm wondering kind of with the FMLA issue, I'm just thinking 00:53:01
of like, so if somebody's like family member has cancer, so there's like a long term caretaking need is is there a? 00:53:09
A means in this remote work to. 00:53:19
To work with somebody in that situation so that they're not having to take all of the time off to be with their loved one and help 00:53:22
that they could maybe work remotely and come at least divide that all up because. 00:53:29
Reading emergency, that's obviously a city emergency, but some family emergencies are such that you you can sort of work in. 00:53:37
Do not completely out and leaving the city in a lurch but so I'm just wondering if there's a way to. 00:53:45
Incorporate that without opening something that could be just used and abused. 00:53:53
I mean, that's a great question. I'm going back to look at our language around what? 00:53:58
We talk about. 00:54:04
Remote work opportunities there. 00:54:07
It doesn't really look like we do. 00:54:13
And that was going to be my question for Jamie and Todd is whether we wouldn't want to add anything in that section. 00:54:25
Kind of expands what we're required to. 00:54:33
By law. 00:54:37
I don't know that I would recommend doing. 00:54:39
As part of FMLA. 00:54:41
You might put. 00:54:43
Language in your policy that would encourage. 00:54:46
Dialogue between the supervisor and I. 00:54:49
How remote work might? 00:54:54
I do think public employers. 00:55:03
Where you can't offer compensation at the level of. 00:55:06
Private laborator. 00:55:10
There is some flexibility. 00:55:12
FMLA leave is a little different from the 88. 00:55:18
Accommodations like that. 00:55:23
Can allow FMLA leave to be taken. 00:55:25
Let's try to see if you could. 00:55:35
You could allow somebody hour. 00:55:37
Three months work. 00:55:41
And that part I feel confident we're doing. But I see what you're saying that maybe some language in our remote session to just 00:55:47
kind of work with. I don't, yeah. 00:55:53
Work through that for people in those kind of things. 00:56:00
That makes sense. I think we could. I think I understand the issue and. 00:56:03
Language because if you. 00:56:08
If you allow someone to work remotely and cut their community. 00:56:10
And pair it with. 00:56:13
They can make more of that. You could even justify it in that paragraph. Hey, employees may work remotely when it is deemed in the 00:56:16
passenger of the city, which may be. 00:56:20
Any way you can continue to work if it's remotely given you've got a family situation, but that would be a negotiation with a 00:56:25
supervisor of city manager that OK, it's in the best sense of the city that I not lose you. 00:56:30
I'll allow you to work remotely. 00:56:37
We'll take another look at that though, before you see this. 00:56:42
Anything else on the remote? 00:56:49
Moving on. 00:56:58
So there's language on page 43. 00:57:07
That is part of personal social media participation. 00:57:12
And Jamie, you and I haven't had a chance to chat about this, but there was a league presentation a couple of weeks ago about some 00:57:18
Supreme Court activity. All right. 00:57:26
So basically it is. 00:57:35
In this new well applied Council members as well. 00:57:39
But cases around how we interact. 00:57:44
On social media. 00:57:50
And about situations. And I do this all the time on my personal social media where I share city posts. 00:57:52
In those circumstances, the advice is that we make it clear that it is not a city sponsored. I am not speaking for the city when I 00:58:04
share those posts, even though it has my personal title and role. It is my personal social media. So we're just asking employees 00:58:13
to be real clear about that communication. So is there a typo in that last sentence? 00:58:22
Boys choose to share such folks. Employees are responsible for making clear that their personal page is not Oh, it should be not 00:58:31
Yes, thank you. 00:58:34
Yeah. 00:58:39
Not as a good look. 00:58:46
I was going to ask Amy is that? 00:58:50
But if you have that somewhere on your home page, is that sufficient or do you think it needs to be? 00:58:53
May need to be a little bit more than that. 00:58:59
The Paris Supreme Court cases are really interesting. One was the city manager. 00:59:01
Were elected officials in the school board in California? 00:59:10
The elected officials in California have. 00:59:14
Personal Twitter feeds that they then. 00:59:18
Turned into campaign Twitter feeds before they were elected. 00:59:22
And then they kept as school board Twitter feeds. 00:59:26
Once they were elected. 00:59:30
And they had people that would post. 00:59:32
Mean things. Repetitive things. 00:59:36
And they began blocking those that they didn't like. And so the question the Supreme Court wrestled with is. 00:59:38
Are they acting in their government capacity when they're? 00:59:44
Operating those Twitter pages and what they. 00:59:48
What they did is they didn't decide that. They remanded it to the lower court, but they gave direction on. 00:59:51
When you are and when you are not, let's say actor. And one of the things that we're really clear on in the case is. 00:59:57
If the city makes announcements and you and your personal feed, just repost the city's announcement. 01:00:03
You're not acting. 01:00:09
But if in your city, function as an elected official or as an employee. 01:00:13
You post something and you say. 01:00:19
We have a here. Here's the announcement for a hearing on this item. What do you think? And then people began commenting. 01:00:22
With what they think, then you are. 01:00:28
Acting as a city sponsored. 01:00:31
Page in your capacity as an elected official, and even if it's on your personal Facebook page. This gets a guest to your comment. 01:00:35
Even if your personal page is labeled, this is my personal page the second you begin. 01:00:42
The issue of that behavior on your personalization. 01:00:49
That particular post becomes. 01:00:52
City and you do not have the right to restrict people based on. 01:00:56
