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Home My WebLink AboutReso 135-1981 RESOLUTION NO. 135-81 CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION ACCEPTING AND ADOPTING THE AFFIRMATIVE ACTION PLAN FOR THE CITY OF SOUTH SAN FRANCISCO. BE IT RESOLVED by the City Council of the City of South San ! Francisco that the Affinmative Action Plan for the period of January T, 19at,. through June 30, 1982, a copy of which is attached as Exhibit "A" :and incorporated herein by this-reference as if set forth verbatim,ils hereby accepted and adopted. BE I T FURTHER RESOLVED that the Gi ty Counc i I, directs the City Clerk to en,~orse on page 3 of said plan the following: ''?,o. 'i~~. "Adopted by City Counci I Resol ution No.' 135'-8-1 adopted November 4th , 198 rn * * * * * * * I hereby certify that the foregoing Resolution was regularly introduced and adopted by the City Counci I of the City of South San Francisco at a Regular meet i ng, he I d on the 4th day of November , 1981~ by the following vote: AYES: Councilmen Ronald G. Acosta, Mark N. Addiego, Emanuele N. Damonte, Gus Nicolopulos; and Councilwoman Roberta Cerri Teglia ~OES: None ABSENT: None ATTEST: ~A"'.iA.A ,4 A~~.J'- ~v~crTY 'CLERKv~ .' 1ill flli \... EY!IbIT "A" TO RESOLUTIOi~ 135-81 i...... ....... CITY OF SOUTH SAN FRANCISCO - AFFIRMATIVE ACTION PLAN JANUARY 1, 1981 - JUNE 3D, 1982 ,,-; '-- '- TABLE OF CONTENTS SECTION PAGE NO. 1 POLICY STATEMENT 1 2 AFFIRMATIVE ACTION RESPONSIBILITIES 4 3 INFORMING OTHERS OF THE AFFIRMATIVE ACTION PLAN 10 4 WORK FORCE ANALYSIS 14 5 JOB GROUPS 17 6 UTILIZATION ANALYSIS 24 7 GOALS AND TIMETABLES 30 8 SYSTEMIC GOALS FOR THIS YEAR 51 9 RECORDKEEPING AND MONITORING 59 10 HANDICAPPED 76 9 1: POLICY STATEMENT -1- ~ 1: POLICY STATEMENT It is the continuing policy of the City of South San Francisco that all applicants and employees are entitled to fair and equal consideration, irrespective of their race, color, religion, sex, national origin, ancestry, age, marital status, or handicap. In addition, the City shall continue to ensure that any new facilities are constructed so as to be readily accessible to handicapped persons and shall make reasonable accomodation to handicapped applicants or employees whenever possible (as outlined in the Rehabilitation Act of 1973). It is the policy of the City of South San Francisco that the merit personnel program be administered in a manner designed to attract and to retain in City service competent and dedicated officers and employees, to assure that appointments and promotions are based upon merit and ability, to eliminate mediocrity and to provide incentive to perform to capacity. No officer, employee or applicant shall enjoy or suffer discrimination based upon religion, race, color, sex, national origin, ancestry, politi- cal affiliation or physical handicap. City Personnel Rules also provide for Equal Opportunity in that all persons, regardless of race, color, religion, sex, national origin, ancestry, age, marital status, political affiliations, or handicap shall have equal access to positions in City employment, limited only by their ability to do the job. The City shall make a voluntary effort to ensure that positions in the competitive service are equally accessible to qualified persons. The Council and the City staff have and will continue to adhere to this policy. The City shall use this Affirmative Action Plan to ensure continued efforts at full recruitment, the continued training of staff in equal employment opportunity and the continued use of meaningful personnel practices that apply equally to all segments of our society. This good faith effort will ensure that the City's work force fairly represents the race/ethnic and sex makeup of persons in the relevant labor market who possess requisite job skills. The adoption of this Affirmative Action Plan does not constitute an admi- sion by the City that it has violated the provisions of Title VII of the Civil Rights Act of 1964, or the non-discrimination conditions of its various grant entitlements. The Affirmative Action Plan is adopted under the AFFIRMATIVE ACTION GUIDELINES promulgated by the Equal Employment Opportunity Commission 1n accordance with Title VII of the Civil Rights Act of 1964 (44 Federal Register 4422, January 19, 1979). Inasmuch as the Equal Employment -2- Opportunity Commission is charged with the responsibility of interpreting Title VII of the 1964 Civil Rights Act (to the extent of its legal jurisdictions), the City relies upon the interpretations and guidance afforded by the AFFIRMATIVE ACTION GUIDELINES. DATE ~~~ MAYOR Qt,4~ ~ y~ VICE-MAYOR ' ~~~,..b E. COUNCIL MEMBER< ~.