HomeMy WebLinkAboutOrdinance No. 86-01 � � . � , ,_. .,
ORDINANCE N0. 86-1
AN ORDINANCE ADOPTING PERSONNEL RULES REGARDING
CLASSIFICATION OF EMPLOYMENT POSITIONS, METHODS FOR
DETERMINING THE MERIT AND FITNESS OF CANDIDATES FOR
APPOINTMENT OR PROMOTION, AND ESTABLISHING A PAYPLAN;
AND PROVIDING OTHER MATTERS RELATING TO THE SUBJECT.
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BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF FRIENDSWOOD,
STATE OF TEXAS :
Section 1 . That certain document entitled "Payplan and
Classification Adjustment Report," a copy of which is attached
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hereto and made a part hereof for all purposes , which document
contains personnel rules regarding classifi�ation of employee
positions , criteria and methods for determining the merit and
fitness of candidates for appointment or promotion, and a
payplan for city employees , is hereby adopted .
PASSED AND APPROVED on first reading this 20th day
of January , 1986.
PASSED AND APPROVED on second reading this 3rd day
of February , 1986.
PASSED, APPROVED AND ADOPTED on third and final reading
this 17th day of February , 1986.
�
ayor
ATT T:
City Secretary
APPROVED AS TO FORM
PAYPLAN AND CLASSIFICATION ADJUSTMENT
REPORT
CONTENTS :
A. Classification Criteria
B. Classification Criteria, with wei�hed points
C. Recommended Job Classification chang,es
U. Recommended Classification Listing
E. Recommended Pay Matrix
F. Grade Ad�ustment Costs
G. Imglementation Plan
H. Cost Analysis
I. Reorganization Recommendation
December 30 , 1985
Ta : Mayour and City Council
By: Councilman Phyllis Lee
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� CLASSIFICATION CRIT�RIA
CONSEQUEN�E OF ERROR
This factor measures the effects of error on the organiza.tion as � whole
and the relative value of the job to the or�anization as the result of error
are concerned.
1 . Little or no consequence of error outside of disturbing ar
interrupting the task at hand. T�is type of error_ is easily caught
and corrected within the work unit.
2 . Limited consequence ot error that typically may result in
lost or damaged equipment and could reduce the immediate
effectiveness of the work group.
3. Noticeable consequence of error that typically could cause
significant loss of time and equipment and result in the reduction
of effectiveness of one or more work �roups .
4. Serious consequence of error that may have economic or le�al
ramifications that could cause hardship for the org,anization as a
whole and affect its ability to function effectively.
CLASSIFICATION CRIT�RIA
EDUCATION AND EXPERIENCE
This factor appraises the len�th of time usually or typically required
by an individual to obtain the specific educational background and to learn
to perform the duties effectively. Three types of information should be
considered : (a) years af required education beyond hi�h school (G.E. D. may
be substituted) �raduation; (b) previous experience on related work or lesser
position within the orpanization or outside required ; and (c) the
"breaking-in-time" or period of adjustment and adoption on the specific �ob
itself.
These three required areas must he adcled together to secure the overall
ratin� of Education and Experience.
1 . Up to and includinQ 12. months .
2 . Over one year and up to and includin� three years.
3 . Over three years and up to and including five years .
4. Over five years and up to and includin� eig,ht years.
5 . Over ei�ht years ,
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CLASSIFICATION CRITEKIA
FIDUCIARY RESPONSIBILITIES
This factor appraises positions within the classification plan in regard
to fiduciary responsibility,property control , receipt of, or disbursement of
funds . (Areas �ay be ad�ed to�,ether to Qet total amount. )
1 . Employee' s position ha.s no tiduciary responsibility.
2 . Employee ' s position occasionally requir.es fiduciary
responsibilities in a.mounts under $50.00 .
3. Employee' s position regularly exercises fiduciary
responsibilities in amounts over 550 .00 but under $500 .00.
4. Fmpl_oyee ' s position regularly exercises fiduciary
r_esponsibilities in amounts over $500.00 but under 52 ,000 .00
5. Employee' s position re�ularly exercises fiduciary
responsibilities in amounts over $2 ,OOU .00.
CLASSIFICATION CRITERIA
PUBLIC CONTACT
This factor measures the amount and significa.nce of conta.ct with the
public in relating to the overall function of the or�anization.
1 . Little or no contact with the public in situations that
h.ave an effect on the job or task at hand and the public view of
the or�anization as a whole.
2 . Routine contact with the public to carry out the routine
activities of the job. This contact is usually in very
structured situations that dictate normal or predictable
responses. Polite and courteous behavior is necessary in
terms of bein� successfttl on the job.
3. Re�;ular contact with public in situations that a.ffect the
a.ccomplishment of the job at hand. Contact is usually
structured and frequently requires normal tact and
,judgement. Occasionally contact may involve conflict and
require considerable tact and ,judgement.
4. Re�ular contact with the public in unstructured
situations that require considerable tact and jud�ement.
ConCact may involve negotiation , actinp as a
representative or as a mediator.
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CLASSIF'ICATION CRITEKIA
SUPERVISION GIVEN
This factor mea.sures the qtiantity and quality of the supervisory
restriction, instruction, and guidance the employee exercises toward
subordinates .
1 . Nane. May tra.in new employees or occasionally demonstrate
a task to be performed.
2 . Some supervision over employees that work directLy under
and in the same vicinity or physical space as the supervisor.
Requires responsihility for seein�, that standardized procedures
are performed efficiently, accurately, and c_ompletely.
3 . General supervision over variaus unrelated types or yroups of
employees . Requires responsibility for the assi�ning of iobs and
coordinating of a.ctivities af various �rougs of technical
employees.
