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CITOOF SAN BERNARDIO - REQl()ST FOR COUNCIL AOION
From: Councilman Jack Reilly
Dept: Council Office
Subject: Personnel Committee Report
Date: August 5, 1988
-31&
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Synopsis of Previous Council action:
Recommended motion:
That minutes of Personnel Committee meeting held August 4,
1988 be received and filed.
~T~
Signature
Contact panon:
John Cole
Phona:
384-5208
Supporting data attached:
Yes
Ward:
N/A
FUNDING REQUIREMENTS:
Amount:
N/A
Source: (ACCT. NO.)
(ACCT, DESCRIPTION)
Finance:
Council Notel:
75.0262
Agenda Item No.
to.
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PERSONNEL COMMITTEE
August 4, 1988
ATTENDEES:
Councilman Jack Reilly - Chairman
Councilman Tom Minor
Councilwoman Valerie Pope-Ludlam
Acting City Administrator - Jim Robbins
Assistant City Attorney - Denice Brue
Public Services Director - Manuel Moreno
Personnel Director - Gordon Johnson
Council Executive Assistant - Phil Arvizo
Mayor's Project Coordinator - Greg Garcia
NEL
extra
backup
l. DISCUSSION OF POLICY CONCERNING
- The Public Services policies and
board were presented, received
attached).
EXTRA BOARD PERSON-
procedures regarding
and filed. (Copy of
2. DEPARTMENT HEAD EVALUATIONS - The Committee recom-
mended that the form include a section for the ratee's
response. There was some concern that the form was too long
but after discussion and the reiteration that this form was
only for department and division heads reporting to the City
Administrator, the form was approved. The implementation
will take place after the finished documents are distributed.
(Copy of form Attached). Council action was deemed unneces-
sary.
3. PERSONNEL DEPARTMENT REORGANIZATION - The Committee
recommended acceptance of the reorganization and asked that
neither analyst have a support person assigned specifically
to them. The resolution adding an Administrative Operations
supervisor II and deleting a Personnel Assistant will be
placed on the September 6th Council Agenda. (Backup at-
tached).
Meeting adjourned.
JR:ej
Attch.(3)
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C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
8807-2716
TO: Council Personnel Committee
FROM: Gordon R. Johnson, Director
SUBJECT: Extra Board workers
DATE:
July 19, 1988
(7506)
COPIES:
James Robbins, Acting City Administrator;Manuel
ortiz, Public Services supervisor
-------------------------------------------------------------
Attached is a list of 40 extra board workers in the Public
Services Department. The right hand column lists their date
of hire. Those who are currently on permanent eligible lists
have the initials of those lists listed in the left hand
column of the page. MWI is Maintenance Worker I and ROI is
Refuse Operator I.
Manuel Ortiz will be in attendance at your July 21 meeting to
give further details about these workers.
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~.v'O- '-J aO flaW) ST~m 0
1. Anaya, Armando R. 34569 August 4, 1987
2. Aparicio, Ernest T. 34683 September 22, 1987
3. Astorga, Pablo R. 34644 August 191, 1987
4. Avila, Ramon N. 34645 August 28, 1987
5. Buffington, Coriedus L. 34685 September 22, 1987
"'~6. Dixon, Jessie 34252 August 4, 1987
7. Gonzales, Pedro P. aa~~.: September 22, 1987
8. Rodriquez, Alex E. 34680 September 22, 1987
9. Taupau, Tuli 34681 September 22, 1987
10. Th<lq)SOn, Marcus T. 34682 SeptenDer 22, 1987
Pd- 11. Ware, Kevin 34651 August 4, 1987
~:x: 12. Williams, Tony J. 34405 August 4, 1987
EX'.mA 8:lARD START DAm
Rc;n:: 1 . Becerra, Mark A 34510 May 12, 1987
~2. Briones, Matthew J. 34527 May 19, 1987
kn;3. Gomez, Jesus 34506 May 12, 1987
A:n: 4. Heuptill, Brian 34348 August 5, 1986
k1.r5. Henry, Steven L. 34231 May 21, 1986
P-c:. 6. Leal, David 34212 May 19, 1987
"'Vol):" 7 . Leal, Eliazer G. 34254 May 19, 1987
AO%8. Monroe, Rod W. 34654 August 4, 1987
f1<4; 9. Moreno, Dennis 33987 _ July 10, 1985
10.. Nolin, Kim 34349 July 24, 1986
M~l1. Rodriquez, Celio S. 34256 May 18, 1987
~o:G.2. Walker, Floyd 34653 August 4, 1987
({cs1i3. WAlker, James 34130 May 19, 1987
t"\o.i~4-et'\t1nc(' \PO( ~r -L
~~S( Qwo--k<. \ --"
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NA....E EXTRA BOARD START DATE
Brown, Sr., James W. 34828 llay 3, 1988
Robertson, Ivan B. 34842 "
Maynus, David E. 34188 "
Alba, Sergio C. 34826 ..