-IJ-~ COUNCIL MEMBER L!" /! .' ,r/I /1 j~: /:p'._- {III 1(<.ft~~N;(:~EM~;;W't::4D -3- ~ 2: AFFIRMATIVE ACTION RESPONSIBILITIES -4- g 2: AFFIRMATIVE ACTION RESPONSIBILITIES As part of its efforts to ensure equal employment opportunity to all individuals, the City has designated specific responsibilities to various staff to ensure the Affirmative Action Plan focuses on all components of the employment system. To that end, the classifications of City Manager, Personnel Director, Personnel Technician, and those employed as Supervisors and Managers have undertaken the responsibilities described below. CITY MANAGER The primary responsibility and accountability for implementing the Affirmative Action Plan rests with the City Manager. The City Manager's role includes, but is not limited to, the following duties: Designate appropriate personnel with the responsibility for overseeing, administering, implementing, and monitoring the City's Affirmative Action Plan. Ensure that these personnel are identified in writing by name and job title. Ensure that those designated personnel responsible for all Affirmative Action Plan components are given the necessary authority and top management support and staffing to success- fully implement their assigned responsibilities. Impart the personal direction that assures total involvement and commitment to equal employment opportunity programs through the City's Affirmative Action Plan. PERSONNEL DIRECTOR Personnel Director is responsible for overall superv1s10n of the Affirmative Action Plan. The Personnel Director ensures through the Personnel Technician and department supervisors, that all relevant policies and procedures are adhered to. Successful implementation of this program is a basis for evalu- ating the Personnel Director's effective work performance. The Personnel Director's responsibilities include, but are not limited to, the following: Ensure that the City as an employer adheres to the stated policy of equal employment opportunity, and monitor the application of equal employment opportunity policies. Develop policies, guidelines, and programs relating to equal employment opportunity. Developing policy statements, programs and procedures which ensures implementation of the affirma.tive action commitments as required by the City's policy and legal obligations set forth in Section 503 of the Rehabilitation Act of 1973 as amended by the Rehabilitation Act of 1974. -5- Identifying and developing solutions to problem areas ar1s1ng as a result of affirmative efforts for the handicapped, particu- larly those which arise between line management and handicapped employees. Designing and auditing and reporting system to evaluate the effectiveness of affirmative action efforts for handicapped workers. Facilitate internal and external communications to ensure the City's Affirmative Action Plan and its policies are made known to all individuals by: o serving as liaison between the City and minority organizations and community action groups con- cerned with employment opportunities for minorities, women, veterans, the aged, and the handicapped. o authorizing use of various communications devices to allow dispersal of Affirmative Action Plan information to those involved. Ensure that the Affirmative Action Plan is reviewed and updated annually in accordance with the City's stated policy. Participate in periodic discussions with management, supervision, and all other employed personnel to ensure the City's Affirmative Action Plan and equal employment opportunity policies are being followed. Provide guidance to supervisors in taking proper action to prevent employees from being harassed in any way, through one-on-one contact. Provide guidance and direction to the Personnel Technician. Ensure that relevant staff, (i.e, Personnel Technician and super- visors) are aware that their work performance is being evaluated in part on the basis of their equal employment opportunity efforts and results. Ensure that all internal and external communications dealing with equal employment opportunity programs bear the signature of the Personnel Director. Review the qualifications of all employees to ensure equitable opportunity, based on job-related employment practices, is given to all for transfers and promotions. Conduct periodic audits of training programs and hiring and pro- motion patterns to remove impediments to the attainment of Affir- mative Action Plan goals and objectives. -6- Assist 1n meeting hiring goals. o Work closely with minority and female recruiting sources, state employment offices, rehabilitation and service centers, advising these and all recruting sources of the City's policies in equal employment. Ensure that all new employees are informed of the City's equal employment opportunity policy and the Affirmative Action Plan and its objectives. Periodically analyze applicant flow to determine racial/sex and