sr-021379-6uSanta Monica, Califovnia, January 29, 1979
T0: Mayor and City Council (Q /
FROM: City Staff FEB 1 3 1979
SUBJECT: Affirmative Action Program Update
Introduction
Attached is the update of the City's Affirmative Action
Program. It includes an analysis of progress made since
the last update, and suggests new approaches to meet the
City Council's affirmative action commitment.
Background
The City of Santa Monica's Affirmative Action Program was
adopted by the City Council in July 1974. The program
included an analysis of the City's workforce by gender and
race, several suggested methods of redressing existing
imbalances in the employee population make-up, and a series
of goals and timetables aimed at increasing the percentage
of women and minorities in various job categories. Since
the initiation of the program, employee recruitment has been
geared toward securing qualified minority and women
applicants for City positions. Examination procedures have
been studied and revised, when necessary, in order to
eliminate possible language or educational bias if successful
job performance does-not require specific language or
educational levels.
Comprehensive Employment and Training Act (CETA) funding has
been utilized to create career ladder positions so that there
is a smoother transition for women and minorities into
permanent City and private jobs, as well as increased upward
mobility, when promotional opportunities occur. Supervisor,
v
FEB 1 3 1979
Mayor and City Council
January 29, 1979
Page Two
middle management, and department head training sessions have been
held in order to improve interviewing and supervisory techniques
which might have unwittingly discriminated against qualified
minority and female candidates or employees in the. past.
This update of the original program examines the progress
made by the City staff in meeting the goals set and relates
a number of measures taken to improve the program and assist
in its implementation. During the 8-month period covered
by this update, there have been increases in percentages
of minorities and women in the City work force. These
increases were spread through nearly all job categories from
Service/Maintenance through Officials/Administrators. This
update features the presentation of employee race/sex
.distribution by department, as well as the previously used
race/sex by job category presentation. Goals for the. next
twelve months are given, based on anticipated new hires.
Through continuation of our specialized recruitment efforts,
and job-related examination processes, we hope to achieve
these goals.
Recommendation
It is recommended that the City Council review and adopt
the attached Affirmative Action Program update
Prepared by:
R. ~IG'A`~o`fioff,
Administrative
AFFIRMATIVE ACTION PROGRAM
OF THE
CITY OF SANTA MONICA
1978 - 1979
TABLE OF CONTENTS
PAGE
Policy Statement
Dissemination of Policy Statement
Responsibilities for Implementation
Affirmative Action Plan
I Recruitment
Current Work Force by Department (Total)
Applications Received vs. 1977 & 1978 Permanent
Work Force
Ethnic Breakdown of Applications Received
(For Permanent Positions)
Ethnic Breakdown of Applications Received
(For CETA Positions)
Ethnic Breakdown of Applications Received
(As-Needed)
II Selection
III Job Classification
IV Training for Employees
V Work Force Utilization Analysis
Work Force Analysis by Job Category -Total
Work Force Analysis by Job Cateogry - Permanent
Work Force Analysis by Job Category - CETA
Work Force Analysis by Job Cateogry - As-Needed
Work Force Analysis by Income Level - Total
Work Force Analysis by Income Level - Permanent
Tdork Force Analysis by Income Level - CETA
Work Force Analysis by Income Level - As-Needed
VI Goals and Timetables
Background
City Goals
Appendix A
"A Guide to Interviewing"
Sample Rating Sheet
Sample Job Bulletin
Sample Job Class Specification
1
2
3
4
4
5
7
8
9
10
13
16
17
7,9
20
21
22
23
. 24
25
26
26
27
Z9
30
31
32
POLICY STATEMENT
The City of Santa Monica herein codifies its continuing
long-term commitment to provide equal employment opportunities
to all job applicants and potential job applicants regardless
of race, color, gender, national origin, religion or age. We
will develop positive measures to help eliminate barriers of
habit, attitude and training which subjugate the recognition
of individual merit to racial and sexual discrimination.
This commitment also applies to job assignment, promotion,
demotion, transfer, termination and disciplinary actions. GJe
will endeavor to maintain all records and follow all proce-,
dures necessary to achieve this goal. Where adverse impact
exists as a result of our past policies, we commit ourselves to
take all prudent steps to revise those policies,
Since the institution of the City of Santa Monica's
Affirmative Action Program, we have received constructive
suggestions from several interested community groups and in-
dividuals. We welcome any comments or suggestions that would
improve the effectiveness of this program.