4. Broad supervision over various unrela.ted types or groups of
employees in terms ot assigning jobs , plannin� procedures ,
determining priorities , and setting goals .
CLASSIFICATION CKITFRIA
JOB KNOWT_,EDGE
The purpose of this factor is to measure the nature and extent of
information of fact and skills tha.t the worker must command in order to
perform his joh in an acceptahle manner.
1 . Knowledge of simple , routine or repetitive tasks or duties
which requires ]_ittle or na previous trainin� , and typically
incliides brief and simple instructions .
2. Knowledge of standardized rules , procedures , and operations
requiring limited training and experience.
3 . Knowled�e of standardized rules , procedures , and operations
requiring considerable training and experience.
4. KnowledQe of standardized rules , procedures or operations
requirin� extensive training and experience to perform at an
acceptable level.
5 . Knowledge of the principles , concepts , and methodology or
practices of a professional or administrative occupation and
experience in applying this knowledge.
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CLASSIF'ICA'I'ICN CRITERIA
COI�FIDENTIAL DATA
This factor appraises the integrity and discretion required in
safeguardirp_ confidential c?ata. In ratin� the job , consider the character of
the data, the degree in which integ;rity is required and if disclosed would
the disclosure affect internal relations only or external affect upon the
City.
1 . Little or no confidential data involved.
2 . Occasionally works with confidential data, a.nd the effect of
any discl.osure would be neg,ligible.
3 . Regularly works with some confidential date if disclosed,
might ha.ve adverse internal effect.
4. Reg,ularly works with contidential date of major importance
which, it disclosed , may be detrimental to the City.
5 . �iall and complete access to reports , records , plans , and
programs where upmost inte�rity is required.
CLASSIFICATION CkITERIA
SUPER�.�ISION RECEIVED
This factor measures the quantity and e�ua.lity of supervisory
restrictions , instructions , anci guidance an employee receives .
1 . Close supervision in r_he form of short , specific assignments
that involve step by step or repetitive procedures . The results
are checked closely.
?_. Moderate sv.pervision in the form of job assipnments that
require various standardized procedures , and require limited
decision making in terms of the sequence of the procedures to
follow.
3 . L,imited supervision in the form of assigning objectives ,
priorities and deadlines . The employee is responsible for decision
making in regard to the methods , the soundness , and the
practicality of the procedures to be used.
4. Little or no immediate supervision and is usually in the form
af broad assignments , plans , or �oals . The employee is responsihle
for the ma,jor decision making in terms of procediires , methods , and
time tables.
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CLASSIF'ICATION CRITERIA
JOB COMPLEXITY
This factor measures the number , variety, and intricacy of the tasks to
t�e performed; the difficulty in identifying the requirements of the work, a.nd
the difficulty and judgement required in. performing the work.
1 . A limited number o� tasks and duties that are clear-cut and
directly related and require little or no choice in the manner in
which to proceed.
2. A moderate number of tasks and duties which require following
standarcl procedures which are of avera.ge difficulty and require
some decisions a.nd judgements about the approach or sequence or
procedures to re used.
3. A large number of tasks and duties which involve broad
functions and processes of an administrative or professional field
requiring independent decision making or analysis from the outset.
CLASSIFICATION CRITERIA
PHYSICAL DENfANDS
This f.actor measures the physical abilities required to function
effectively in the job.
1 . Normal physical exertion required in performing normal
everyday activities . No special physical demands are required.
Employee works indoors .
2 . Some physical exertion involving standing, bending, crouching ,
walkin� , and li�tin�. Physical activities may not be strenuous
hut may involve prolonged activity either indoors or outcloors .
3 . Regular physical exertion involvin� standing, bendin�,
crouching , walking, and lifting. Physical activity can be
strenuous and t*.iay inv�lve outdoor work.
4. Frequent strenuous physical activity usua.11,y performed
outdoors . Lifting heavy object or bulky objects up to 50 pounds.
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CLASSIFICATION CRITERIA
PHYSICAL DEMANDS
(�)
This factor measures the physical abilities required to function
effectively in the job.
10 1 . Normal physical exertion required in performing normal
everyday activities. No special physical demands are
requirecl . Employee works indoors .
20 2 . Some physical exertion involvin� standin� , bendin�,
crouchin� , u�alkinp , and lifting. Physical activities may
not be strenuous but r�ay involve pralonp_ed activity either
indoors or outdoors .
35 3. Regular physical exertion involvin� standing, bendin�,
crouching, walkinQ , and liftin�. Physical activity can
be strenuous and may involve outdoar work.
50 4. Frequent strenuoUS physical activity usually performed
outdoors. Liftin� heavy object or bulky objects up to
50 pounds.
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CLASSIFICATION CRITERIA
J0� COMPLEXITY
(A)
This factor measures the nu�ber , variety, and intricac,y of the tasks
to be performed; the difficulty in identifying the reqixirements of the
work, a.nd the difficulty and judQement required in performin� the work.
35 1 . A limited number of tasks and duties tha.t are clear-cut and
directly related and require littl.e or no ch.oice in the manner
in which to proceed.
75 2 . A moderate number of tasks and duties which require foll�wing,
standard proceclures which are of avera�e difficult,y and
require some decisions arid jud�ements about the approa.ch or
sequence or procedures to be used.
115 3 . A large numher of tasks and duties which require following
detailed standard practices which are of considerable
difficulty and require extensive �udgement and decision makin�
concerning the method and procedures and their sequence.
150 4. A large number of tasks and duties which involve broad
functions and processes af an administrative or professioral
field requiring in.dependent decision making or analysis from
the outset.
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CLASSIFICATION CRITEKIA
SUPERVISI�N RECEIVEU
(C)
This factor measures the quantity and quality of supervisory
restrictions , instructions , and Quidance an employee receives.