handicapped mix of persons applying for employment. Ensure that recruitment advertising is placed in minority and female-oriented publications, as applicable. Review all job descriptions and specifications to ensure they are free of discriminatory provision and artificial barriers. Ensure that all requirements are job-related, that they are realistic and reflect the actual requirements of the work to be performed. Serve as Laison between the City and enforcement agencies. PERSONNEL TECHNICIAN The Personnel Technician is responsible for ensuring that the directives of the Personnel Director are followed through and implemented. The Personnel Technician's duties include, but are not limited to, the following: Provide direction to City employees, as necessary, to carry out all actions required to meet the equal employment oppor- tunity commitments of the City. Review the City's Affirmative Action Plan at least on an an- nual basis in accordance with the City's Stated policy. Assists in the design and effective implementation of the Affirmative Action Plan. Develop, implement, and maintain audit and reporting systems to measure effectiveness of equal employment opportunity pro- grams, including those that will o o indicate need for remedial action determine degree to which goals and objectives have been obtained. -7- Assists in advising management in the modification and development of the City's policies to ensure the enhancement of equal employment opportunity for all employees and potential employees within exist- ing equal employment opportunity guidelines. Assist in identifying problem areas and establishing procedures, goals and objectives to solve these problems. Conduct periodic audits to ensure all required posters and those advertising the City's equal employment opportunity policies and Affirmative Action Plan are displayed and that the City's equal employment opportunity and Affirmative Action Plan policies are being thoroughly communicated. Assist'in developing policy statements, Affirmative Action program, internal and external communication techniques. Assist line management in arriving at solutions to problems. Assist in keeping management informed of the latest development in the entire equal employment opportunity area. Work closely with Personnel Director and supervisors in coordina- ting the effective implementation of all identified affirmative actions. Assist in review and reV1S10n of all City policies, procedures, and rules, including personnel rules to ensure they are not in violation of federal laws and regulations. Assists in ensuring overall compliance by the City with the Affirmative Action Plan. SUPERVISORS Line management, in their direct day-to-day contact with employees, have assumed certain responsibilities to help ensure compliance with the City's equal employment opportunity programs, and effective implementation of the Affirmative Action Plan. These include, but are not limited to, the fo 11 owing: Aggressively adhere to the City's equal employment opportunity policy. Support and assist the Personnel Director and Personnel Technician in developing, maintaining, and successfully implementing the Affirmative Action Plan. Complete progress reports regarding the status of goal achievement. -8- Take action to prevent harassment of employees through Affir- mative Action efforts. Assign employees to significant jobs that might lead to greater personal growth and value, and counsel them with respect to what is needed for upward mobility within the employment structure. Ensure that all interviews, offers of employment and/or wage commitments are consistent with the City's policy. Implement the internal promotion and transfer of all employees under their supervision consistent with Affirmative Action Plan goals and objectives. Assist in identifying problem areas and provide needed infor- mation for establishing department goals and objectives. -9- S 3: INFORMING OTHERS OF THE AFFIRMATIVE ACTION PLAN -10- S 3: INFORMING OTHERS OF THE AFFIRMATIVE ACTION PLAN Effective implementation of an Affirmative Action Plan requires identifica- tion of specific procedures that will be used to disseminate the Affirmative Action Plan The City has, therefore, identified the following steps to ensure effective internal and external communication regarding the Affirmative Action Plan and its related EEO policies. Any item requiring action includes theresponsibleindividua1(s) by name and job title. INTERNAL DISSEMINATION Include policy in appropriate in-house publications such as Policies and Procedures manuals. Responsible Personnel: Pete Kutras, Personnel Director Pam Sekulich, Personnel Technician Schedule and conduct special meetings with executive, management, and supervisory personnel to explain the intent