-1-
DISSEMINATION OF POLICY STATEMENT
Internally, copies of this update of the Affirmative Action
Program will be provided to each Department Head. Periodic
management seminars are conducted under the direction of the
City Manager, delineating the duties and responsibilities of
the program to all. applicable supervisory personnel. All City
employees have been given a copy of the policy statement plus
stated goals related to in-house training programs and goals
related to promotions. New employees are informed of the
policy statement and general content of the program during
orientation.
Externally, all major recruiting sources, including the
Evening Outlook, the Los Angeles Times, and minority and
women's organizations, receive a copy of the City's
Affirmative Action Program. All contractors and suppliers have
been sent notice of the establishment of our program. The
Affirmative Action Program is continually promoted by City
administration officials who speak and meet with groups and
individuals on City personnel practices. Copies of the program
are available in the Personnel Department for public and
employee perusal.
-~-
RESPONSIBILITIES FOR IMPLEMENTATION
The City Manager retains final responsibility for
implementation of the Affirmative Action Program.
The Director of Administrative Services is responsible
for the daily administration of the program described
in the following pages.
The Department Heads are hereby directed by the City
Manager to work closely with the Director of Administrative
Services to meet the goals outlined in these pages.
-3-
AFFIRMATIVE ACTION PLAN
I. Recruitment
A. Advertising Practices
1. All job advertising is done without unjustifiable
reference to age or gender (except where such
distinctions are job-related, e.g. Jailer).
2. A11 recruitment sources on the Personnel Depart-
ment mailing list have been notified of the City's
Affirmative Action Program and these sources have
been encouraged to refer qualified women and
minority applicants.
B. Job application forms have been revised. to comply with
current Fair Employment Practices Commission (FEPC)
and Equal Employment Opportunity Commission (EEOC)
regulations.
C. A continuous record of all applicants is maintained by
job classification applied for race and gender of the
applicants. The charts on pages 5 thru 7 compare the
number and percentage of applications received from
November 1977 to June 1978 with the number and percentage
of permanent City employees in November 1977 and June''
1978.- Where the figures indicate that the City receives
higher percentages of applications from women and
minorities than are employed in that job category, the
Personnel Department will analyze testing procedures
and remove any artificial or discriminatory hiring barriers.
Where the data shows. a smaller percentage of applications
received from women and minorities than are employed by
the City in a job category, steps. will be taken to
increase the percentage of applications received from the
affected classes.
-4-
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-9-
D. The City s'' 11 continue to work close' -with manpower
agencies on programs seeking to place qualified minor-
ities and women in positions which may lead to permanent
employment with the City.
E. Recruiting practices for some positions receiving a
significantly small percentage of applicants who are
women or minorities have been investigated with changes
being made where necessary to avoid discrimination.
F. An Affirmative Action mailing list has been instituted,
All job bulletins are sent to 125 agencies in an effort
to secure more women and minority applicants. During
the coming year., on-site visits will be made to many
of these agencies to promote job referrals,.
G,. City Hall improvements to facilitate access by physically
handicapped applicants and employees have been instituted,
Front door wheelchair ramps for both City Ha11 and Police
buildings were completed in 1975. Restroom modification
for the handicapped has also been completed and an elevator
with special provisions for the handicapped has been in-
stalled in City Hall.
ZI, Selection
A, The Personnel Depaztment continuously performs valida-
tion studies on examination procedures in an effort
-10-
to insure that all elements of the examination process
B
are job related and non-discriminatory. Examination
procedures for the position of Fire Fighter, for example,
have been revised with respect to percentage weights in
order to diminish any discriminatory effects they may
have with respect to minorities and women. For positions
that do not require substantial reading and writing skills,
examinations have been developed to measure performance
based on oral instructions only. In short., all non-job
related factors have been eliminated from the examination
process.
Data of visual gender and ethnicity is collected at all
written examinations. This process is valuable for comparing
applicants to examination participants. Results of the
survey for the past eight months (November 1977 - June 1978)
show the following examination participant gender and ethnic
totals for 50 examinations including one or more of the
following: written, performance, assessment center, and
technical oral tests.
~~ Attending Exams % of Total
White 816 61%
Black
°
Hispanic ,
Asian
°
Male
Female
TOTAL °
Improved recruiting of minorities and women has produced,
eligible lists with greater minority and female representation
in underutilized categories.
-11-
C
A substantial increase in minority applicants is evident
in the job categories of Professional and Protective Service.
