HomeMy WebLinkAbout12/05/1995, 4 - CITY CLERK POSITION 1111011111J�111!jjl IIII MEETING DATE:
� IIII$ city o f San �.A1S 0B�SP0 12/05/95
COUNCIL AGENDA REPORT ITEM NUMBER:
FROM: Ann Slate, Personnel Director(3411�/
SUBJECT: City Clerk Position
CAO RECOMMENDATION: Receive and consider the recommendations of the
Council Subcommittee appointed to review the City
Clerk job description and related issues necessary to
commence the recruitment.
DISCUSSIONS:
The position of City Clerk became vacant in late September due to the resignation of
Diane Gladwell. At its regular meeting on October 3, 1995, the City Council
appointed Council members Kathy Smith and Dodie Williams to a subcommittee to
review the current job description and compensation for the position. A
comprehensive review was necessary in light of the redistribution of some of the City
Clerk duties to other City departments that had occurred earlier this year.
The subcommittee has met, conducted a through review, and will be prepared to
present their recommendations to the full City Council. Since the subcommittee is
in the process of finalizing their recommendations, their specific proposals are not
included as part of this report but will be available to the Council prior to December
5, 1995 under separate cover.
FISCAL IMPACT:
None anticipated.
7-�
MEETING AGENDA=
�
DATEITEM #
MEMORANDUM
TO: Council Colleagues
FROM: Councilmembers Dodie Williams and Kathy Smith.
DATE: November 27, 1995
SUBJECT: City Clerk Sub-Committee Report
For several weeks, we have been researching various organizational structures
relating to the city clerk's position among other California cities and one in
Washington state. This was done in an effort to provide the Council with a
recommendation to resolve what has been an extremely divisive and expensive
process for the City of San Luis Obispo over the past decade. We have now
completed our work, the results of which are contained in this report.
For your review, we have attached a CITY CLERK COMPARISON chart which
graphically shows the prevalent reporting system in a number of cites. Also
attached are the findings from our telephone and personal interviews. A proposed
job description with a recommended salary range, and a job evaluation ranking
summary with proposed city clerk ranking noted at the bottom are also included.
Since we differ on a solution, our separate recommendations follow.
liZiZ O CDD DIR
CAO ❑ FIN DIR
❑ FIRE CHIEF
RrEceIVED g"MEY ❑ PWDIR
IR' G ❑ POLICE CHF
DEC 1995 ❑ � (3 13 REC DIR UTIL DIR
CITY CLERK ! ❑ PERS DIR
SAN LUIS OBISPO,CA
y�z
1 Recommendation of Dodie Williams re the City Clerk :
After reviewing all of the documentation ( both Kathy ' s and mine ) ,
and reflecting further on my own personal contacts , I have come to
the conclusion that both the City and the City Clerk will be better
served with the clerk reporting to the CAO . To reiterate , we have
had over a decade of experience with an appointed clerk , and from
an historical perspective , IT HASN 'T WORKED.
There may be an emotional tie to the notion of an " independent"
clerk , however , there is no rationale for that structure . The
clerk does not set policy ; does not set agendas ; does not run
elections (we contract with the' county for that function).. The
clerk does provide FPPC information and forms to candidates ; does
collect and disseminate election documents ; does maintain city
records ; does attend and record council meetings ; does supervise
clerical and front desk staff ; does contact media . Those tasks
will not change , and none calls for a direct council /city clerk
relationship .
Regarding organizational structure , reporting to the CAO does not
preclude the council from working as closely with the clerk as in
the past . It ' s simply a more efficient model from a personnel and
reporting standpoint . Five individual council members are just not
capable of providing effective and sustained day-to-day
supervision .
With respect to the recruitment process , I recommend the Personnel
Department prepare the necessary materials as soon as possible ,
with a January 1 , 1996 start date for advertising this position .
If this model is accepted I would further recommend the selection
be conducted jointly between the Council and CAO .
To conclude , I have reviewed the draft job description and am
satisfied that it .accurately reflects the clerk ' s duties , except
that under the new model the "Supervision Received" section would
read "Serves at the direction of the City Administrative Officer" .
Staffing in the clerk ' s office , as well as the proposed job
evaluation ranking summary should also be reviewed for accuracy .