Byrd, Johnny L. 34829 "
C~~pos, Danny Jesse 34830 ..
English, Randy 34833 ..
Hernandez, Ruben J. 34834 ..
Jenkins, Robert G. 34835 "
Ma ~a, Joe V. 34837 ..
McKinney, Richard James 34888 ..
Mendoza, Robert M. 34839 ..
Morales, Jess 34840 "
Sandoval, Andy M. 34844 "
Shipley, Edward V. 34845 ..
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C I T Y 0 F SAN B ERN A R DIN 0
INTEROFFICE MEMORANDUM
8808-2703
':"0:
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Council Personnel Comm~ttee <)
Gordon R. Johnson, Director of Personnel ..~(<
Draft Management Performance Evaluation Form
FROM:
SUBJECT:
DATE:
August 3, 1988
(7521)
COPIES:
Jim Robbins, Acting City Administrator
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~ayor Wilcox, Jim Robbins and I have developed the attached
draft Management Performance Evaluation Form for your consi-
deration. The Mayor proposes to use the form in the following
r.anner:
1. The responsibilities or objectives called for in Part 1
.ou1d be developed by the City Administrator with input from
the employee being evaluated. The Mayor would submit her
input before this part became final.
2. Only department and division heads reporting directly to
the City Administrator would be evaluated under this system
during the first year. This would allow the "bugs" to be
.orked out of it before it is implemented for other manage-
r.ent employees.
3. The evaluation program would not be implemented until
the new City Administrator has the opportunity to review it
and add any input he/she might have.
". Annual evaluations would be given each January and
February for the prior calendar year's work.
The final form will be printed using smaller type so that it
does not take up as many pages as this draft. It has been
prepared this size for your convenience in reading and noting
comments and suggestions.
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City of San Bernardino
MANAGEMENT PERFORMANCE PIAN AND EVALUATION
'lame
Jepartment
Job T~t1e
CNSTRUCTIONS
rhis form shall be
~esponsibi1ities for
~esu1 ts.
~stablisbing Expectations
Rating Period
to
used by raters and participants to list objectives and
participants and to document and evaluate performance
L. The rater meets with the parti-
pant to review the department's
long-range objectives.
l. The participant drafts his/her
perfo~ance plan. (Part I.)
I. The rater notes the priorities
for key behavior (Part II)
The rater reviews Parts I and II
with the participant, indicating
priorities and making changes as
necessary. The participant and
the ra~er schedule interim reviews
The rater submits the participant's
plan for approval (s).
,oni toring Progress
The rater and participant hold
interic reviews to discuss prior-
ities and progress and make appro-
priate changes. Major changes
will require reapproval. The
rater should consult the Personnel
Department if significant perform-
ance problems are identified.
Evaluating Results
6. The participant submits an
accomplishment report to the
rater at the end of the periOd.