10 1 . Close supervision in the f�rm of short , specific assignments
that involve step by step or repetitive procedures. The
results are checked closely.
?_0 2. Moderate sugervision in the form of job assignments that
require various standardized procedures , and require limited
decision makin� in terms of the sequence of the procedures to
follow.
35 3 . I,imited supervision in the form of assigning objectives ,
priarities and deadlines . The employee is responsible for
decision making in re�ard to the methods , the soundness , and
the practicality of the procedures to be used.
50 4. Little or no immediate supervision and is usually in the
form of broad assignments , plans , or �oals. The employee is
responsible for the ma�or decision making in terms of
procedures , methods , and time tables.
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CI,ASSIFICATION CRITERIA
PUBLIC CONTACT
(A)
This factor mPasures the amount a.nd significance of contact with the
public in relatin� to the overall function of the or�anization.
35 1 . Little or no contact with the public in situations that
have an effect on the job or task at hand and the put�lic view
of the organization as a whale.
75 2 . Routine contact with the public to carry out the roiitine
activities af the job. This contact is usua.11y in very
structured situations that dictate normal or predictahle
responses . Polite and courteaus behavior is necessary in
terms of being successful on the job.
115 3 . Regula.r contact with public in situations that affect the
accomplishment of the .job at hand. Gontact is usually
structured and frequently requires normal tact and ludgment.
Occasionally contact may involve conflict and require
considerablP tact and judgement.
150 4. Regular contact with the public in unstructured situations
that require considerable ta.ct and judgement. Contact may
involve negotiation, actin� as a representative or as a
media.tor.
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CLASSIFICATION CRITERIA
FIDUCIARY RESPONSIBILITIF;S
(�)
This factor appraises positions within the classification plan in
re�ard to fiduciary responsibility,property control , receipt of, or
disbursement of funds . (Area.s may be added together to get total amount. )
20 1 . Employee ' s position has no fiduciary responsibility.
40 2. Employee ' s position �ccasionally requires fiducia.ry
responsibilities in amounts under $50 .00.
60 3 . Employee ' s position regularly exercises fiduciary
responsibilities in amounts over $50.00 but under $500.00.
8� 4. Employee ' s position reQularly exercises fiduciary
responsibilities in. amounts over 5500.00 but under $2 ,000 .00
100 5 . Employee ' s position regularly exercises fiduciary
responsibilities in. amounts over $2_ ,�00.00.
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CLASSIFICATION CRITERIA
EDUCATION AND EXPERIENCE
�B)
This factor appraises the length of time usually or typically required
by a.n individual to obtain the specific educational back�round anci to
learn to perfarm the du_ties effectively. Three types of information should
be considered: (a) years of required education beyond high school (G.E.D.
may be substituted) graduation ; (b) previous experience on related work or
lesser position within the organiza.tion or outside required; and (c) the
"breakinQ-in-time" or period of adjustment and adoption on the specific
job itself.
These three required areas must be added together to secure the
overal.l ratinQ of Edu.cation and Experience.
20 1 . Up to and includin� 12 months.
40 2. Over one year and up to and includin� three years .
60 3 . Over three years and up to and including five years .
RO 4. Over five years and up to and including ei�ht years.
100 5 . Over eight years .
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CLASSIFICATION CRITERIA
CUNSEQUENCE QF ERROR
(A)
This factor measures the effects of error on the or�anization as a
whole and the relative va.lue of the job to the orga,nization as the restilt
of error are concerned.
35 1 . Little or no consequence of error outside of disturbing
or interrupting the task at hand. This type of error is
easily cau�ht and corrected within the work unit.
75 2 . Limited consequence of error that typically may result in
lost or dama�ed equipment and could reduce ttie immediate
effectiveness of the work group.
115 3 . NoticeablP consequence of error that typically could ca�ise
significant loss of time and equipment and result in the
reduction of effectiveness of one or mare work Qroups.
150 4. Serious consequence af error that may have eco�omic or le�al
ramifications that could cause hardship for the organization
as a whole and affect its ability to function effectively.
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CLASSIFICATION CRIZ'ERIA
SUPEKVISION GIVF.N
(C)
This fa.ctor measures the quantity and quality of �he supervisory
restriction, instruction, and guidance the emplayee exercises toward
subordina.tes .
10 1 . None. May train new employees or occasiona.11y demonstrate
a task to be performed.
2.0 2 . Some supervision over employees that work directly under
and in the same vicinity or physical space as the supervisor.
Requires responsibility for seeing that standardized
procedures are performed efficiently, accurately, and
completely.
35 3. General supervision over various unrelated types or groups of
employees . Requires responsibility for the assipning of jobs
and coordinatin� of activities of various groups of technica]_
employees.
50 4. Broad supervision over various unrelated types or groups of
employees in terms of assignin� jobs , planning procedures ,
determinirg priorities , and setting �oals .
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CLASSIFICATION CRITERIA
J�R KNUG7LEDGE
(�)
The purp�se of this factor is to measure the nature and extent af
information of fact and skills that the worker must command in order to
perform his job in an acceptable manner.
20 1 . Knowled�e of simple , routine or repetitive tasks or duties
which requires little or no previous training , a.nd typically
includes brief and simple instructions.
40 2.. Knowled�e of standardized rtiles , procedures , and operations
requiring limited tra.ining and experience.
60 3 . Knowledge of stan.dardized rules , procedures , and opera.tions
requirin� considerable tra.inin� and experience.
RO 4. Knowled�e of standardized rules , procedures or operations
requiring extensive traininp and experience to perform at
an acceptablP level .
100 5 . Knowledge of the principles , concepts , a.nd r�ethodology or
practices of a professional or administrative occupation and
experience in applying this knowledge.