The suggested salary range of $3996-5195 is appropriate for the
duties listed .
y3
Recommendation of Kathy Smith:
That the Personnel Department immediately launch a regional
(western states) search for a City Clerk using the 6/95 proposed
revision of the Job Description with the following addition:
- Directs the preparation and dissemination of information
relative to City Council activity and action in a pro-active
mode to appropriate media and public network services.
Further, it is recommended that City Clerk Subcommittee remain in
place in an advisory capacity for a minimum of 1 year after the City
Clerk officially joins the City of San Luis Obispo management team.
Background:
The 1978 Charter of the City of San Luis Obispo. California - revised
by ballot measures 11/85, 6/86 and 4/91 - states the following:
"ARTICLE VII. APPOINTIVE OFFICIALS
Section 701. General Description.
The officials of the City of San Luis Obispo shall consist of a City
Administrative Officer, a City Treasurer, a City Clerk, a City Attorney,
and such assistants or deputies as the Council may deem necessary.
Such officials shall be appointed by and may be removed only by the
affirmative votes of a majority of the members of the Council. All
other officials and department heads of the City shall be appointed
by and may be removed by the City Administrative Officer."
Discussion:
It is apparent the original charter singled out the four management
positions because they represented leadership roles that - by
nature of the jobs - require broad knowledge of the operation of the
City of San Luis Obispo. Such appointees provide a part-time, elected
City Council with immediate access to four individuals with assured
independence in their ability to respond to any inquiries and offer
organizational insights without restriction . . . effective, open
governmental communication.
�y
Smith Recommendation - 2
While City Council history recounts some erratic combinations of
powers and duties including the offices of the City Clerk-Assessor,
City Treasurer and Director of Finance, a Council resolution in 1987
appointed the Finance Director as the Treasurer. Thereby, the City
Administrative Officer (CAO) was delegated the responsibility of
hiring the City Treasurer.
The San Luis Obispo CAO position, as currently constituted, has the
authority to hire and direct 10 top management individuals with
reporting responsibilities to five varying City Council Members. His
schedule is filled to capacity . . . and beyond.
Effective management practice dictates a "span of control" - ideally -
of four or five department heads with an absolute limit of seven.
In other words, the CAO already is stretched beyond effective
managerial boundaries.
The City Attorney must be "in the know" in all City transactions, as
each passes under legal review before presentation to City Council. A
legal mind, by nature, is cautious and conservative to protect City
interests. Information must be couched in terminology that meets
the acid test of judicial acceptance.
The City Attorney is an excellent conduit for a part-time City Council
as it consider complex proposals with legal implications. His
Independently-developed alternatives to CAO recommendations are
welcomed by public officials.,
The City Clerk works with the Mayor, the CAO, City Attorney and all
Department Directors to coordinate the preparation of the agenda
and support material. In that assignment and that of city-wide
Records Management, the individual has job-related, open access to a
broad scope of information and activity of interest to City Council
members and the public.
While actual election detail is a County responsibility, the City Clerk
is charged with organizing and conducting municipal elections in a
fair and impartial manner. The position requires the professional
skills, judgment and the thoughtful ability to provide unscrutinized,
independent information to members of City Council.
ys
Smith Recommendation - 3
It is in the best interests of open and effective
governmental practice that the City Clerk position continue
its current status . . . appointed by and reporting to a
citizen-elected City Council.
— N
U — o
—
U_
a�
�3
_CES
O
O
—OO am OO
N m
cn L —
U
O
cn
m = C —
O
co
3
O 'O _ V N
N N Q U >O U NU c
1- _
Y OT A p (ll >. C co N 0 0
p w. .. Q
ami o o v a a 0 0
U
..
CV W UD cn Q (V o = a O Z
-- V w _ N E — (� O C U O C
(D >• O m U o p ¢ •
0 c
Q: E � � a) 00 ¢ 2 +: � o o — N UO
Q Q _
CD CD CO
co Q a C Q (ll Q O Z (D p O _co
C � Q -0 C N p cn E U N 0 0
CD
ocn co – E
An
cn — � � o m Z — E cn c >+ — cn c
cam cn — — N o
Q a) O
C
O
Q cn cn
L U
Y +: _
Y
Q
E O Y
L
O
i L Q
O
O L
�L
Q Q
E
w�
Q
m
O O Q
C o ¢ U
U
� a Q
a� m E o
0 0 � a�
m
a c L
p U U
Y U a� Un
� O
cn U a 3 �
U U U U I-
z
>
A4
` < <` » >'
>a
wo
aO O O O ¢ ¢ ¢ ¢ a
O U U U U U U U U 0 0
Oo.U Q ¢ U o
Q
Om:o
v ,.d
co
aQ
0
0-
m co a o
Ncis N ca O
(Dcc
O >1 O i ca to c�
E m Uco L `� m
yL o c> E 00 w C C C c o
m O 0 m m m N a> 0 o
INTERVIEWS RE CITY CLERK POSITION
10/26/95 - Paul Lanspery - CAO Mercer Island , WA ( former SLO CAO )
Work required drives organizational design - ( not other way ) .