of the policy and individ- ual responsibility for effective implementation, making clear the City Manager's personal commitment on behalf of the City as an employer. Responsible Personnel: C~W. Birkelo, City Manager Mike Wilson, Assistant to City Manager Pete Kutras, Personnel Director Discuss policy with new employees during orientation. Responsible Personnel: Pam Seku1ich, Personnel Technician Letty Juarez, Personnel Clerk Department Heads Meet with union officials to inform them of the policy and request their cooperation. Responsible Personnel: Mike Wilson, Assistant to City Manager Pete Kutras, Personnel Director Pam Seku1ich, Personnel Technician Include nondiscrimination clauses. in all union agreements, and review all contractual provisions to ensure they are nondiscriminatory_ Responsible Personnel: -11- Mike Wilson, Assistant to City Manager Pete Kutras,Personnel Director Pam Seku1ich, Personnel Technician Post the policy, along with required State and Federal EEO regula- tions, on City bulletin boards and other areas designated for gen.... eral reading and information. Include in the Personnel Department a Handicapped self....identification information. Responsible Personnel: ,Pam Sekulich, Personnel Technician Department Heads Communicate to all employees the existence of the City's Affirmative Action Plan and make available copies of the plan that will enable the employees to know of and avail themselves of its benefits. Responsible Personnel: C.W. Birkelo, City Manager Department Heads EXTERNAL DISSEMINATION Inform all recruiting sources of the City's EEO policies, and include policy statements. A list of recruitment sources is available for review in the Personnel Office. Responsible Personnel: Pam Sekulich, Personnel Technician Letty Juarez, Personnel Clerk Encourage recruitment sources to refer minorities, females, handi- capped, and U.S. Veterans from all age groups. Responsible Personnel: Pam Sekulich, Personnel Technician Letty Juarez, Personnel Clerk Include the clause "Equal Employment Opportunity Employer" In all recruitment advertising. Responsible Personnel: Pam Sekulich, Personnel Technician Letty Juarez, Personnel Clerk -12- Include Equal Employment Opportunity clause either by reference or its entirety, in all purchase orders and contracts. Responsible Personnel: J. Figueiredo, Purchasing Officer A. Yuen, Acting Director of Finance Notify prospective vendors and suppliers of their obligation in EEO- related activities. Responsible Personnel: R. Rogers, Acting City Attorney J, Figueiredo, Purchasing Officer A. Yuen, Acting Director of Finanace Notify minority and women's organizations, community agencies, commu- nity leaders, secondary schools, and colleges of the City's policy. Responsible Personnel: Pam Sekulich, Personnel Technician Letty Juarez, Personnel Clerk Picture minority and nonminority men and women in all relevant adver- tising or City-sponsored publications prepared for the dissemination outside the work force. Responsible Personnel: Pam Sekulich, Personnel Technician Letty Juarez, Personnel Clerk -13- ~ 4: WORK FORCE ANALYSIS -14- S 4: WORK FORCE ANALYSIS The City conducted a work force analysis to gather and organize data on the number of employees by sex and race/ethnic group in each job title. The data was collected by department, and within each department, the job classifications were listed from highest to lowest paid. The list included all job titles, including department supervision, exempt, and nonexempt titles. This data helped the City develop job groups and lines of progression. For each listed job classification, the minimum and maximum monthly salary was presented, along with the total number of employees in the classifications, the number of male and female employees, the total number of minority em~ ployees, the male and female minority employees, the total number of White, Black, Hispanic, Asian, Filipino, American Indian or Alaskan Native employees, and the numbers of male and female employees within each of these race/ethnic groups. A sample of the Work Force Analysis Data Form is included in this section of the Affirmative Action Plan. Developed in conjunction with the work force analysis was information on the City's lines of progression. Each showed the titles of the job classifications through which an employee can move to the top of the line. For each line of progression applicable departments were identified. These are the departments which employ persons in the specified line of progression classifieations. Some lines of progression are limited to only one department (e.g., Public Works), while others are City-wide (e.g., clerical). The lines of progression provide useful information regarding patterns of ver- tical and horizontal movement