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CLASSIFICATION CRITERIA
CONFIDENTIAL DATA
(�)
Z'his factor appraises the inte�rity anci discretion required in
safeguarding confidential data. In rating the job, consider the character
of the data., the degree in which integrity is required and if disclosed
would the disclosure affect internal relations only or external affect
upon the City.
2.0 1 . Little or no confidential data. involvecl.
40 2 . Occa.sionally works with confidential data, and the
effect of any disclosure would be neglip,ible.
60 3. Re�ularly works with some confidential date if disclosed,
might have aclverse internal ef_fect.
80 4. Kegular. ly works with confidPntia.l date of major importance
which , if disclosed , may be detrimental to the City.
10� 5 . Full an.d complete access to reports , records , plans , anc�
programs where upmost inte�rity is required.
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GRADE GLASSIFICATION LISTING
GRADE I
1 .Temporary Help(nonprofessional/administrative assistance)
GRADE II
1 .Part-time (non professional/administrative assistance)
GRADE III
1 .Laborer I (all departments)
GRADE IV.
1 . Clerk I
GRADE V.
1 . Truck Driver I
2. Equipment Operator I
3 . Plant Operator I
4. I.aborer II
GRADE VI.
1 . Meter Reader I
2. Humane Officer I
3. Workorder/Serviceman I
4. Clerk II
GRADE VII.
1 . Accountin� Clerk I
2. Secretary I
3 . Truck Driver II
4. Equipment Operator II
5 . Plant Operator II
6 . Laborer III
GRADE VIII.
1 . Receptionist/Secretary I
2 . Humane Officer II
3 . M.eter Reader II
4. Workorder/Serviceman II
a 5 . Clerk III
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GRADE IX.
1 . Clerk/Secretary I
?_. Mechanic I
3 . Accounting Clerk II
4. Secretary II
5 . Equipment Operator III
h . Truck Driver III
7 . Plant Operator IlI
GRADE X
1 . Foreman I (All departments )
2. Firefi�hter I
3 . Dispatcher I
4. Library Associate I
5 . Receptionist Secretary II
5 . Workorder/Serviceman III
6 . Meter Reader III
7 . Hur�ane Officer III
GRAUE XI.
1 . Department Supervisors/Coordinators I
2. Clerk/Secretary II
3 . Mechanic II
4. Accounting Clerk III
5 . Secretary III �'
GRADE XII.
1 . Assistant to Department Head I �'
2. Library Specialist I
3 . Dispatcher II
4. Foreman II
5. Firefighter II
6 . Library Associate II
7 . Receptionist Secretary III
GRADE XIII.
1 . Department Supervisor/coordinator II
2 . Mecha.nic III
3 . Clerk/Secretary III
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GRADE XIV.
1 . Assistant to Department Head IIU
2. Library Specialist II
3 . Dispatcher III
4. Firefi�hter III
5 . Foreman III
6 . Library Associate III
GRADE XV.
1 . Department Supervisor/coordina.tor III
GR�iDE X.V I.
1 . Assistant to Department Head III
2 . Library Specialist III
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POLIC�: DEPARTMENT CI,ASSIFICATION LIST
GRADE PD I
1 . Temparary (non professional)
GRADE PD II
1 . Temporary (professional)
GRADE; PD III
1 . Part-time (non professional)
GRADE PD IV
1 . Part-time (professional)
GRADE PD V
1 . Patrolm�.n I (inc.luding Basic Certification)
GRADE PD VI
1 . Patrolma.n II (Intermediate Certification Reqizired and two
years law enforcement experience)
GRAAE PD �TII
1 . Corporal (Intermediate Certification Required)
2 . Patrolman III {Adva.nced Certification Required and four
years la.w enforcement e�perience)
GRADE PD VIII
1 . Ser�eant I (Intermediate Certification desired and lst
Line Supervision School within 6 months of advancement)
2.. Investigator I ( Intermediate Cer�ification desired and
complete Basic Investi�ators School within 6 months of
advancement)
GRADE PD IX
1 . Ser�eant II (Advanced CPrtification desired, Intermediate
Certification required and at least three years as a SGT I)
2. Investi�ator II (Advanced Certification desired and
Imtermediate Certification required with schools in field of
investip_ation anc� I. D. and at least three years a.s a INV. I)
GRADE PD X
1 . Lieutenant I (Intermediate certification with Supervision
and administrative schools required)
GRADE PD XI