The rater reviews this report
with the participant and com-
pletes the "Results Achieved"
section of Part I. Any achieve-
ments or disappointments not
covered for projects in Part I
should be included in the com-
ments, Part III.
7. The rater completes Part III
(comments) and the Evaluation
Summary (below) and submits the
evaluation for approva1(s).
8. The rater and participant dis-
cuss the evaluation, and the
participant receives a copy.
iTAWATION SUMMARY (CHECK APPROPRIATE RATING
er ormance Re at ve to
Expectations
Exceeds Meets Does not Meet
~T II Evaluation of Job Related Behavior ~ 0 0
~T III Evaluation of Job-Related Results .8 8
lERALL Performance Evaluation
)mpleted by: (Rater)
(Date)
.scussed with participant on:
Approved by:
Part~c pant's Sgnature In ~-
cating that discussion was held.
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0 0 0 0
PART I: PERFORMANCE PLAN AND EVAWATION OF JOB-RELATED RESULTS
Name Performance Period
to
INSTRUCTIONS I
A. List the most important responsibilities or performance objectives that ,
will contribute to the long-range success of the City during this
performance period. For each responsibility/objective, state the
priority (high, medium, low), and explain specifically what level of
performance is expected. Include a minimum of 5 objectives but no more
than 8 objectives. The following key result areas are provided as a
guideline for developing objectives.
B. Following completion of the performance period, specify the results
achieved for each responsibility/objective. Evaluate the results by
placing a check mark in the box which best identifies the results
achieved by the participant, relative to your expectation.
KEY RESULT AREAS:
FINANCIAL AND RESOURCE MANAGEMENT PRODUCTIVITY MANAGEMENT
Effective budgets, allocates, and utilizes Maximizes service without cor-
City resources. respondingly increasing re-
sources or sacrificing quality.
QUALITY OF SERVICE HUMAN RESOURCES MANAGEMENT
Responsively serves City residents directly Develops people (including self)
or indirectly by providing service to through planning, managing, and
other city organizations. supporting human resources pro-
grams.
State responsibility or objective. PRIORITY:
Specify how results will be measured. High Medium Low
1. e 0 C
Performance standard or target:
RESULTS ACHIEVED
Performance Rating EXCEEDS" MEETS DOES NOT MEET
0 0 0
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state responsibility or objective. PRIORITY:
2. Specify how results will be measured. High Mef]um 0
[J
Perforcance standard or target:
RESULTS ACHIEVED
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 [J 0
State responsibility or objective. PRIORITY:
3. specify how results will be measured. High Medium Low
D [J 0
Performance standard or target:
RESULTS ACHIEVED .
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 0 0
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state responsibility or objective. PRIORITY:
4. Specify how results will be measured. High Mebum 0
0
Perforcance standard or target:
RESULTS ACHIEVED
,
Perfor1llance Rating EXCEEDS MEETS DOES NOT MEET
0 [J 0
State responsibility or objective. PRIORITY:
5. Specify how results will be measured. High Medium Low
0 0 0
Performance standard or- target:
I
1 RESULTS ACHIEVED
i
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 [J 0
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4
State responsibility or objective. PRIORITY:
6. Specify how results will be measured. High Metjum 0
0
Perforcance standard or target:
RESULTS ACHIEVED
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 [J 0
State responsibility or objective. PRIORITY:
7. Specify how results will be measured. High Medium Low
[J 0 0
Performance standard or target:
RESULTS ACHIEVED
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 0 0
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5
State responsibility or objective. PRIORITY:
8, Specify how results will be measured. High Mefr Ci
0
Performance standard or target:
RESULTS ACHIEVED
Performance Rating EXCEEDS MEETS DOES NOT MEET
0 D 0
I
I Schedule of interim I
review dates:
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Plan submitted by: (Participant) (Date) Approved by: I (Date)
Reviewed by: (Rater) (Date) (Date)
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EV/WP.TION CF MAmGER'S JOB RtIATm BEHAVIOR
PARI' II:
I Performance Period
to
Name
INSl'Ru:::'ICH> :
Step 1: At the beginning of the period, the rater reviews the descriptions below and
indica':~s the relative weight and inportance of each to the participant's position.
other key behaviors may be added as necessary. Discuss selections with participant.