The Personnel Department collects gender and ethnic data
on examination raters. Results of the past eight months of
the survey show the following gender and ethnicity results.
White
Black
Spanish-Surnamed
Asian
Male
Female
TOTAL
Raters ° o Tota
149 84%
°
°
°
°
°
The raters, who are either in-house or from other juris-
dictions, are sent "A Guide to Interviewing" along with
a job bulletin and class specification prior to the
testing date. On the scheduled day, actual rating is
preceded by a briefing by a Personal Analyst in which
the duties of the class and proper rating procedure
are delineated, and the rating sheet is explained.
(See Appendix A for "A Guide to Interviewing" and sample
job bulletin, class specification, and rating sheet.)
The purpose of this guiding of raters and structuring
of the interviewing/testing process is to minimize the
intrusion of personal biases and to retain the dual criteria
of "job relatedness" and "most qualified person for the
job."
-12-
D, We have many women and minority group members in
underutilized categories. Among these are: Two female
department heads, two female division heads, and women
in such non-traditional jobs as Assistant City Attorney,
Administrative Assistant, Senior Coastal Planner, Housing
Rehabilitation Coordinator, Animal Control Officer, License
Inspector, and Building Inspector, There are also four
female Police Officers, and twenty female Hotor Coach
Operators. We have thirteen minority Police Officers, one
minority Police Sergeant, and three minority Fire Fighters,
III
and are continuing to utilize recruitment and testing
efforts which will provide maximum opportunity for futher
minority hiring.
E. During the past eight months, the City has hired nine (9)
females and three (3) minorities to permanent positions•
who were participating in manpower programs at the time
of hire. Out of 16 total CETA absorptions by the City,-
56% have bees women and 19% have been minorities, The
CETA program has been a means of absorbing women and
minorities into permanent City positions.
F. The Personnel Department periodically reviews hiring
results by municipal departments to insure compliance
with this Affirmative Actions Program.
Job Classification
A. The job classifications of the City continue to be
updated and revised to conform with Equal Employment
Opportunity guidelines and efficient personnel
-13-
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-14-
administrative practices
Minimum qualifications are
being listed as knowledge, skills, and licenses or spec-
cialized education required for satisfactory performance
of the job. A11 job specifications have been revised to
eliminate refrences to gender and other non-job related
factors and have been approved by the City Council. A
program has been instituted which will insure regular
revision of each specification every two years.
B. New entry-level positions have been added in an effort
to build career ladders. A Fire Fighter Trainee program
was begun in November 1974. Positions such as Admire-
istrative Intern, Building Inspector Trainee, Buyer trainee,
Construction Inspector Trainee, EDP Programmer Trainee, •`
Engineering Aide, 'Fingerprint Clerk, Legal Secretary
Trainee, and Personnel Specialist Trainee are entry level
positions that can lead to professional positions. The
Comprehensive Employment and Training Act (CETA) is
enabling the City to hire disadvantaged and unemployed
Santa Monica residents into entry-level positions such as
Accounting Clerk I, Accounts Payable Clerk, Administrative
Trainee, Carpenter Apprentice, Electrician Apprentice,
Construction Inspector Trainee, Custodian I, Engineering
Aide, Human Resource Assistant, Information Coordinator,
Junior Clerk, Kennel Aide, Laborer Helper, Mechanic Trainee,
Painter Apprentice, Payroll Clerk, Personnel Aide, Planning
Aide, Public Service Attorney, Recreation Outreach Leader,
Systems Aide, Transit Office Field Aide, Vehicle Cleaner,
-15-
Vehicle Cleaner, and Warehouse Helper. Career ladder
success has been evident with a female CETA employee
moving from an entry level position to become a
division head in permanent status. Several employees
have moved from clerical positions into paraprofessional
or professional levels.
IV
Training for Employees
A
B
C
D
Emphasis has been given to in-service training of parti-
cipants in manpower programs so that they can effectively
compete for permanent job openings. The percentage of
CETA employees who have been absorbed into permanent
positions is 15%.
The City continues to advise interested parties about
courses in local public and private schools, and
colleges and universities, which job applicants can ~~
take in order to qualify for specific jobs.
Employee participation in training programs both within
and outside of the City structure will continue to be
encouraged. Tuition reimbursement is awarded to per-
manent employees who successfully complete approved
career related course work.