1 . Lieutenant II ( Advanced Gertification with Supervision
and Administrative schools req1�ired and at least six yea.rs as
a Lieutenant I)
GRADE PD XII
1 . Ca.ptain (Advanced Certification with at least 12 years of
law enforcement experience including supervisory and
administrative duties)
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It is my recommendation that a number of job titles be changed to
reflect the actual job of the employee involved. These include
the following:
Employee Old Title New Title
Lynn Bucher Accountant Assistant to Director of
Administrative Services
Gena Johnson Data Entry/Payroll Personnel Supervisor
Clerk
Virginia McKenzie Children' s Librarian Library Specialist
Ruth Henry Bldg/P&Z Secretary Coordinator for Planning
and Zoning
Judy Waldrip Court Clerk Municipal Court Clerk
Cecil Change Water Supervisor Assistant to Utilities
Superintendent
Frank Fidelibus Juvenile Officer Investigator
Linda Burke Communications Communications
Supervisor Supervisor
Joy Williams Water Office Utility Billing
Supervisor Supervisor
AleY Buenrostro Parks Foreman Parks Supervisor
Donna Cashion Recreation and Special Recreation and Special
Activities Coordinator Activities Supervisor
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� _ DIRECT COMPARIS�N LIST
( INT) C/GS P/GS C SAL G AD TMR.S AD P SAL TITLE
KSN( 1 ) 10-J 11 -P 2185R 48 -0- 219�6 SEC III
JPT(3) 4-B 9-BR 13100 679 694 14473 SEC II
MGJ 7-C 11 -D* 162Q0 213 859 (2) 17272 DPT SUP I
JAK( t ) 4-K 7-L 16595 54 -0- 1 ��49 ACCT CLERK
JKW EX 11 -H* 1R540 15h -0- 1A696 DEPT. COORD.I
LJBucher 11 -I 14-M* 23426 471 • -0- 23897 ASST. D.H. II
SAM 4-K 9-G 16272 352 -0- 16625 CLERK/SEC I
CJS 4-K 9-G 16272 352 -0- 1h625 CLERK/SEC I
WDB 11 -D 14-L 2315� 279 -0- 23429 FIREMAN II
LJBurke S-L 13-L * 21817 5�� -0- 22317 DEPT.COORD. II
EJA 6-I 12-8 * 1702� 4�4 -0- 1743?. DISPATCHER II
JOH �-I 10-D * 15127 3?_2 -�- 16449 DISPATCHER I
SLJ 4-I 10- C 15R00 3?_7 -0- 16127 DISPATCHER I
KJM 4-H 10-B* 15372 439 -�- 1SR11 � DISPATCHER I
SLF 4-G 10-A* 15047 454 -0- 155�1 DISPATCHER I
IEP 4-I 8-H 159R7 163 -0- 1615� HUMANE OFF. II
SAH(1 ) 4-K 9-H * 1F595 3h3 -�- 16958 SEC. II
RPH(1 ) 10-G 11 -N* 2059$ 457 -0- 21055 DEPT.COORD I
DRR 11 -G 12-� 229�0 1 �1 -0- 23001 FOREMAN II
ARO 10-E al -K 19552 2R9 -0- 19R41 MECHANIC II
FCH 11 -E 9-P 19822 4� -0- 1986A EQPT. OP. III
MM 11 -G 7-Q i �241 145 -�- 183R6 EQPT. OP. iI
ACV F- I 7-� ►� 16910 72 -�- 169R2 TK. DR�. II
FS 4-G 5-r1 153�R 95 -0- 15�03 TK. DRV. Y
MSG 3-G 5-L 14913 1 �R -�- 15101 LARORER II
RT 3-G 5-L 14580 521 -0- 151Q1 LABORER II
US 3-C 3-K 12646 111 671 (2) 13428 LABORER I
BLW 9-D 12-F 18627 242 -0- 1RHh9 ASST. D.H. I
��
, M �
JL ' . 4-H 1C ": 15337 lh4 -0- 155�1 LIB.ASSOG. I
MJH(1 ) 3-I 9-C * 14733 626__�_ -0- 15359 CLRK/SEC. I
��
WF(3) NE6] HIRE 4-BR 9204 %�1066 � 10800 r CLERK I
AB 10- I 11 -0 21154 322 -0- 2147f, DEPT SUPER .
DGC 7-C 11 -D 16R03 469 -0- 17272 DEPT.COORD.
AL 4-H 5-N 15392 319 -0- 15711 I.ABORER �'I
RV 3-C 3-L 13603 94 -0- 13F97 LABORER I
i'' a�� ° �� �
CSE 4-B $-E �1 �+242 � 222 755 (2) 15219 RECPjSEC I
CGP 4-G 8-F 1 5309 2a 4 -(1- 1 5523 RECP/SEC I
LRR 5-C 7-E 14212 2R2 -0- 14494 AC(,T.CLERK i
DAW 5-F 7-H 15205 176 -0- 15381 ACCT.CLERK I
JJW R-B 13-A 17581 3f�4 -(1- 17945 DEPT.CORD II
SRA(3) 3-BR �►/-�r�O 12605 279 668 (2) ��-�3533 METER READ I
CGC EX 16-T 29992 272 -0- 30264 AST UT SUPIII
JIG S-J 7-M 16869 113 -0- 16982 EQPT OPER. II
AR 3-F S-K 14560 245 -0- 14805 LABORER II
RR 11 -F � 2-P 22900 101 -0- 23001 " FOREMAN II
ELS (3) 3-RP, ��. -�L(� 135R2 112 68R (2) 143R2 WRK.ORDJSER I
DBT 5-F 7-I 1552fi 1F�2 -0- 1568R PLT OPER. I
VMW(3) 3-BR �'�l� 12605 20 5h2 (2) � -�353�` METER READ I
SC 3-C 3-L 13603 94 -0- 13fi97 --�--� LABORER I
JMG 3-E 5-J 1426h 249 -�- 14515 LABORER II
RDS 11 -A 11 -J � 9337 114 -0- 19451 DEPT SUPER I
CT(1 ) 3-A 3-H 1 ?_646 R F71 1 2f 54 LABORER I
PUi.ICE DEPT. GhADE ADJUSTMENTS
RLD 1 4- I- pD-7-D 2643n 3FiR -n- 26?9f� PATROLMAN II I
GFE 15-G+ PD-9-B 279fifi 4(1$ -0- 2839fi SGT. II
RCE ( 1 ) 1 4-C-• PD-f�-B 2�+�«9 1 81 -�- ?4530 PATROI,MAN I I
�i
FJF(1 ) ' 14=H+ PD-R-C 269h5 621 =O- ?.7586 INV. I .