Historically SLO model hasn ' t worked .
Need clarity of work - ultimate responsibility .
Need person without 'political agenda .
No reason for CC directly under council .
CAO should be key staff support to council .
Mercer Island - CAO hires CC/City Atty •
11/2/95 - Dave Rosenberg - Mayor - Davis , CA
Prior years CAO was CC - Now separate roles . CAO hires CC .
CC reports to CAO - but has independent responsibilities .
CAO & City Atty . ( contract ) report to council directly .
No compelling reason for CC to report directly to council .
( Sent job description . )
11/2/95 - Joyce Howerton - Mayor - Lompoc , CA
CC , CAO , Treasurer , Atty . all "at will " employees .
No day-to-day supervision .
Has one FTE assistant .
Current CC in position 8-9 years . Previous CC many years service .
( Sent job description . )
11/2/95 - George Highland - Mayor - Atascadero , CA
CC elected - token payment ( $200 mo . )
CC also Admin . Secty . to CAO to give full time compensation .
CC reports to CAO.
CAO/Mayor prepare agenda items .
Per George : CC day-to-day supervision needs to be done by CAO to
monitor performance .
Reports to CAO .
11/2/95 - Pete Dougall - Mayor - Arroyo Grande , CA
CC elected every. 4 years . Full time job w/overtime ( $25 , 450 p . a. )
High level position - Dept . head .
Reports to CAO for daily supervision .
CC has one part time employee ( and a temp . for one time project ) .
CC does own clerical - maintains all city/public records .
CAO/Mayor set agendas - with input from Council •
44
a
11/7/95 - Roger Picquet - Muni . Judge - Former SLO City Atty.
SLO historically mis-emphasized and mis-identified role of CC ,
which has led to past and current problems in clerk' s department .
CC function is primarily ministerial and record keeping .
CC duties not those of top management .
CC is only department head whose maximum educational requirement is .
high school with shorthand and/or computer skills .
CC position has been politicized by former mayors .
11/8/95 - Randy Groom - City Clerk - Visalia , CA - 92 , 000 non .
CC appointed - "at will " employee . ( Also Assist . to CAO)
Works for council - with day-to-day reporting to CAO .
Part of Mgmt . Team of 5 dept . heads .
Serves as "Chief of Staff" to mayor - remains politically neutral .
Job description and org . chart received 11/20/95 .
11/20/95 - Sharon Jones - City Clerk - Pismo Beach - 773-4657
Appointed by City Mgr .
Likes current system.
Equal with other dept . heads . All meet weekly with CAO.
Works closely with CAO re agenda items .
No reason for CC to be appointed by or report directly to council .
CAO secretary acts as assistant CC in clerk ' s absence .
11/7/95 City.Clerk Phone Interviews
Santa Barbara - Harriette Miller
1/ - City Administrator serves as clerk -.she has deputy that runs the
office
- City Attorney hired by and reports to Council
- "Makes a great deal of sense" - considers circumstance efficient and
cost effective
- Deputy Clerk is."similar" to a department head but reports to ACAO
- Deputy clerk handles contracts/office has no policy-making
functions
- Charter was amended 15 years ago - Council used to hire clerk,
treasurer/felt all needed to be coordinated
- Deputy City Clerk is secretary at Council meeting
Santa Cruz - Katherine Beiers
- Charter City - Council hires City Clerk.
- City Clerk office seen as support system to Council:
- Handled Brown Act '
- Actively involved in setting agenda
- Is in contact with Department Heads if reports running late
- CAO has control of staff reports and "last word" to determine
if adequate info available for item to be on agenda
- Clerk handled complex switchover with Council on TV
- Mayor has "total confidence" in City Clerk and system
- City Clerk of long time retired three years ago/new one doing fine
- Sees City Clerk as process person with some agenda clout/Council
support
Santa Maria - Roger Bunch
- City Clerk is elected as is Treasurer
- Works with City Manager/has two people under her
- Current City Clerk worked under previous one . . . Not a
highly competitive.political position/more like popularity
contest. Once person elected, generally can stay.in job a
long time.