The City has a comprehensive training. program which offers
training to such groups as: Department Heads, Middle
Managers, Administrative Technical Staff, Supervisors,
Office Supervisors, Clinical Staff, Trade/Shop Supervisors,
and skilled laborers. The training involves classes,
seminars and workshops in subjects such as: stress
management, time management, public contact skills,
speedreading, effective writing, telephone etiquette,
-16-
conflict management, assertiveness training, organ-
izational development, supervisory skills, and skills
development classes such as heavy equipment operating,
which assists employees in qualifying for promotional
examinations. There is also training for Department
Heads in personnel procedures, including Equal Employ-
ment Opportunity Commission Guidelines, the Affirmative
Action Plan, interviewing. techniques, and procedures
for effecting disciplinary actions.
In addition, as part of the overall training plan, the
City disseminates information on training courses .
offered by other agencies, public and private, and makes
funds available for attendance by City employees.
E. Personnel Department employees have attended Equal
Employment Opportunity (EEO} training sessions qualify-~
ing them for training management and supervisors
in EEO and Affirmative Action procedures; University of
California Training of Trainers Conference qualifying
them for training in the Fair Employment Practices Act
and Labor-Management relations relative to EEO and
Affirmative Action; and State. of California workshops
on employment for the handicapped.
V. Work Force Utilization Analysis
The following. pages. contain a series of statistical tables
analyzing the present (June 1978) work force according to
EEOC (Equal Employment Opportunity Commission) job categories,
and income ranges by gender, race and ethnic origin. Each
work force analysis is composed of four pages: The "Total"
-17-
page includes all City employees. The "Permanent" page
includes only those employees filling regularly budgeted City
positions. The"CETA" page includes those persons employed
under the Comprehensive Employment and Training Act, a temporary
federal manpower program. The "As-needed" page includes all
employees working on a part-time or temporary basis who are not
included in Permanent or CETA.
The eight job-categories established by the EEOG separate
City employees according to the type of work they perform and
the kinds of skills and abilities they are required to posses
to do the work of their classification.
The eight income ranges listed conform with ,those used
by the EEOC. Library Pages, Event Attendants I and Recreation
Aides, Specialists and Leaders as well as other part-time=
hourly employees are not listed in this breakdown
.~
-18-
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-23-
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VI. Goals and Timetables
Background
As noted earlier, two work-force analyses were undertaken
to examine the City's employees, by job categories and income
level. In order to establish goals in a systematic and
usable way, these goals will be based on the results of the
analysis by job categories. Underutilization in a job
category is defined as the presence of fewer minorities or
women than would be expected by their availability in the
relevant job market. An affected group is one in which
individuals ha_ue experienced systematic discrimination
based on ethnic background or gender over a period of time
due to traditional employment practices in this country..
The Personnel Department will work closely with-.Department
Heads. to assist them in meeting their-goals and timetables
for any underutilized job classifications. The Affirmative
Action Program will be 'continuously evaluated and employment
statistics updated routinely.
For the purpose of this Affirmative Action Program,
a goal is a numerical objective, fixed realis-
tically in terms of the number of vacancies expected,
and the number of qualified applicants available in
the relevant job market.
In other words, in determining goals, we will not only-take
into consideration percentage figures for the local labor
force but will study the availability of qualified persons
by job classification and the expected turnover, additions,
and cutbacks,
_~~_
i
'i
~1
Federal and State Equal Employment Opportunity guidelines
require the reporting of racial underutilization for those
affected groups constituting 2% or more of the population
of the .relevant labor area. Blacks, Spanish-Surnamed Ameri-
cans, and Asian-Americans are the three ethnic groups which
fall into this category. A11 other ethnic categories are
grouped as "other". Women are also considered an affected
group.
The 1970 census figures for both Los Angeles County and
the City of Santa Monica as to racial, ethnic and gender
percentage breakdowns by population and labor force are as
follows:
4
it o an a onica ite ac panes scan t er omen
Po ulation 80.7 4.8 2. .6 0.8 4.
a or orce
os An eles County
Popu anon 67.1 0.8 18.3 2.7 1.1 51.6
a or orce
City Goals
Our ultimate goal is to achieve employment percentage of
the City work force that reflects the percentage labor force
for the affected groups as listed below:
Blacks 9.5%
Spanish-Surnamed 15.9%
Asian-Americans 2.7%
Women 39.0%
_~~_
. is
Santa Monica Municipal Employees statistics are reporteii
by the ethnic groupings currently required by the EEOC. '.
it of Santa Monica~White ~B1ack His anic Asian Am. Ind.~Women;'
5M Municipal Emp. 71.0 ~ 15.8 10.7 2.3 .2 1,30.8
i
In order to achieve our goal, we are establishing one-year
goals for new hires to the City staff.