MG � 1 4- I+ PD- F' 27506� 374 =�- �7R8(1 PATROI,MAN I I I
3 FKH 14-G+ PD-6-E 25902 129 -0- 26031 PATROLMAN II
JMH 16-I+ PD-10-E 31268 374 -�- 31642 LT. I
I,L 15-F+ PD-B-D 27495 642 -�- 2R137 SGT. I
RJr1(1 ) 1 5-E+ PD-B-C 27076 51 (1 -(1- 2�586 SGT. I
SA(1(3) 3B+ PD-S-BR 2(1791 492 1162 22454 PATROI,MAN I
JJP(1 ) 15-c+ Pn-9-� 28098 2.98 -�- 2839h ScT. Iz
KAP(3) 13-A+ PD-S-BR 20791 492 � 10?._ 22454 PATROLMAN I
JTR 13-E- PD-5-D 24206 99 -0- 24305 PATROLMAN I
WKS 14-I+ PD-9-A 27297 543 -0- 27840 INV. II
JLT 1 4-D+ PD-7-B ?..532_2 435 -0- 25757 CORP. /PAT III
ART 14-H+ PD-8-C 2h719 87(1 -�- 275R6 INV. I
WL47 14-F'+ PD-6-E 25898 133 -0- 2.6(131 PATROLMA�T II
REW 16- I+ PD-10-E 31278 364 -0- 31Fi42 LT. I
SRW 13-G+ PD-f,-D 251Fi3 35R -0- 25521 PATROLMAN II
REY 13-D- PD-S-C 23615 7.14 -0- 23R29 PATRQLMAN I
BCY 14-G PD-5-H 259h3 346 -�- 2h3(19 PATROLMAN I
23603
* indicates si�nificant �oh classification increase or total change of
position responsibilities
(1 ) received Step increase in October. . .
(2) amount will be added at completion of 6 months probation. Sala.ry
adjustment will also be added at that time. These employees are not
eligible for additiona.l evaluation increase until anniversary of one year
of employment.
(3) this indicatPS the amotint that the emplo,yee was told would be their
salary a.fter 6 months of employment. . . these employees are not e]_igihle for
evaliia.tion increases no sooner than Oct. 1 , 19R6 .
All employees are eligible for three increases (a) across the hoard
raise piven by Council of $600 (b) adjustments through this payroll gV
1�t�� �
3a �,tt'
proces� , �n� (c) increase dUe to evaluar_ion of. performa.nce.
� � Al�l emplo,yees h , received the a�cr�ss the �rd increase. The
` employPes indicated by (1 ) on comparison. list have received a Step increase
� and will not be eliQible for evaltiation review and possihle increase.
Employees indicated by a (2) in the T'MRS column will receive that amount
upon successful completion of the six month probation period. They will
also receive their Grade adjustment at that time. This ad�ustment will he
addec3 to the annual salary on that date. The employees indicated by a (3)
wi.11 receive thP amount listed as a total increa.se a.nd will not he eligi.ble
for ac�ditiona.l evaluation increase dizring the 1985-86 budget year. ThesP
increases wil_1 not begin until the employee has successfully completed six
months of employment.
33
1��
��'� �
��
IMPLEr1Fl�?TAT•ION PLAN
Af�ter �areful c sideration and gatherin� input from nu�aberaus
� sources it is the genera.l feeling tha.t there is a. need for an evalu�tion
� based method of salary determinatian. This plan reqizires that each employee
be evaluated and all salary adjustm.ents be hased upon th.ose evaluations.
AlJ_ employees will be reviewec] in writing durir_g the last month of the
quarter prior to their anniversary date. The immediate supervisor will
conduct a face to face evaluation. The results of that evaliia.tion will be
forward ta the department head or director and hroug;ht alang with all other
pertinent materials to the EVAL,UATION REVIEW BOARD meetinQ during the last
week of the znonth precec�in� the quarter in which the employee wil�_ have an
anniversary of his employment date. The FVALUATION RFVIEW BOAR_D will
consist of the direct super.visor (Division Supervisor , Department Head,
Su.pPrvisor , or Coordinator) , the City Mana.ger, or his clesi�nated Personnel
administrator and a member of City Council. who will serve as non votin�
lia.ison to the Board. Each employee will be eli�iblP to receive 0 , 1 , ?. , or
3 Steps of increase hased upon the results of the FVATUATION REVIEGJ ROARD
meeting. This will be an evaltzation increase and does not in ary wa.y
reflect an increase simply because tk�e employee has reached the anniversary
of his/her hire daCe. Longevity pay will. he the rewaxd for yea.rs of
service.
The review process will be retroactive to Octoher 1 for the 19R5-R6
budget year in order to equalize the STEP/GRADE placement and implement
this pro�ram. �F:xcluding the 9 employees who have received a Step
increase as noted by (1 ) ] The EVALUATION REVIEW BOARD will meet twice
during the first month after the institution of this plan in order to
review for the lst and 2nd quarters ot the current btzdget year.