- Sounds less involved that some others/not involved with Brown
Act/keeps up bulletin boards
Ventura - Tom Buford
- City Clerk reports to City Manager
- Satisfied with system . . . not aware it has ever been any other way
—Larger Council . . . 7 members/don't get along well . . . having
reporting relationship would not work
- Clerk takes care of records/fair political practices concerns
10/13/95
Comments from Meeting at Cuesta:
VDave Howell- City Manager of Morro Bay
- City Clerk reports to CAO and City Council
- Is Secretary to CAO
- Definite division of her responsibilities
- Council minutes do not pass through CAO
- Dave feels the idependence of the City Clerk is important
- No problems with dual reporting in Morro Bay
t- George Highland - Mayor of Atascadero
- 12 or 14 years ago both clerk and finance appointed by
CAO with concurrence of Council/was also true of dept.
heads
- Current Clerk is elected and is part-time/ is the admin.
secretary. Finance person also elected.
- Council wants a ballot measure in `96 for both positions to
report specifically to Council - prefer independent clerk
but see political problem with taking power away from
voters.
Walt Macklin - Mayor of Paso Robles
- Rich Ramirez is actually on ballot -- he is both CAO and City
Clerk
- Walt expressed discomfort with ballot requirement
CONFIDENTIAL MEMORANDUM
June 6, 1995
TO: Kathy Smith, Council Member
Dodie Williams, Council Member
FROM: Ann Slate, Director of Personnel
SUBJECT: City Clerk Job Description
Attached is a revised job description for the City Clerk position (Attachment A). Diane
presented me with a proposed draft. She and I met, discussed her suggested
revisions, and several of them have been incorporated into the final iteration. John
has reviewed the job description and has preliminarily approved it.
You also asked me to analyze the compensation that would be appropriate for the
new job description. I have attached a copy of the job evaluation ranking analysis
that the City used last year in determining the current salary ranges for management
salaries. Since responsibilities previously assigned to the City Clerk have been
transferred to other departments, it is appropriate to review the point factors as they
apply to the new job description and reevaluate the job.
At the bottom of the Job Evaluation Ranking Summary (Attachment B), I have placed
my recommendations as to what the new point factors should be. With a reduction
of 4.5 points, a salary range reduction would be appropriate. A suggested salary
range of $3996-5195, a reduction from the current $4837-6215, is recommended.
This range is calculated using the same methodology that was used in setting the
current management salary ranges. This methodology was developed by a consultant
and blends internal equity and external comparability factors. Attached you will find
documentation defining the process (Attachment C).
Should the Council reduce the salary range for the City Clerk position, there would be
no actual reduction in pay for the City Clerk at this time since her current salary of
$4837 per month falls within the proposed new range.
Please feel free to contact me with any questions you may have.
attachments
cc: J. Dunn
y_ i3
CITY OF SAN LUIS OBISPO Code: 040
June 1995
CITY CLERK
GENERAL STATEMENT OF DUTIES:
Manages the City legislative process, information and records. Serves as Clerk of the Council and
Chief Election Officer for the City.
SUPERVISION RECEIVED:
Serves under the direction of the City Council.
SUPERVISION EXERCISED:
Exercises supervision over assigned staff, interns and volunteers.
EXAMPLE OF DUTIES:
(This position may not include all of the duties listed nor do the listed examples include all tasks which
may be required of this position.)
Directs the organization, staffing and operations of the City Clerk Department.
Plans, organizes and directs the activities of assigned staff; selects, trains, evaluates, and reviews
performance of assigned staff.
Manages the legislative history of the City and maintains, preserves and disposes of official City
documents and records in accordance with legal requirements. Administers city-wide Records
Management and Records Coordinators programs. Administers computerized records management
system.
Attends City Council meetings, records action taken, and directs the preparation and dissemination of
information relative to City Council action to the appropriate parties.
Responds to requests for information and researches legislative data for the public, staff and City
Council in accordance with Federal and State laws.
Coordinates the preparation of agendas and support material for City Council meetings with the Mayor,
City Administrative Officer and City Attorney, including public notification, legal and display
advertising.