Step 2: At the end of the period, the rater rates the observed behavior by checking the
box to the left of the rating that best describes the behavior cbserved.
PUBLIC/a::MotUNI'lY RESPONSIVENESS Weight/lnportance: (Check one): c:! High ClMedium c:! IDw
EXCEEDS EXP~IONS
Proactive1y seeks and
finds creative ways to
identify and resporo
to resident needs.
Maintains a positive
working relationship
with elected represent-
and other departnents.
Often lea:3s comnunity
involvement efforts
and special programs
Maintains excellent
media relations.
MEETS EXPFn'ATICH>
Resporos to the needs
of City residents
through their elected
representatives dir-
ectly or through
other City departments
and other agencies.
Actively supports spec-
ial programs~ resporos
to requests for ser-
vice/information in a
timely, professional,
and thorough manner.
DOES NJl' MEET EXPEO'ATIONS
Responds to recpests for
service and/or information
only after prodding. Is
unable to provide City res-
ide!l-='s or their elected
reoresentatives with inform-
ado:'! or programs that
respond to identified needs,
thereby generating per-
sistent conplaints. seldom
participateS in camunity
programs.
nts:
PRCFESSICHU.I9oI Weight/Inportance: (Check one) OHigh c:!Medium c:!IDw
EXCEEDS EXP~IONS
Recognized by other.;
as extremely knowledgeable
in field and is often called
upon as an expert.
Exhibits exenplary in-
tegr ity and forth-
rightness. Actively
supports and teaches
professional develop-
ment.
MEETS EXPFn'ATIONS
Exhibits a sound depth
and breadth of knowledge
within field and has
the ability to apply
that professional know-
ledge to specific as-
sigrunents, even under
stress. Keeps current
in management/techni-
ca1 areas.
DOES NJl' MEET EXPEO'ATIONS
Perceived as sanewhat narrow
in hislher field am often
has difficulty applying know-
ledge to specific issues.
Solutions are often cpestion-
ed by higher authority.
Clai::s to be -too busy" to
atteld seminars or keep cur-
rent. Often loses per-
spective under stress.
COnments:
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0 0 0 0
H\J<lAN RES:M\CE MAIWDENl' Weightllnp)rtance: (Check one> o High DMedium DIDw
DCF-S NJl' MEET EXPEX:TATIONS MEE'rs EXPEX:TATIONS EXCEms EXPEX:TATlOOS
Coo;:letes performance plans Allocates staff and or- Encourages excellence
and evaluations only after ganizes effectively. by effectively JlD-
proa::ing. Does not invest Sets challenginq but tivating enplO~S to
in coaching and training realistic goalsi dele- set and EConp ish de-
ent:l:oyees. Has not shown gates authority appro- manding goals. Pro-
com::ittment to affirmative priately. Encourages vides employees with
action. OYer-staffs to eJrployee developtent well~ted and
cOV'!!= peak periods result- and provides realistic thorough evalua-
ing in avoidable costs. throughttul performance tions. Consistently
evaluation. Considers supports and often
affirmative action and leads city-wide
training inportant efforts in eJrployee
management responsibil- developoent and affirm-
ities. ative action.