Any Cost �f I,iving adiustmenC wi1J_ be the sole determinatior. of the
City Council. Any COT,A will be either a flat amount per employee regarc�less
of Grade or a % of th.e Be�innin� Rate for each Grade with that amount bein�
piven to every employee in that same grad� reQardless of the Step within ��
the Grade. �1�� �`
a` i�
34 ��
� � , Cost •Anal_ysis
ANN.DATE GR ADJ MAX EV P MON 4� MON TOT INC MAX S
6% MAX. TOT $
KSN(1 ) 48 -0- (1 ) 4.0� 12 4R 48
JPT(3) 1001R5 679 -0-(3) 679
MGJ 061QR5 213 1036 86 .36 10 8fi4 1077
JAK(1 ) 54 54
JKW 050180 156 1122 93 .50 S 46fi Fi24
LJBUCHER 041475 471 1434 119 .49 6 717 118Fi
SAM 041282 352 998 83 . 13 6 499 851
CJS 060580 352 998 �3 . 13 4 333 685
WDB 013078 279 14f1F, 117 . 17 -9 1055 1334 �
LJRURKE 02�180 500 1339 111 . SR 8 893 1393
F.JA O1 2681 404 1 Q4h 87 . 1 7 9 7A5 1 1 £i9
JOH 071982 322 987 82 .25 3 247 569
SLJ 0915�i2 327 968 80 .h7 1 81 40R
KJM 020784 439 949 79 .�8 � h33 1072
SLF 0701R4 454 930 77 . 5� 3 233 6R7
IEP 0817R2 163 969 8� . 75 2 162 325
SAx(1 ) 10n17R 363 -0- ( 1 ) 30 . 25 1 ?_ 3�3 3h3
RPH(1 ) 100176 457 -0- (1 ) 38 .Ofi 12 457 457
�
DRR 051071 101 1398 116 . 50 5 5Fi3 6�4
ARO 061476 2�9 119(1 99 . 17 4 397 FR6
Fcx 0�17A3 4� 1 � 92 99 .33 2 199 245
Mr� 08�77� 145 1103 91 . 92 2 184 329
Avc �505R2 72 1019 �4. 92 5 425 497
FS (141582 95 924 �i3 .35 Fi _ 500 595 �1g�,
y�' t�
35 �'
M5G IU'L/nU Inri yUb /J .�U IL yUb IUy4
� �T .021782 �` 521 906 75 .50 ° � 904 112� .
' �`US O408A5 111 � 806 67 . 17 6 403 514
BLW 060776 242 1132 94.33 4 377 619
VMM 030181 930 111 � 92 .50 7 648 157R
JL 061879 164 93� 77 . 50 4 31n 474
MJH(1 ) 1001A0 626 -�- (1 ) 52. 16 12 626 626
WF(3) 100185 1066 6 533 533
AB 010A79 322 12R9 107 .42 9 9fi7 999
DGC 0117R5 469 1036 86 .33 9 777 1245
AL 090779 319 943 78 .58 1 79 39R
RV 1113�4 94 646 53.83 11 592 6�6
CSE 070185 222 913 76 .08 3 228 450
CGP 091184 214� 931 77. 58 1 78 292
LRR 022285 282 870 72. 50 R 580 862
DAW 121081 176 923 76 .92 10 769 945
JJW Q50178 364 1077 89 .75 5 449 813
SAR(3) 100185 279 279
CGC 080276 272 1816 151 .33 2 303 575
JIG 053�78 113 1019 84. 92 5 425 538
AR f1R09R2 245 8�i8 7�.0� 2. 14R 393
RR 040670 101 1380 115 .00 h 690 791
ELS (3) 1 (1Q185 112 112
DBT (1711 �3 162 941 78 .42 3 235 397
vr�w(3) i oo� �5 20 20
SC 071084 9,� 822 6R , 50 3 206 300
JMG 0109R4 249 871 7?_ . 58 9 653 9�2
R.DS 020182 114 1167 97 .25 R 778 R92
CT( 1 ) 032585 R 759 63 . 25 7 443 451
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� �GFE 082678 � 408 1704 142.00 2 2R4 69`2
� "' � .RGE(1 ) 0929�4 181 1472 1.22.67 � 2 181 •
FJF(1 ) 100t80 621 1�655 137 .92 12 621
MG 091277 374 1673 139 .42 1 139 513
EKH 051581 129 1562 130 . 16 5 651 780
JMH 060176 374 1899 158 .25 4 633 1007
LL 082779 642 1688 140 .67 2 218 923
RJM(1 ) 101382 510 1715 142.92 510
SAO(3) 07 85 492 492
JJP( 1 ) 1 (11474 298 1704 142.00 29R
KAP(3) 100185 492 492
JTR 112883 99 1458 121 . 50 11 1337 1436
WKS O40180 543 1670 139 . 16 6 835 137A
JLT 103083 435 1545 12R . 75 11 1415 1R51
ART 040177 870 1655 137 . 92 6 828 169R
WLW 041581 133 1562 130 . 17 '6 781 914
REW 030171 3fi4 189R 158 . 16 7 1107 1471
SRW 091083 358 1531 127 . 58 1 128 486
REY 1121A4 214 1430 119 . 1fi 11 1311 1525
B(.'Y 062781 346 1579 131 . 58 4 52.6 g72_
23 , 603 54 , 38�
It is impossible to say exactly how much this program will add to the
current salary amount bi�t I have figured the minir�um as S23 ,603 meanin�
�
that there were no evaluation increases whatsoever and the maximur� if -
fi�ured as if every employee received 3 Steps (6%) . The truth will more
than likely he somewhere between the two. This amount , even at the maximum ,
allows some funds for increases to the few exempt employees we have on
staff and also enough to perhaps consider the Incentive Fund discUSSed on
paQe 4. • ���S
l
3� �.(�`
��Same ' consideration mig.�t be given to allowin� tht 9 employees who rec�ived �
their Step increases by accident to be evaluated and recei-ve a maximum of
4�, , two Steps . The followin� is a chart indicatin� what effect this would
have on those 9 employees :
KSN 87h �
JAK 66F
SAH 678
RPH 842
MJH 614
RCE 9$1
FJF 1103
RJM 1143
JJP 1135
8038
Even allowing these 9 persons to be given an additional raise would only
raise the total cost of this program to Sb2 ,�26 which still allows for some
increases for the exempt e�aplovees and some money for the Incentive Fund.
If each of the 74 non-exempt employees were credited with 5200 in the
Incentive Fund that would only add S14 , $(1� to the total cost. It is my
personal opinion that it would be a well allocated S14,800 in terms of the
�
Qood well that it could be used to promote within our employees .