Analyzes, reviews, and makes recommendations regarding organizational procedures.
Organizes and conducts municipal elections, including coordination of ballot measures, arguments, and
impartial analysis.
Signs, seals, notarizes, certifies, records, and transmits official city documents.
Serves as custodian of the City Seal.
Receives and processes petitions, claims against the City, and lawsuits.
Maintains a listing of City Council referrals to the staff, and periodically reviews this list with the CAO
and Department Heads.
CITY OF SLO: City Clerk 2
Maintains a listing of suggested modifications to the Council policies and procedures, and updates this
document on an annual basis.
Administers oaths, affirmations, and acknowledgements.
Manages central reception and information support for the City.
Prepares and coordinates legal publications and posting of ordinances, resolutions, public hearings,
posting, and mailing of notices to property owners, franchisees, and prepares display and promotional
notices.
Acts as the filing officer and official for state and local campaign statements and conflict of interest
codes of the City Council advisory bodies, and all designated employees.
Codifies and disseminates copies of the City's Municipal Code.
Prepares departmental and election budgets.
Pursuant to state law (Maddy Act), publishes and maintains a list of Council-appointed and regional
boards, committees, and commissions.
REQUIRED KNOWLEDGE, SKILLS AND ABILITIES:
Knowledge of the California Election Code, City Municipal Code, City governmental operations,
practices and procedures; legal and administrative requirements of the City Clerk's Office; modern
principles and practices of management, administration, budgeting, training and personnel
management; modern principles and practices of record management systems and procedures;policies,
procedures and functions of governmental agencies; effective oral and written communication skills.
Ability to plan, organize, schedule and supervise a variety of records maintenance and election
activities; understand and carry out complex legal requirements and oral and written instructions;
establish and recognize priorities and schedule work to meet deadlines; establish and achieve long-term
goals; plan and develop City Clerk related programs and policies for Council approval; disseminate
information clearly and tactfully to the public, City Council and City staff. Make decisions on
procedural matters without immediate supervision; and establish and maintain effective public and
work relationships.
QUALIFICATIONS FOR APPOINTMENT:
Two years of experience in municipal records management and election administration.
Certified Municipal Clerk (CMC) preferred.
Graduation from a recognized college or university with a degree in Public Administration or a related
field is desirable.
Possess a valid California Class "3" drivers license.
Ann Slate, Personnel Director Date
JMCITY-CLE
y/s'
Brunner Consulting
CONTACTS
The level and purpose of internal and external contacts required by this
classification on an ongoing basis. (Half-steps may be used. )
l = Contacts involve the routine exchange of information within
the classification' s functional area. This exchange of
information requires a minimum of explanation and/or
interpretation.
2 = Contacts involve the routine exchange of information with
others outside the classification' s function area. This
exchange of information requires a minimum of explanation
and/or interpretation. Contacts include other functional
areas, organizations, and/or the public.
3 = Contacts involve the exchange of information, within the
classification' s functional area, which is not routine and
requires interpretation. Persuasion is often required to
assure proper action is taken.
4 = Contacts involve the exchange of information, with others
outside the classification' s functional area, which is not
routine and requires interpretation. Persuasion is often
required to assure proper action is taken. Contacts include
other functional areas, organizations, and/or the public.
5 = Contacts involve significant persuasion in order to assure
proper action is taken; may serve as liaison on specific
projects. Contacts include other functional areas,
organizations, and/or the public.
6 = Contacts involve the attaining of objectives. Strategy and
diplomacy in the handling and maintaining critical
relationships is of utmost importance. Serves as the prime
contact on projects, programs, and plans with top management,
other organizations, and/or the public.
11
Brunner Consulting
VARIETY OF DUTIES (continued)
11 = The majority of work assignments are within a learned
discipline (involving scientific or professional theory or
concepts) , and are so mutually distinct that they are
characteristic of different fields of study, work, or
occupations.
10
a�
Brunner Consulting
VARIETY OF DUTIES
The . level of diversity of work assignments performed by this
classification.
1 = The majority of work assignments are within a trained skill or
support service, and are very related/similar in the functions
performed.
2 = The majority of work assignments are within a trained skill or
support service, and are somewhat related/similar in the
functions performed.
3 = The majority of work assignments are within a trained skill or
support service, and are unrelated/diverse in the functions
performed.
4 = The majority of work assignments are within a trained skill or
support service, and are significantly unrelated/diverse and.
require new approaches and techniques.
