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sr-091348-5n~.. cITY ^F ~~:~t~mn PMONIC c a s ~v Q~~ q^ ~ a ~~J~n i ~1 R^ ^~ 1'~+Jtl V ~~ O J T~G9`O ~d1 V ~ R- ~ _~ _ A ,idi -..F ,G „`^~t CNDED ~4i ",~ CALIFORNIA September 8, 1918 City Council City of Santa Pfionica Santa Pdoniea, California Gentlemeno In accordance with the provisions of Section 710 of the City Charter, there is transmitted herewith a report on the operation of the personnel system of the Gity of Santa i~ionica for the year ending June 30, 1948, You~rs~~ve~ry /t~r~ul, G%~o"w" USG Bldred ~e Cocking Personnel Director ~fC e FLAB CC-city Aaanager CC-Personnel Board REC~l~E~ 43Efl Fq 1y~ °y pJt ~ f/y i J V JJ laj'` ~,: ~3 FLT~ST ANNUAL REPORT OF THE PERSONNEL DIRECTOR CITY OF SANTA h~ONICA FOR THE YEaLR. ENDING JUNE 30, 19l~8 FIRST ANidUl1L ~;PCRT OF Tier: PEftS4N11EL DIRr~CTOA CITY OF SANT,i ?vSCPdIC1~ FOB. TIC YF,kZi EN-ING JUNE 30, 19lc8 Personnel aaministration, during the past year in the Gity of Santa Monica, has been carried on under the new City Charter which provided for substantially the same Civil Service provisions as characterized the preceding ten years since Civil Service was adopted, with the noteworthy exception that responsibility for administration of the Civil Service system was shifted from the Personnel Board to the Personnel Director, serving under the direction of the City tanager. The Personnel Board has continued to function, essentially in an advisory capacity, but, in accordance with the plan of unified administration, final responsibility for the personnel administrative operations of the City government has been as- sumed by the City manager in accordance with provisions of the new Charter which became effective iri i~iarch, 1947. In reviewing the operation of the personnel system during the past year, several outstanding features may be noted. Close coordination of the work of the Personnel -epart_ment with other managerial functions for rovnich the City 1~anager is responsible, has been a natural result of centralization of respon- sibility for administrative matters in the office of the City ~`anager. This, in turn, has made for a closer integration of personnel functions with those of general administrative management, thus laying the basis for elimination of pos- sible conflicts of policy between those officials and boards having personnel ad- ministrative responsibilities. its provided in the City Charter, Civil Service rules and regulations pro- viding for operation of the personnel system, have been developed by the Person- nel -irector, reviewed by the Personnel Board at a public hearing, and by the City L'ouncil. Upon adoption by the City Council, the new rules and regulations be- came effective June 24, 1948. The rules are in considerable detail and provide - 2 - definite procedures s"or fair and equitable handling of personnel and Civil Service matters. The parts played by the City Council, the Personnel Board, the City hdana- ger, Personnel Director, and the employee in personnel matters have been definitely outlined in this manual. The rules have been printed as part of the newly issued R~unicipal Code, and a copy has been distributed to each employee. The examining program has constituted a major development in the personnel system. During the past year, civil service examinations were given for 7!~ differ- ent classes of positions, an average o£ more than six examinations monthly, this being the number of examinations necessary to create eligible lists for those clas- sifications in which temporary appointments had been made, or would have .been necessary, if an examination had not been given. To conduct examinations on such a scale, a pronounced enlargement of examination development facilities was re- quired. fhie of two courses was open to the City -first bras the course of creating a full-time examining staff in the Personnel Department. Investigation of other comparable agencies v~ith a similar problem revealed that a staff of several exam- iners and clerks would have been required to develop, type, and duplicate test booklets. A second possible course was that of contracting with an outside test preparation service, as provided for in the City Charter. After investigation, the latter course was adopted, and a contract drawn up with the Cooperative Personnel Services of the State Personnel Board to provide the technical service entailed in developing written test materials. This City thus became one of approximate- ly 50 other public agencies served by the State Personnel Board in this manner, This enabled the City to take advantage of economies possible in having the services of a central research bureau serving a large number of public agencies. Since individual examinations are tailored to the City's specifications, tests, carefully prepared by a disinterested agency, are made available for administra- tive use at a fraetien,of the cost which rrof.