38 g�
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T��re are a few diff ulties with a pro�ra� of c .s kind. The ma�or� ` `
, � . � A
epr.oblem is that many supervisors do not like to �.. accountable for the� ' . .
actions and the evaluation of those they supervise and the old plan made it
very simple for them to just give sor�ethin� to everyone without being faced
with the need to evaluate the performance of their employees.
There would also be the necessity of rewriting the existing iob
descriptions but there is a need to do that anyway because they c�o not
comply with the new EEOC guidelines .
..
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ORGANIZATIONAL FLOW CHART (INCLUDING REORGANIZATION RECONiMENDATIONS)
Citizens
City Council
City Attorney City Secretary � City rianager City Judge
Public Works Administative Services Community Services Public Safety
Director Director Director Director
Streets Accounting *Library *Police
Draina�e Data Processing - Recreation *Fire
Utilities Payroll - � Counciling Ser. *Dispatch
Sewer/Water Acct. Rec. _ _ Humane *Em�. Mang.
Parks Maint. Acct. Payable **Code Enforcement *Fire Marshal
Inspections Personnel Planning & Zoning *E�g. Medical
*Engineering Finance *Municipal Court
Vehicle Maint.
Building Maint
*Currently directly under City Manager �
** Currently bein� done by Fire Marshal
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INTERDEPARTMENTAL CORRESPONDENCE
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IO/86/03
To: Department Heads
From: City Manager
Date: January 14 , 1986
Subject: Performance Evaluation
Performance evaluation is one of the most
important administrative functions performed by the
supervisor. Tell it like it is, leaving out prejudices and
favoritism. To be most effective, evaluation performance
should be a routine process, just not an annual reporting
process.
Effective immediately, we will begin implementing
an employee performance evaluation system. Attached are
guidelines for use when conducting an evaluation, an
explanation of the review process and a performance
evaluation form. Each permanent employee under your ,
supervision, excluding employees with less than six (6)
months of regular full-time employment, is to be evaluated.
ames C. Morgan, Cit M ger
/ksn
Attachm s
cc y Secretary
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REVIEW PROCESS
Al1 employees will be reviewed in writing during the
last month of the quarter prior to their anniversary date. Their
immediate supervisor will conduct a face-to-face evaluation. The
results of that evaluation will be forwarded to the department
head or director and brought along with all other pertinent
materials to the Evaluation Review Board (hereinafter referred to
as the "Board") meeting during the last week of the month
preceding the quarter in which the employee will have an
anniversary of his/her employment date. The Board will consist
of the direct supervisor (division supervisor, department head,
supervisor, or coordinator) , the city manager, or his designated
personnel administrator, and a member of City Council, who will
serve as nonvoting liaison to the Board. Each employee will be
eTigible to receive 0 , 1, 2, or 3 steps of increase based upon ,
the results of the Board meeting. This will be an evaluation
increase and does not in any way reflect an increase simply
because the employee has reached the anniversary of his/her hire
date. Longevity pay will be the reward for years of service.
The review process will be retroactive to October 1 for
the 1985-1986 budget year in order to equalize the . step/grade
placement and to implement this program (excluding the nine
employees who have received a step increase) . The Bdard will
meet twice during the first month after the institution of this
pian in order to review for the first and second quarters of the
current budget year.
Any cost-of-living adjustment (COLA) will be the sole
determination of the City Council. Any COLA will be either a
flat amount per employee regardless of grade or a percent of the
beginning rate for each grade with that amount being given to -
every employee in that same grade regardless of the step within
the grade.
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O1/14/86 - 42 - � fJ�
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GUIDELINES FOR PERFORMANCE EVALUATION
Guidelines to consider:
1 . Evaluate fairly. Remember to consider fellow
supervisors; being too liberal or too rigid in
comparison to others destroys morale.
2. Keep your counseling interview balanced between your
praises and the amount of constructive criticism given.
3. Do not try to change an employee' s outlook completely
in a day.
4. Listen to what the employee says. Learn what will
motivate them to improve.
5. Attendance
Attendance is a judgment factor. Attitude, frequency
of absences, and past work history are to be
considered. A serious illness or accident may affect
the guidelines listed below. You, as supervisor, can
best judge this factor. Example of �his particular
factor: An employee attending to children' s illnesses
could be rated satisfactory with absences exceeding the
scale below.
Number of Absences Prior 12 Months
Frequency Rating Scale
9 - 12 days Unsatisfactory
6 - 8 days Fair
3 - 5 days Satisfactory
1 - 2 days Good
0 days Excellent
HAVE YOUR EMPLOYEE SIGN THE EVALUATION SHEET. This does not
mean that the employee agrees with your evaluation. He/she
may want to add their views under "Comments" on the.
evaluation form. .•
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�� � ' CITY OF FRIENDSWOOD ' �'
+ F:�il?LOYEE PERFORMANCE EVALUATION . ,
N�; DATE
DEPARTMENT: POSITION
Reason for evaluation: end of probation annual special termination
(Circle One)
Ratin scale: U-unsatisfactor • F-fair• S-satisfactor • G- ood• E-Excellent
Rating Area U F S G E Comments
Job Understandin�: employee shows
a clear understanding of the job he/
she must do on a regular basis
,j�b PPrforman�P� neatness, thoroughness,
and accuracy of performance
Job Productivity: the quantity arid the
quality of the job in terms of actual
achievement
Job Dependability: attendance, being
punctual, appearance, integrity, and
stability
Job relationships: ability to get
along with fellow employees, the ,
public, and the supervisor �
Overall rating
General comments:
The evaluation of performance has I have discussed the above evaluation
been discussed with me as of with the empioyee on (dat.�) .
Employee's signature Rater's signature
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COAtMENTS BY EMPLOYEE( if he/she desires)
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