Conrrents: -
TE.~ W::>~ We ight/IniJOrtance: (Check one> o High o ~leOiurr. o Low
DOES !VI' MEET EXPEX:TATIONS MEETS EXPEX:TATIONS EXCEms EXPEX:TATIONS
Ofte..., does not provide needed Works well with other Actively sU'fP)rts the
assistance to others. Com- organizations and de- organization's deci-
petes by withOO1ding informa- partmen':s by sharing sions even when in
tior-. Tends to avoid work resources and coord i- disagreement with them.
on tJlsks not of immediate nating plans and ef- Often initiates and
ben~it to unit. forts to assure maxi- leads cross~partnental
num results. Makes ef60rts and volunteers
difficult decisions resources for
unselfishly. Partici- , City-wide programs.
pates readily in cross-
departmental efforts.
COIrments: --------- ... - -------_. ----_.- -....._--
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0l'HER JOB REIATED BEHAVIOR -
senpt10n ot Expected Performance WeightlInportance:
Hi",h MNI ium IDw
Performance Rating:
--------
Oeser iption of Expected Performance Weightllnp)rtance:
Hi"'h Medium IDw
----- Performance Rating:
SlJolM.l\RY R!..1'I~ (;R JOB-RElATID BEllAVIOR
o EXCEIDS _ 0 MEETS o DOES oor lo\EET
rhe part II rating is not an average of individual ratings. It should be weighted on
:>ehavior i:~ high-~riority areas.
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E:\1ALUATED 3!: (Rater) <Date>
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PART III: -
UNPIANNm 1CCCMPLlSHMENl'S AN) CQoIMEN1'S
Both t.'le rater and the participant may use this section to dOCWlent inportant results
achie..-ed/missed that were not included in Part I and evaluation of effectiveness in
carrying out routine r~ibi~ities. Raters may use this section to include any
c~ts regarding this evaluation. USe additional sheets if necessary.
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M>APrABTT!1Y Weight/I~rtance: (Check one> OHigh OMedium [JIDw
OQ<"..,S NJl' MEE:l' EXPEcrATIONS
Rgsi.sts change or only
acc,=,:,Ls changes when abso-
luto:ly necessary. Some-
ti!!1e3 institutes changes
for sa1(e of change or will
ilI;l:a.'lent change witlnlt
cons idering the inplica-
tions .
Conments:
MEeI'S EXPOCTATIONS
Responds positively to
new situations and is-
sues and accepts changes
readily. While open to
new ideas, has the
strength of conviction
to avoid being overly
influenced by divergent
pressures.
E:<CEEDS EXPEx:l'ATIONS
Maximizes opportunities
created by change to
increase service and
prcductivity. Antici-
pates chang ing priori-
ties and manages conpli-
cated demands. can stand
ground when necessary,
but will chalpion new
nethods even when not
consistent with pre-
viously held positions.
INl'ERPERS:H\L EFFEx:l'IVENESS Weight/Importance: (Check one> [JHigh 0 Medium [] IDw
OQ<"...s oor MEE:l' EXP~ATIONS
Bas difficulty working with
otho:rs and often negotiates
to i.:Ipasse. Is often in-
vol~ in personality con-
fli=s and is described as
eit..""l'=r overly aggressive
or withdrawn.
CormIents:
MEETS EXPEx:l'ATIONS
Deals tactfully with
others and achieves
desired results in
spite of differing
opinions. Offers
criticism positively
without alienating
others; negotiates
successfully and is
able to recognize
and reward acconplish-
nents.
E:<CEEDS EXPEx:l'ATIONS
Is often asked to
mediate or help re-
solve conflicts.
Influences rather
than directs. Antici-
pates others' needs.
Negotiates to a win-
win conclusion even
umer extrene pressure.
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AOAPl'ABIL"T'lY weight/IJI1X)rtanc:e: (Check one) [JHigh [J Medium [J Low
!)()<'..,s oor MEm' EXPEX:TATIONS
Resists change or only
acce?ts changes when abso-
lut~ly necessary. Some-
times institutes changes
for salte of change or will
i~:e.'lent change without
considering the irrplica-
tions .
Conments:
MEETS EXPEX:TATIONS
Responds positively to
new situations and is-
sues and accepts changes
readily. ~ile open to
new ideas, has the
strength of conviction
to avoid being overly
influenced by divergent
pressures.