~ld be incurred were the City to under- take this task, at the same time, complete responsibility for all phases of exam- -3- in ng, other than preparation of written test material,. is retained by the City, , Another major development has been the complete revision of the system of forms and procedures used in processing personnel transactions, and obtaining and maintaining basic personnel records. By designing and installing a complete new system of forms, including an all-purpose personnel transaction form providing alI necessary information with a minimum of clerical work, a considerable simplifica- tion in processing personnel appointments, status ehahges, and separations has been made possible, and a large number of personnel .transaction forms were thereby made superfluous and have been eliminated, Redesign of the basic personnel service record card and the examination application form has made available data with res- pect to employees and prospective employees which were not previously available without considerable delay, if at all, Finally, the old efficiency rating system based upon a plan of automatic per- tentage increments accruing, in practice, on a senority basis, has been replaced by the Frobst efficiency rating system® This system provides special forms for police, fire, skilled labor, unskilled labor, professional, and general activities, and when conscientiously used by supervisors properly trained in administration of the ratings, provides each employee with a check list of his strong and weak points, phrased in specific language, and provides for an automatic weighting and scoring of factors as marked by as maa7y as three different raters, An analysis has been made of going rates of pay for comparable classifications of work in other agencies in the Southern California area, in order that the neces- sorry data for adjustment in pay rates be made available to the Personnel Board, the City BHanager, and the City Council. Recommended adjustments for civil service classifications were made in coordination with the several departmerst heads, and the City i~8anager, and were approved by the Rersonnel Board and. the City Council, thus bringing pay levels for City positions .into approximate comparability with prevalent levels in other agencies in this area, _~_ The City employees have organized-into 3 separate groups, consisting of the ~Aunicipal Transportation 'porkers Union, the Fire and Police Protective League, and the City Employees Association. Representatives of these associations have, from time to time, expressed their viewpoints on such matters as Civil Service rules and regulations, pay level increases, and grievances. A basic policy, as provided in the City Charter, is to give full consideration to the views of arty employee or his representative on matters affecting employee interests, always, however, bearing in mind the interests of the taxpayer and the City as a whole, Consequently, all constructive comments and suggestions of employees and their representatives are welcomed as contributing to the best possible action on person- nel matters, which are frequently somewhat complex® The Personnel hoard has functioned continuously and helpfully through the year in an advisory capacity to the Personnel Director, City Manager, and the City Council. The cooperation of the Personnel Board, the City Manager, and the City Council, with the Personnel Department, in matters of personnel administration is iadispensible to proper administration of the city~s personnel work, The fact of such cooperation is appreciatively acimowledged, as is the cooperation of the various Department Heads and their assistants, STATISTICAL.TABLES A: NIPub73ER OF E'ri_PLOYEES 1. Number of full-time employees on Jane 30, 191:7: 745® 2. Number of full-time employees on June 30, 19ta.8: 766. B: E7:At~INATIQVS 1. Number of civil service examinations announced. 7~. 2. Number of persons filing examination applications: 928. 3. Number of persons taking tests: 669. !:. Number of persons passing tests: 120. 5. Number of eligible lists established: 71. {a) Number attaining a place on promotional eligible lists: 90 {b} Number attaining a place on open competitive lists: 330. 6. Number of eligible lists in effect on June 30, 19Lt8: 55. C: PERSONNEL TRANSACTIONS 1. Appointments processed: 967. {a} Temporary {60 days): 8Olt. (b} Excepted: 2 (c) Permanent: 161 2. Transfers processed: 51, 3. ,Promotions processed: 42. !:. Pliscellaneous changes processed: 1195: 5. Separations processed: 196. (a) Resignations: 80. (b} Terminations {temporary}; 85 (c} Terminations {Probation}: 10 (d} Retirement and disability: 12, {e) Layoff: !~ (f) 33eath: 3 O N n m r r O A. c`K•t 'r5~ O 'rJ r r °~7 N r r ~d O+ ~ r r r ~O F' N r N W W O O O O r7 r ~ v1 W ~- r o M r r r r r r r r r r r r r r r r r r ~ -~ rn rn a. o. rn rn rn rn rn ~ v1 vi 4 0 F' W N r O ~ CO ~ O~ Vl ~'• W N O ~O O~ ~7 0 ~r '.i' h `? 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