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I/ 145 University Avenue west, St Pan4 MN 55103 -2fldd mull afminnagdo CUM Phone: (651) 2111-1200. (8N) 925 -1122 0695 �`ovy Fax: (651) 281 -1299 ' T'DU (651) 281 -1290 Web Site; bttp-://www.lmnr.org Preparing for a Layoff and Other Staffing Reductions A Checklist for Local Government The first step a city should take in a potential layoff` situation is to determine who needs to be involved, one of the most important things the city can do at this time is to ensure that all key pies are kept in the con Ynau cation loop throughout the process. In most cities, the city council has the authority to move forward with an employee layofF. Those cities operating under a charter or civil service rules need to review those documents for any language on layoff` procedures. When the city is planning for a layoff, the city attomey should be informed and kept in the communication loop throughout this process. The city may also want to contact the ague of Minnesota Cities with questions about its particular layoff situation.. What should the city do as an employer to prepare for a potential layoff? A. Consult existing policies. Often a city's personnel policies, union contracts, civil service rales, etc,, vAll address the procedures that roust be followed when preparing for a layoff. If these docurents are silent about layoff procedures, past practice should be consulted as a potential guide. In addition, if a severance package is being offered as an incentive to encourage employees to leave volunt&dly, offering It across the board is a good way to avoid potential claims of discrimination. However, if the city chooses net to make such a package available across the board, it is important to document the business reasons for the decision to only offer the incentive to certain employees. The city can establish parameters (by policy or resolution that an employee must meet to qualify for such a severance package, but it should not arbitrarily pick and choose the employees to whom the incentive will be offered. These documents should also be consulted to determine what kind of severance p a y outs (compensatory time, vacation, sick leave, paid time off, etc.), if any, would be due an employee who will be laid off. Two key items to note abort severance payouts: 1) All compensatory time on the books for non - exempt employees (those eli 'ble for overtime) must be paid. out 2) In certain cases, state law limits the amount of severance pay that an employee ma y receive (Minnesota tatutes, Chapter 465.722), AN EQUAL OPPORTUNITY/AFFIRMATIVE ACTION IrMpLoyE