Coffeyville City Manager Ben Brubaker sent a letter to city employees Tuesday concerning a recommendation he will be making to Commissioners at the next Commission meeting on December 19th.
Brubaker will ask the Commissioners to reconsider the city’s recognition of the Public Employer-Employee Relations Act. The Act governs employee union recognition by the City.
The full letter sent to employees can be seen below.
Dear Coffeyville City Employees,
I want to share some thoughts with you directly regarding an upcoming recommendation I am giving to our City Commission about reconsidering the city’s recognition of the Public Employer-Employee Relations Act (PEERA). This is a decision that could have significant impacts on our organization, and it’s important to me that you understand the reasoning behind this proposal.
First, let me express my deep appreciation for all the hard work each of you puts into serving our community. In my short time as City Manager, I’ve been laying the ground work to implement changes across our organization. While these efforts have been minor, I think they have been positive, and I believe there are broader changes yet to be implemented that will continue us down a path of success and that will benefit all employees and our city as a whole.
My goal is to create a high-performing city organization—one that values innovation, efficiency, fairness, and consistently prioritizes the employee experience. While unions have historically played a role in representing some of our employees, I believe our current system under PEERA creates challenges that hinder our ability to reach these goals. Let me explain how this change could be beneficial to both employees and the city:
Challenges Under the Current System
1. Inconsistent Representation: Not all employees in a union have equal representation, not all employees pay union dues, and some positions simply are not eligible for representation. In addition, those chosen to represent a union may not have the training or resources available to truly represent their co-workers at the negotiating table. This creates disparities in workplace policies, access to resources, and overall equity leading to potential challenges in fostering team cohesion and ensuring fairness across the organization.
2. Constraints on Innovation: Current union contracts often limit the ability to adapt job descriptions or processes to meet changing needs. This can stifle creativity and prevent employees from doing their best work. For example, rigid job descriptions may restrict employees from contributing to areas where they could excel, ultimately hindering both individual and organizational growth.
3. Barriers to Performance-Based Recognition: The current system lacks recognition and rewarding great work, effort, or exceptional service to the public. Employees who go above and beyond—whether through innovation, exemplary teamwork, or outstanding customer service—often do not receive the recognition they deserve under these constraints.
4. Administrative Complexity: Managing four separate union contracts and an employment manual adds layers of bureaucracy that consume time and resources. This reduces leadership’s capacity to focus on initiatives that could improve employee experience, enhance services, and streamline operations. Negotiating can lead to an us vs them mentality and benefits held back to use as leverage later vs rewarding now.
5. Limits on Managerial Effectiveness: Great managers are essential for creating an environment where employees thrive. However, union constraints often dilute managerial authority, making it harder for leaders to address performance, offer meaningful recognition, or implement changes that benefit their teams. A system that empowers managers to lead effectively benefits employees by fostering growth opportunities, fair treatment, and a positive work environment.
6. External Influences on Municipal Operations: Involvement of external, non-city union representatives can lead to decisions driven by private agendas rather than the unique needs of Coffeyville employees, citizens and city operations.
7. Costly Processes: Negotiating with multiple unions results in high legal and administrative costs, diverting funds that could be invested in employee training, benefits, or other enhancements.
8. Resistance to Change: Efforts to modernize processes or implement tools that could improve efficiency and employee satisfaction are often met with resistance due to contractual limitations. For example, introducing flexible clock-in policies through new systems has been hampered by contract agreements, preventing employees from enjoying greater flexibility in their schedules.
The Proposed Path Forward
If the Commission decides to no longer recognize PEERA, my intention is to implement policies that ensure fair and equitable treatment for all employees while maintaining transparency and accountability. Many of these policies I will request become bound by ordinance or charter ordinances. A charter ordinance is more difficult than a regular ordinance to repeal. Some of these proposed changes include:
• Compensation Increases: I would change the effective date of current negotiated pay increases to January vs the employee’s anniversary date.
• Performance-Based Incentives: Establishing employee performance evaluations and end of year compensation programs tied to individual and team achievements.
• Market-Driven Pay Scales: Regular market salary reviews to ensure competitive wages.
• Cost of Living Adjustments (COLA): Annual adjustments to address inflation consistently.
• Employee Advisory Committees: Creating platforms for employees to voice concerns and provide input on workplace policies. This would create an official city recognized advisory board made up of employees voted in by their peers.
• Grievance and Disciplinary Transparency: Maintaining clear processes for addressing issues. Most of the current contracts address this and can be kept. I hate the word discipline. I think we are all adults and that we should be treated as such. Mentorship, coaching, training, and expressing clear expectations should be the first steps in any conversation about individual performance.
• Minimum Staffing: Maintaining appropriate minimum staffing levels in public safety departments.
This transition would not happen overnight. It would require careful planning to ensure that employees’ rights and benefits are protected during the shift and I am committed to making that happen. In addition, a new level of manager training would need to be implemented. Nonrepresented benefits derived from union membership can continue. Many of these organizations allow for continued membership and access to benefits even without direct representation at the city.
Why Make This Change?
Coffeyville residents want greater value from the City Manager and the City Commissioners. They want a higher level of service. Past administrations have failed at providing this. How do we provide citizens higher level of services? We become a high performing city organization. My vision for Coffeyville is a city government that operates efficiently, rewards excellence, and provides a fulfilling work environment for all employees. Exiting PEERA would remove barriers to innovation and collaboration, creating an organization where all employees feel valued and heard and can produce their best work more often.
I understand that change can be unsettling, and I am committed to listening to your feedback throughout this process. My hope is that, together, we can build a stronger, more unified organization that better serves our employees and the community.
Thank you for your dedication and commitment to Coffeyville. I look forward to working with all of you to navigate this potential transition thoughtfully and collaboratively.
Ben Brubaker