EXCEEDS EXPFO'ATIONS
Maximizes opportunities
created by change to
increase service and
productivity. Antic i-
p:ltes changing priori-
ties and manages conpli-
cated demands. can stand
ground when necessary,
but will chllllpion new
nethods even when not
consistent with pre-
viously held positions.
INl'ERPERSCU\L EFFEX:TIVENESS weight/Inportance: (Check one) DHigh [J Medium 0 Low
!)()<'-s oor MEm' EXPEX:1'ATIONS
Bas difficulty working with
others and often negotiates
to bpasse. Is often in-
volved in personality con-
flic:;s and is described as
eit-~r overly aggressive
or withdrawn.
Conments:
MEETS EXPFO'ATIONS
Deals tactfully with
others and achieves .
desired results in
spite of differing
opinions. Offers
criticism positively
without alienating
others: negotiates
successfully and is
able to recognize
and reward acconplish-
rents.
EXCEEDS EXPEX:1'ATIONS
Is often asked to
mediate or help re-
solve conflicts.
Influences rather
than directs. Antic i-
p:ltes others I needs.
Negotiates to a win-
win conclusion even
under extrene pressure.
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INITIATIV:: & RE~ Weight/I1lportance: (Check one) 0 High 0 Medium OIDli
IlOES oor MEET EXPEX:TATIONS
Resists new ideas. Respooos
when directed to do so or
001::- when problems are
c1ea=ly identified.
Def~~ lack of initiative
by blaming resistance of
others, citing lack of
reSOJrces, or claiming
-we've never done it that
way ::.efore.-
Connents:
MEETS EXPEX:TATIONS
Exhibits original think-
ing in establishing
plans and programs to
address issues. util-
izes resources cre-
atively to provide
the maxinum benefit.
Copes effectively with
the unexpected. Ini-
itiates programs to
increase productivity.
EXCEEDS EXPEX:TATIONS
Independently and pro-
actively develops and
initiates programs to
avoid recurring
problems. leads ef-
forts to try new ap-
proaches to inprove
productivity. Cets a
lot done with limited
resources. Takes full
advantage of unfore-
seen opportunities.
DEX::ISIotH'tllKIOO Weight/Inp>rtance: (Check one) 0 High 0 Medium OIDli
OOES oor MEE:!' EXPEX:TATIONS
Dela}'S decisions unneces-
sarily or makes on-the~pot
decisions without proper
k~':edge of facts or situa-
tiol"'..;. SOme decisions show
poor judgnent.
COIIIIlents:
MEE:!'S EXPEX:TATIONS
Gathers applicable facts
when available before
making key decisions,
yet when time pressures
dictate, makes decisions
with good judgnent.
EXCEEDS EXPEX:TATIONS
Often anticipates the
need for and identifies
key data to make deci-
sions based on relevant
facts. When necessary,
ma.ltes informed choices
with limited data.
Often described as
intuitive. Makes dif-
ficult decisions without
"uooue delay.
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IEA!>ERSHIP Weight/lIlportance: (Check one) OHigh OMediu.'11 0 Low
roES oor MEET EKP~ATIONS
Has 1ifficulty meeting ob-
jectives or setting prior-
ities for self or others.
Is often considered a road
blcx* and is bypassed by
subo~dinates and others
see!ting service. Often
rules by exerting position
aut3::>r ity. Manages re-
actively, not proactively.
sets goals that are either
too easy to attain or un-
realistically difficult.
COIIIIents:
MEETS EKP~ATIONS
Provides clear dir-
ection to subordi-
nates. Establishes
challenging but real-
istic goals and fol-
lows through to en-
sure cOllpletion. Ex-
hibits good coaching
and managing skills
and inspires others
toward achievement
of department goals.