throughout the City. These patterns ean be eval- uated to ascertain whether they provide to our employees' career mobility and opportunities for advancement. The actual lines pf progression and work force analysis information is avail- able in the Personnel Office for review. -15- S 5: JOB GROUPS ~ -17- 9 5: JOB GROUPS The work force analysis was conducted individually for every job classifi~ cation or job title, after it was completed, job classifications were grouped for the remainder of the utilization analysis and later for setting goals and establishing timetables. There are several reasons for grouping jobs: 1. Many job classifications are so similar in content, percentages of people available for those jobs, and current utilization on those jobs, that handling them individually in the Affirmative Action Plan is not necessary. Grouping together these very similar classifications is best and simplest. 2. For many job classifications, the availability data that can be collec- ted is limited, and the same data must be used for several related jobs. Therefore, grouping these related classifications together is logical and necessary. 3. Many job classifications have so few people in them that identifying underutilization is impossible or meaningless. By grouping several similar classifications and increasing the number of employees involved, a meaningful utilization analysis can be conducted. The three reasons for grouping job classifications all discuss "similar" or l:re- lated" jobs. That is the most critical guideline to be followed in grouping classifications. Above all, they must be similar or related in some manner. Listed below are the guidelines that were followed in developing the job groups for which underutilization will be identified and goals and timetables set. These guidelines were developed to address the various requirements of State and Federal agencies. JOB GROUPING GUIDELINES ~ The content of the jobs included in a group must be similar. Similar content refers to job responsibilities and requisite skills required. The wage or salary rate for the jobs included in a group must be similar. The opportunities for advancement should be similar for all jobs in the group (the same chance of promotion to higher-level jobs, for example). The groups should not include jobs with clearly-different utilization patterns, For example, jobs predominately filled with males should not be combined in the same group with jobs predominately filled with females. No matter what number of jobs is put into a group, the group itself should contain at least 6 employees. Smaller numbers will make the identifica- tion of underutilization and the goal-setting process difficult and often meaningless. -18- Each job group should relate to the availability data that can be collected. Many job groups, if appropriately constructed, should cut across departmental or organizational units. Job groups must not be developed in any way that appears as an attempt to hide, rather than illuminate, problem areas. This may appear to be the case if groups, for example, are too broad or too narrow for analysis. The feeder jobs, or feeder patterns, for jobs included in a group should be similar. ... Jobs in a group shall have the same labor market area if possible. EEO Occupational Categories should not be used by themselves as the only job groups in an Affirmative Action Plan. EEO categories are much too broad for proper analysis purposes. Jobs must not be placed in a group when they require significantly dif- ferent qualifications. The single most important guideline that was followed in grouping classifications was that jobs in the group must have a similar thread running through them. That similar thread must be the requisite skills required for the jobs in the group. Following the job grouping guidelines outlined above, job groups were developed for the Affirmative Action Plan. Each was given a number to be used throughout the Affirmative Action Plan. A list of those numbered job groups follows. -19- # NAME 1 Entry-Level Semi-skilled Maintenance 2 Entry-level Semi-skilled Service/Oper- ators 3 Semi-Skilled Maintenance 4 Skilled Main- tenance 5 Skilled Crafts JOB GROUPS CLASSIFICATION Apprentice Public Works Maintenance Worker I Building Maintenance Worker Park Maintenance Worker I Maintenance Worker I, W.Q.C.P. Operator I, W.Q.C.P. Building Maintenance Custodian Equipment Operator/ Serviceworker, W.Q.C.P. Sweeper Operator Equipment Operator Equipment Serviceworker Parking Meter Cnllector/ Maintenance Repair Person Printer I Mechanics Helper Public Works Maintenance Worker II Senior Building Maintenance Worker Park Maintenance Worker II Maintenance Worker II, W.Q.C.P. Tree Trimmer Public Works Maintenance Worker III Public Works Maintenance