Considering past performance and anticipated new hires,
the following chart shows projections for the coming year.
Goals are set for number and percentage of permanent new
hires in affected classes rather than number of positions
currently filled. Goals set for affected groups by job category
will be modified by the group's availability in the Los Angeles.,,
Standard Metropolitan Statistical Area and by the increase in
potential qualified candidates. July 1, 1979 is the target
date for attaining these goals. Categories left blank are
currently at our goal level. We will make every effort to
maintain our position in these areas.
-28-
1 i
_ Y
i I
Anticipated Spanish Asian
Job Category Hires Black Surnamed American Women
Officials/ ~~ 4 1 1 - 1
Administrators % 25% 25% 25%
Professionals ~~ 4 1 1 .~ _
25% 25%
Technicians ~~ 5 1 1 1 1
% _20% 20% 20% 20%
Protective ~~ 30 3 4 2 5
Service % 10% _13.3% 6.7% 16.7%
Para- ~p 4 1 1 1 ~ ~ -
Professionals % 20% 20°I° 20%
Office/ ~~ 35 4 4 - _
Clerical % 11% 11
Skilled ~~ 5 - - ~ _ 1
Craft % 20%
Service/ ~~ 40 - - 4 5
Maintenance % 10% 12.5%
-29-
GUIDE TO INTERVIEWING
,, t
We appreciate your"willingness to serve as an interviewer for tthe
City of Santa Moniea. You play a very important role. in the
selection of qualified individuals for City jobs. In order for
you to serve as a more. effective rater, please consider the
following points as you. interview applicants:
- Make the: candidate feel at ease. Let each. applicant do-most
of the talking.
- Ask. the same basic questions of all candidates- in order to
evaluate everyone by comparable. standards.
- Avoid questions which have "yes or no"•or obvious answers.
- Avoid questions: relating. to race,,. national origin, age, sex,
religious= or paliticaL affiliation or marital status_ You
may ask a candidate if there are any family considerations
or other situations which might inhibit them. from performing
the'job in question.
- Explain basic duties, hours and working conditions. Be, able.
to discuss. career or promotional opportunities if~asked by
the candidate.. ':.
- Avoid medical judgments_ These will be made by the City doctor.'.''
- Before ending- the interview, ask candidates if they wish to
add anything further-so that their qualifications can be
fully presented and evaluated..
- Keep on schedule whenever possible.
- Be sure- to allow each candidate to explain any Ruestionable
areas found. on the application or stated in the interview.
- If you have a doubt concerning the candidate's ability, work
history,.. attitude,. etc..,: give the candidate a chance to deal
with it_ Example - "I have soma question about your attitude
.because you have been fired from your last three jobs for
fighting. Would you like. to comment on this?"
A Personnel Analyst will discuss other elements of our interview
procedure and answer any questions you may have before the inter-
views begin..
Thank you again for assisting the. City of Santa Monica in the
selection of qualified employees.
APPENDIX A
-29-
__.._. CiT'i 0: SANT_4 cCCaICA
PERSONZaLL DE?A.~'.'..-.NT
A???aIS_~I. rtTE~v~•.a RATING
FOR
INTERMEDIATE CLERK/STENO
Caaditizta's Name
Data
(Cort_`idea a1 - Not to
be shoH~, to candidate)
Consider each factor listedbelew..Piake a check mark in the category
you consider appropriate and write a supporting comment.
EDUCATION:
F3-5. g a3uation is. desirable. Has ~ ~ ~ ( ~ ( f
candidate taken courses in. typing, Unaccept- Limited Aver- Good Ex-
shorthand, office procedures,
~ able
business machines,
business English, a e celleat
g
supervision? Consider recency and ~ CO~1~iTT5: ~ '.
~
relvahcy. - ~ ~
".
EXPERIENCE:
en~year ofclercal experienceis ~ ~ .~ ~_
~ j
desirable. Consider level of
resnonsiSility, variety of duties, Uaaccegt- Liaised Aver- Good Ex-
and recency. Has candidate ever able age• cel2eac
exercised supervision? ~ CC:E4£NTS=
'
i .