What they post or how they respond. Anything you do that is not content neutral. 01:01:02
Becomes the 1st Amendment issue when you invite the section 1983 lawsuit. 01:01:08
So the distinction then is reposting as opposed to engaging in dialogue. I would say the one area that is very, very clear in the 01:01:12
lawsuit is if all you do on your page is repost announcements as just this event is happening, that's it, then you're in safe 01:01:22
territory. But the moment on any host, not just one post that you post something and you invite. 01:01:31
Dialogue or feedback? 01:01:41
State your opinion or your view on something. 01:01:44
It arguably could be you acting as a public official, and where you're acting as a public official, anyone that interacts with 01:01:47
that has a First Amendment right in how they communicate with you, and if you violate that, you would. 01:01:54
So then the issue is to then if you're blocking anybody, you're shutting anybody down that's. 01:02:02
And it may be worth if there are a lot of questions. I did a training on this at the league. 01:02:08
Saint George a few months ago and if. 01:02:13
If it would be worthwhile, I can send you those materials or we could have a. 01:02:16
Conversation either with thought or I about it. 01:02:22
Because it's it is nuanced. 01:02:25
That's right. Emerged from that, yeah. 01:02:52
So here's the discussion about. The problem is blocking. So here's the question, the blockings, whether you get into trouble with 01:02:55
this. Yeah, the discussion is what converts it from being. Yeah. 01:03:00
Your own personal account and. 01:03:05
And a public account. 01:03:08
Where somebody has a First Amendment right. And I will say not all social media platforms are equal in how you do things. That's 01:03:11
really tricky because, you know. 01:03:15
Twitter Iraq is. 01:03:20
I don't think we can go in. 01:03:22
Comment about its user by user that you block. 01:03:24
I think Facebook you can go in and remove comments. 01:03:28
So you can unwittingly because of the platform. 01:03:32
And when we were talking as a staff, we had complained about even moved in. So I would really like. 01:03:36
So we have our neighborhood group chat which we do a lot communicating of information, but I don't run that so I'm not responsible 01:03:46
for adding or deleting people on any level. So with then. 01:03:54
So if I'm if I'm communicating that way of sharing information to somebody else is responsible for adding or deleting comments to 01:04:03
that and you have no authority over what they. 01:04:08
I believe you're most likely safe because you don't have that ability, but it does get it gets tricky because. 01:04:17
People can act very meanly and belligerently. 01:04:24
And what they say that is mean spirited is still protected unless it delves into territory of being being. 01:04:30
Racist. Sexist. Threatening. 01:04:40
Then you can remove it but. 01:04:43
Where that line is, you know, sometimes gets blurry but you couldn't delete yourself. 01:04:46
That's right, the neighborhood one. Which one is that? I can't remember. Next door. Next door? Yeah, I deleted myself. 01:04:54
If you have a policy in place. 01:05:08
So the I drafted a policy for another. 01:05:12
We'd be happy. 01:05:19
See you and you can look at it if you like it. 01:05:21
You can, you can create categories, right? So what we did is. 01:05:24
If it's in a business, solicitation is unrelated to the topic of the. 01:05:28
If it's a thought, you can remove. 01:05:36
That kind of thing. 01:05:39
Direct messages gets a little shrinky. 01:05:40
If it's sexually oriented, if it's threatening like we talked about, you can remove. 01:05:43
Those kinds of things right away, but. 01:05:48
Most everything else you have to allow. 01:05:52
Your only option often as a city is do you allow comments or do you not allow. 01:05:56
And you can turn them off altogether. 01:06:02
But that also is difficult because some platforms you have like Instagram, I think you have to turn them. 01:06:05
Annual process but like direct messages on Instagram like we get a lot of DMS from. 01:06:14
All the time. 01:06:20
Fake accounts trying to like sell us followers and stuff OK. 01:06:24
Social media policy. 01:06:33
So I'd be curious what you added, what you added. 01:06:35
And then your employees are. 01:06:38
Are in some ways similar and in some ways different. 01:06:42
So this language I, I was trying to reflect the guidance from the league. If you have other suggestions, okay, that would be 01:06:49
great. 01:06:54
The other piece of guidance that I included for our employees was not to access their personal social media sites from city 01:07:00
equipment or devices because that blurs that line between what capacity they're acting. 01:07:08
Involves our social media accounts that I use, my personal phone and a lot of the accessing like city accounts. 01:07:25
Is easier on mobile, so I do it on my phone. Does that then blur the lines of whether my phone is considered? 01:07:34
Yes. 01:07:42
Yes. 01:07:44
So your things on your phone would be. 01:07:45
Somebody asked for that. Did you? 01:07:49
You get put in an awkward place because she is the records officer would have to look. 01:07:53
When when I was a full time public official with EPA. 01:08:00
Because it's just. 01:08:07
Put them in but. 01:08:13
My reasoning for that is they did. 01:08:15
Just say here's my. 01:08:30
That we don't have cell phone. 01:08:34
Allowances so. 01:08:36
Like I use my personal phone for business. 01:08:39
And work so. 01:08:42
And there are ways to do that kind of a record search when I have my clients do is have a second person sit down with them when 01:08:44
they do a search? 01:08:49
And then if it ends up going to the records committee and I have. 01:08:54
You the argument to the reference committee. 01:09:00
This is an auditable. 01:09:06
Search for records because. 01:09:09
Another employee sit with so it's not just their word. 01:09:12
But unfortunately. 01:09:17