Worker IV Park Maintenance Worker III Assistant Mechanic Machinist Equipment Mechanic Equipment Mechanic Foreman Operator II, W.Q.C.P. Mechanic, W.Q.C.P. Mechanic/Electrician, W.Q.C.P. Assistant Electrical Technician Electrical Technician -20- EEO CATEGORAY 8 8 8 8 8 8 8 7 7 7 7 7 7 8 8 8 8 7 7 7 7 7 7 7 7 7 7 7 7 LABOR MARKET Local Local/ Internal Internal Internal Local/ Internal # NAME 6 Technicians 7 Clerical 8 Journey-Level Clerical 9 Technical Clerical 10 Professionals " CLASSIFICAT10N Building Inspector Trainee Building Inspector Police Technician Engineering Technician Laboratory Chemist, Water Quality Control Plant Public Works Inspector Senior Building Inspector Code Enforcement Officer Communications Dispatcher Senior Typist Clerk Secretary I Library Assistant I Police Clerk Account Clerk Typist Clerk Personnel Technician Personnel Clerk Legal Secretary Executive Secretary Senior Police Clerk Administrative Secretary Secretary II Library Assistant II Library Assistant III Accounting Technician Accounting Officer Principal Clerk Senior Communications Dispatcher Chief Building Inspector Assistant City Attorney Associate Civil Engineer Librarian I Librarian II Librarian II I Senior Planner Assistant Planner Accountant Superintendent of Parks and Landscape Water Quality Control Plant Superintendent Police Operations Analyst Industrial Waste Inpsector -21- EEO CATEGORY LABOR MARKET 3 3 3 3 3 Local/ Internal 3 3 3 6 6 6 6 6 6 6 Local/ Internal 2 6 6 6 6 6 6 Internal 5 5 6 2 6 6 Internal 1 2 2 5 5 5 2 3 2 2 State/ Internal 1 5 3 # EEO CATEGORY LABOR MARKET NAME CLASSIFICATION 11 Local/ State/ Internal Operations Supervisor Equipment Maintenance Super~ visor Purchasing Officer Building Maintenance Super- visor Recreation Supervisor Swimming Pool Manager 2 2 2 5 5 12 1 Internal Superintendent of Public Works Public Works Supervisor/ Electrical Public Works Supervisor Communications Supervisor Police Records Supervisor Park Supervisor Supervisor Chemist Operations Supervisor Water Quality Control Plant Maintenance Supervisor Water Quality Control Plant Journey~Level Operations Supervisor 7 1 6 3 7 3 7 7 13 State/ Internal Library Administrator City Attorney City Manager Assistant to City Manager Director of Community Develop- ment Director of Parks and Recre- ation Director of Public Services/ City Engineer Personnel Director Department Heads 1 1 1 1 1 1 1 1 14 Police Admin" istration 1 3 2 2 Internal Chief of Police Police Sergeant Police Lieutenant Police Captain 15 Police Spe/ cialists 4 4 Internal Police Officer II Police Officer/Cycle 16 Police Officer Police Service Technician Police Officer Parking Enforcement Officer 4 4 4 Local -22- EEO LABOR # NAME CLASSIFICATION CATEGORY MARKET 17 Fire Admin- Fire Chief 1 Internal istration Assistant Fire Chief 2 Fire Battalion Chief 2 Fire Captain/Paramedic 3 Fire Captain 3 . Deputy Fire Marshall 2 Fire Marshall 2 18 Paramedic Fire Fighter/Paramedic 3 Internal Paramedic/Fire Fighter 3 19 Fire Fighter Fire Fighter 4 Local -23- . 6: UTILIZATION ANALYSIS -24- 6: UTILIZATION ANALYSIS INTRODUCTION After the work force analysis was conducted and job groups identified, availability data was collected for each identified job group. The availability data collected is an estimate of the proportion of each sex and race/ethnic group that is available and qualified for employment in a given job group in the relevant labor market. Availability indicates the level at which each race/ethnic and sex group could be expected to be represented in a job group if employment decisions are being made without regard to sex, race or ethnic origin. Availability estimates, therefore, are a way of translating equal employment opportunity into concrete numer- ical terms. Correct utilization analyses, worthwhile and attainable goals, and real increases in employment for underutilized groups depends on competent and accurate availability analyses. With valid availability data, we can compare the percentages of those who could reasonably be expected to be employed versus our current employment (from the work force analysis), identify underutilization or areas of deficiency, and establish goals and timetables to correct the problems. Six factors were considered when determining the overall availability of sex and race/ethnic groups for a job or job group. The six availability factors are as follows: SIX AVAILABILITY FACTORS 1. The minority and female population of the labor area surrounding the employer. 2. The size of the minority unemployment force in the labor area surrounding the employer and the percentage of the female work force as compared with the total work force in the immediate labor area. 3. The precentage of the minority and female work force as compared with the total work force in the immediate labor area, 4. The general availability of minorities and females having requisite skills in the immediate labor area. 5. The availability of minorities and females having requisite skills in an area in which the employer could reasonably recruit. 