EXCEEDS EKP~ATIONS
leads by exanple and
and is highly respect-
ed by peers and sub-
ordinates. Groups led
exhibit high degree of
goal~riented, cooper-
ative behavior. Often
sought to lead
special projects and
provide guidance out-
side the scope of
of his/her authority.
sets and achieves
goals for self and sub-
ordinates.
PIA~~ AID ORGANIZI~ Weight/lIlportance: (Check one) OHigh OMedium OIDw
t
OOES NJl' MEET EKP~ATlONS
Has :3ifficulty establishing
cons istent goals, objectives
and :reasurements; provides
mixe:l messages as to prior-
ities or issues. Work is
ofte., late. Does not ef-
fectively organize human,
fiscal, or physical re-
sources.
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i CollIIents:
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MEETS EKP~ATIONS
Oeve lops, cOIlllUnicates,
and inplements well
thought-out plans de-
signed to address spec-
ific needs and issues.
Establishes and mea-
sures time frames and
key milestones. Exhi-
bits thorough, logical
approaches for identi-
fying and solving prob-
lems. Organizes the
unit to effectively
accOlJtllish objectives.
EXCEEDS EKP~ATlONS
Proactively develops
short and long range
plans to address speci-
fic organization needs.
Inplementation occurs
without UMue higher
level inw1vement.
Priorities reflect
organization-wide con-
cerns and are re-
viewed to ensure ap-
propriateness. Goals
logically support de-
partment, City and
other agencies' 10RJ
range objectives.
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C I T Y
o F S~ N B E R J:l R DIN 0
INTEROFFICE MEMORANDUM
8807-2730
o
FROM:
James E. Robbins, Acting City Administrator
Gordon R. Johnson, Director of Personnel
TO:
SUBJECT: Proposed Personnel
reorganization
Department
clerical staff
DATE:
July 27, 1988
(7514 )
COPIES:
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Personnel Assistant Cindy Elias resigned effective July 27.
Instead of filling that vacancy with another Personnel
Assistant, I propose to replace that position with an "Admin-
istrative Operations Supervisor II." That position would
report directly to me and supervise the following positions.
For your reference, I have listed the inCUmbents' names:
Personnel Assistant
Personnel Clerk II
Personnel Clerk I
Personnel Clerk I
Hazel Grantley
Joe Acosta
Leticia Briggs
Darlene Rodriguez
Hazel, Joe and Leticia are currently supervised by Personnel
Analyst Doug Chandler and Darlene is supervised by Personnel
Analyst Diana Ramirez.
The advantages of this change include:
1. All clerical work will be centralized under an office
supervisor. This will improve clerical staff's responsiveness
to the needs of professional staff. Cross training will occur
giving added flexibility in dealing with fluctuating needs.
2. The two Analysts will be able to devote a greater
percentage of their time to performing prOfessional personnel
duties as they will not be burdened with assigning and
following up on clerical tasks.
3. The public and other city departments and divisions
will receive quicker response to their requests for service.
with cross training, everyone will be able to handle a wider
variety of requests for service instead of having to refer
people to a clerk from a different section of the department.
Diana Ramirez will continue to have Personnel Clerk II Lisa
Anderson reporting to her since the recruitment and selection
aspects of our department are of primary importance and in a
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O INTEROFFICE MEMORANDUM: lB07-2730t"\ 0
Proposed Personnel Depar~ent clerica~taff reorganization
.July 27, 1988
Page 2
city this size, two staff members should be committed to
those tasks full-time.
The Administrative Operations Supervisor II position is
Management and should be considered a Confidential employee
as well due to its access to labor relations information. The
salary differential for the top step between this position
and the Personnel Assistant position is $400jmonth. This
added cost would be covered by salary savings from two
positions which I have delayed step increases for and from
the savings during the time the Personnel Assistant position
is vacant pending replacement by an Administrative Operations
supervisor II. .
I request that this item be included on the August 4 Council
Personnel Committee agenda so that I may proceed as quickly
as possible with the reorganization.