COMPSUNICATION SKILLS:
oes can iaate spe clearly and f ~ j - ~ (:
_
_
concisely? Are answers to questions Uaacce ~
F` Lirxi.ted Aver- Good E
e-
logical? How effectively could - .
candidate: communicate with the public, -able age ceLlenG,
elected officials, City emplogees? C0.~11'~'TS: "
onsi er t e o owing: ~ f (
~
( '
tact and ability
~to
Friendliness ,
'
- I
.
,
supervise, reaction to stress and Unaccept- Limited Aver- Goad Ex-
frequent interruptions, dependability. able age celleat
Punctuali..ty, perseverance, motivation, C~]TS:
and sense of responsibility. --
OVSRALL C~~NTS (should supportfiaal score};
Rater's S+gnature
GF
FLYAL
90-100 Excellent
4IOITLD SO-89 Good
NOT "55-belo@r~ Unacceptable "
HIRE CDo not use scores between 66-69)
-30-
~'mployment ~ pportunities
City of
---=_,
- -____
Sonto Monica ~~, "'"" _-. ~-T
A
/ntermediate C/erOr
SALARY: The initial monthly salary is $678, with periodic
increases to $864. A salary increase is anticipated
in Juiy, 1477.
TYPICAL DUTIES AND RESPONSIBILITIES: Types correspondence,
reports, an of er materia ; transcribes machine dictation;
sorts mail; maintains filing system; answers phones and
works with the public; performs other related duties.
NOTE: Some,of these positions require night, weekend, and
holiday work. '
JOB STANDARDS:
Minimum Requirements: ''
iA~ i~'ty-to-type at a corrected speed of 45 words per
minute..
Desirable Qualifications:
One year o u -time paid clerical experience.
High school graduation.
SELEGTIDN PItQCESS:
Typing:. Qualifying
Written Examine ion: To measure learning ability,
c erica aptxtu e, and knowledge of office practices
and procedures.
A raisal Interview: To evaluate training, experience,
an .persona qua i ications for the position.
.HOW TO APPLY: Applications on the City form must be•submitted
to a ersonneI Department. Applications will be accepted
until sufficient applications have been received.
THE PROVISIONS OF TXIS BULLETIN DO NOT CONSTITUTE A CONTRACT
EXPRESSED OR IMPLIED ANO ANY PROVISIONS COMTAlNED IN TN 13 BULLETIN MAY BE MOOIfIED OR REYOKED
tar further intormatton, Please Contact 711e Personnel Department: (Z13) 393- 9975 Issued 6-22-77-
Appiy tD: Personnel Department, City of Santa Monica, City Hall, 1685 Main Street,
Santa Monica, Calif. 9D4D1, Roan 101
-31-
-- INTERMEDIATE CLERK -
DEFINITION: Under moderate supervision, performs responsible cleri-
cal tasks requiring initiative and independent judgment. Performs
related duties as required.
DISTINGUISHING FEATURES- OF THE"CLASS: Differs from Junior Clerk in
that Intermediate Clerk performs increasingly responsible clerical
duties requiring initiative and independent judgment, while Junior
Clerk performs routine and repetitive clerical duties.
TYPICAL DUTIES:
Types letters, memos, reports and forms.
Receives visitors, answers questions, and makes referrals.
Answers telephones and routes calls.
Develops and maintains filing systems.
Operates office machines and equipment.
Keeps records and compiles statistical reports.
Performs mathematical calculations.
Codes information for computer.
Accepts applications.and issues permits and licenses.
Receives and records payments and issues receipts.
Transcribes from dictating equipment.
Orders office supplies.
Opens, sorts, and distributes mail.
BASZC QUALIFICATIONS:
`': 5
MINIMUM STAI~IDARDS: Applicant must be able to demonstrate the
following:
Knowledge of: basic office procedures, business English,
spelling and arithmetic.
Ability to: type at corrected speed of 45 words-per minute;
perform mathematical computations;set up and u~aintain files;
operate a wide variety of office machines; follow written and
oral instructions; establish and maintain effective working"re-
lations with City employees and public.
DESIRABLE TRAINING AND EXPERIENCE:
Graduation from high school.
One year of clerical experience.
SUPERVISION RECEIVED:
Works under technical supervision of clerical, technical or
professional employees, who make detailed work assignments,
periodically review work in progress and carefully review com-
pleted work.
SUPERVISION EXERCISED:
May exercise technical supervision over Junior Clerk and
as needed employees, making detailed work assignments, frequently
reviewing work in progress and carefully reviewing completed work.
-32-