5 = The majority of work assignments are within a trained skill or
support service, and are significantly unrelated/diverse and
require new or re-established objectives, as well as new
approaches and techniques.
6 = The majority of work assignments are within a learned
discipline ( involving scientific or professional theory or
concepts) , and are very related/similar in the functions
performed.
7 = The majority of work assignments are within a learned
discipline (involving scientific or professional theory or
concepts) , and are somewhat related/similar in the functions
performed.
8 = The majority of work assignments are within a learned
discipline (involving scientific or professional theory or
concepts) , and . are unrelated/diverse in the functions
performed.
9 = The majority of work assignments are within a learned
discipline (involving scientific or professional theory or
concepts) , and are significantly unrelated/diverse and require
new approaches and techniques.
10 = The majority of work assignments are within a learned
discipline (involving scientific or professional theory or
concepts) , and are significantly unrelated/diverse and require
new or re-established objectives, as well as new approaches
and techniques.
9
Brunner Consulting
SUPERVISION GIVEN
The level of supervision that this classification is responsible to
provide on an ongoing basis to its assigned subordinates.
1 = Non-supervisory level - Performs no supervisory or lead
functions over other employees.
2 = Leadperson level - Provides lead guidance to other employees
in the performance of duties. May make work and schedule
assignment. Has no responsibility for employee administration
functions, such as hiring and formal performance appraisal
(but may provide input into the process) .
3 = First line supervisory level - Supervises employees and has
responsibility for employee administration functions, such as
hiring and formal performance appraisal and discipline.
4 = Second line supervisory level - Manages first line
supervisors. May have some responsibility for long-range
planning.
5 = Third line supervisory level - Manages second line supervisors
and typically has responsibility for long-range planning.
6 = Fourth line supervisory level - Manages third line supervisors
and has responsibility for long-range planning.
7 = Fifth line supervisory level - Manages fourth line. supervisors
and has responsibility for long-range planning.
8 = Sixth line supervisory level - Manages fifth line supervisors
and has responsibility for long-range planning.
8.
Brunner Consulting
SUPERVISION RECEIVED
The level of supervision received by this classification on an ongoing
basis from its assigned formal supervisor.
1 = Immediate Supervision - Work is performed in accordance with
established guidelines or procedures. Assignments are given
with explicit instructions or are so routine that few
deviations from established practices are made without
checking with supervisor.
2 = General Supervision - Judgment is necessary in selecting
appropriate established guidelines to follow. Interpretation
of general administrative or operational policies and
procedures is sometimes necessary. Significant deviations
require prior approval .
3 = Direction - Work requires frequent interpretation of policies,
procedures, and/or guidelines. Work may require development
of recommendations, consistent with directives, policies, and
regulations. Discretion is required in the selection of
appropriate resources to use in accomplishing assigned work.
4 = General Direction - Initiative and resourcefulness are
necessary in the performance of the job. Judgement is
required both in interpreting established policies, goals, and
objectives, and in applying concepts, plans, and strategies
which may deviate from traditional methods and practices.
5 = Administrative Direction - Discretion is required in applying
general goal and policy statements, and in resolving
organizational and service delivery problems. Latitude is
necessary in administering a complex and sensitive area of
responsibility.
6 = Guidance - Work is accomplished within a broad framework, with
sole authority and responsibility for a formal department
(reporting to CAO) .
7 = Policy Guidance - Responsibilities are fulfilled under broad
policy guidelines provided by a governing body (reporting to
City Council ) .
7
Brunner Consulting
DECISION-MAKING
Two factors are measured under this heading: the complexity or thinking
challenge that is routinely presented to the job, and the organizational
impact .of the decisions that the job routinely makes. (Half-steps may
be used under "Complexity" . )
COMPLEXITY•
1 = Repetitive issues/problems/situations to be decided.
2 = Standardized or similar issues/problems/situations to be
decided.
3 = Divergent or diverse issues/problems/situations to be decided.
4 = Variable issues/problems/situations requiring considerable.
evaluation, analysis, and interpretation for decisions.
5 = Unique or innovative issues/problems/situations to be decided.
IMPACT:
1. = Impacts routine operations following established policy and
procedures.
2 = Impacts a majority of non-routine operations, administrative
and analytical work including interpretation of policy and
procedures.
3 = Impacts highly specialized and/or technical areas requiring
application and interpretation of data, procedures, and
policy.
4 = Impacts daily operations of the organization and
implementation of established procedure and policies.
5 = Impacts recommendations and development of new policies,
procedures, and organizational areas of services.
6 = Impacts management and administration of broad, major
organizational services and long-range goals.
7 = Impacts the direction, goals, and objectives of the entire
organization and constantly involves highly sensitive and
political issues affecting the organization as a whole.
6
Brunner Consulting
JOB EVALUATION RANKING METHODOLOGY
(For the City of San Luis Obispo Management Jobs)
For each of the following nine job evaluation factors, select the
appropriate level and record the corresponding points. The total number
of points determines a job' s ranking in relation to other jobs. Assume
fully competent performance since the job itself is being evaluated, not
any particular incumbent.
OUALIFICATIONS/KNOWLEDGE BASE
The level of combined experience and education that would typically
qualify an applicant to be hired for this classification. Typical
examples would be:
1 = No related experience or education is required.
2 = Some general training/experience in addition to completion or
equivalency of a high school education.
3 = Some specialized training/experience (typically vocational in
nature or job-related college level course work) in addition
to completion or equivalency of a high school education.
4 = Completion or equivalent of. a job-related two-year college
program or formal apprenticeship program.
5 = Completion or equivalent of a job-related two-year college
program or formal apprenticeship program, plus some related
work experience.
6 = Completion or equivalent of a job-related two-year college
program or formal apprenticeship program, plus significant
related work experience.
7 = Completion or equivalent of a job-related four-year college
degree.
8 = Completion or equivalent of a job-related four-year college
degree, plus some related work experience.
9 = Completion or equivalent of a job-related four-year college
degree, plus significant related work experience.
10 = Completion or equivalent of a job-related post-graduate
degree.
11 = Completion or equivalent of a job-related post-graduate
degree, plus some related work experience.
12 = Completion or equivalent of a job-related post-graduate
degree, plus significant related work experience.
5
A 7ri4 UMENT
Brunner Consulting
EVALUATION RANKING SUMMARY
Decision-making Supn Supn Budget
Pitle Quals Complex Impact Recd Given Variety Contact SS # pro4TOTAL
-AO 12 5 7 7 7 11 6.5 5 6 66. 5
?WDir 10 4 6 6 5 9 6 3 4 53
?o1Chf 9 4 6 6 6 8 6 3 2 50
UtilDir 9 4 6 6 5 9 6 3 2 50
-inDir 9 4 6 6 5 10 6 2 2 50
ACAO 9 4.5 7 6 3 10 6.5 2 2 50
CtyAtty 11 4 7 7 3 9 6.5 1 1 49 . 5
FireChf 9 4 6 6 5 8 6 3 2 49
CDDir 9 4 6 6 4 10 6 2 2 49
P--sDir 9 4 6 6 4 8 6 .5 2 2 47. 5
PtxRDir 9 4 6 .6 4 7 6 2 3 47
CtyEngr 10 4 5. 5* 4 7 6 2 2 45
CtyClk 6 4 6 . 7 4 5 6.5 1 1 40. 5
*This level within the job evaluation methodology (non-department head)
red-flags a job that is not typically found on a management team. (See
"Supervision Received" factor definitions. )
TOTAL
ci7y cr.�e -
3
4
Brunner Consulting.
BUDGET
Twofactors are measured under this heading: the classification's
budget accountability, and the number of budgeted service programs. .
BUDGET DOLLARS•
1 = Less than $1 million.
2 = $1 - 2. 9 million.
3 = $3 - 8.9 million.
4 = $9 - 26.9 million.
5 = $27+ million.
# OF SERVICE PROGRAMS:
1 = 1 - 2
2 = 3 - 6
3 = 7 - 14
4 = 15 - 30
5 = 31 - 62
6 = 63+
------------------------------------------------------------------------
NOTE: Figures from "Financial Plan - 1993-1994 Budget" .
Title Budget (rounded) # of Service Programs
CAO $29.8 million All
PWDir 6. 2 If28
UtilDir 6. 7 it4
Fire 4.0 6
CDDir 1 . 3 4
P&RDir 1 . 6 " 12
Po1Chf 5. 7 " 4
ACAO 1 . 0 6
FinDir 1 . 5 if 5
PersDir 1 .4 it4
CtyClk 0. 3 2
CtyAtty 0.2 1
CtyEngr 0.8 1
12