6. The availability of promotable and transferable minorities and females within the employer's organization. To ensure that all six availability factors were fully addressed in collecting availability data for each sex and race/ethnic group for a job group, a 6-Factor Availability Analysis Form was developed which lists the -25- 6 availability factors. A blank copy ready for completion for any job group is attached. Although, the 6 availability factors are slightly different for minorities than for women, the 6-Factor Availability Analysis Form includes in the six factors listed, all factors required for both groups. Data on female population percentages, although not required, is provided for in Factor 1 on the form. The availability factor regarding females seeking employment is included as part of Factor 2 on the form. OBTAINING AVAILABILITY DATA Availability data sources included the State of California Employment Development Department publication entitled "Manpower Information for Affirmative Action Programs", and special tabulations drawn from the 1970 U.S. Census. The specific requirements for each of the 6 availability factors and a detailed explanation of where and how availability data was collected for each factor is available in the Personnel Office for review. -2a- IDENTIFICATION OF RELEVANT LABOR MARKET Next, each job group's relevant labor market was identified. identified as the area from which the City normally recruits applicants for positions in the~group - - either the nation, the local area, or the employer's internal work force. It was job the st:ate, DEFINITION OF LOCAL LABOR MARKET It was next necessary to accurately define the local labor market for those job groups which are recruited for "locally." In order to do this, an analysis was conducted to identify the areas in which applicants for locally recruited job groups live. In addition, a second analysis was conducted to identify the areas in which employees working in locally recruited job groups live. Both sets of data were then used to define the local labor area. This methodology for identifying and properly defining the local labor market has been recommended or approved in several court cases. The results of these analyses showed that 99% of the City's employees who work in locally-recruited jobs reside in two counties: San Mateo and San Francisco. 92% of the City's applicants for locally recruited jobs, resided in the same two counties. Therefore, the local labor market was defined as: San Mateo County and San Francisco County. Since the local labor market was defined as more than one area, any availabili ty data collected from the local labor area was collected for both San Mateo County and San Francisco County, and given an 84% and 16% weight respectively. DETERMINING FINAL AVAILABILITY Using the availability data and the relevant labor market information, final availability estimates were made. IDENTIFICATION OF UNDERUTILIZATION Once availability data was collected and final availability estimates derived for each job group, it was possible to conduct an analysis to identify underutilization by job group. A comparison was made between the percentages of each sex and race/ethnic group (as well as total minorities) in each job group with their percentages available, as identified on the 6-Factor Availability Analysis Form. Underutilization was identified if there was any disparity between the percent on the job and the percent available. It is important to note, however, that when small numbers are involved, it is difficult to make reliable inferences regarding underutilization or adverse impact; one additional person on the job of a specific sex or race/ethnic group might double that group's -28- representation on the job and completely obliterate the underutilization. This factor is critical, because such small differences in availability and in representation are not indicative of adverse impact or systemic discrimination, but rather could easily have occurred by chance. Never- theless, whenever there was any visual disparity at all, no matter how insignificant, that disparity has been noted as underuti1ization and goals have been established. -29- v 7: GOALS AND TIMETABLES -30- 7: GOALS AND TIMETABLES When an employer's selection procedures, intentionally or unintentionally, have resulted in a lesser percent of a sex, race, or ethnic group in a job group than expected from the availability data, affirmative steps should be taken to remedy the situation. One such way is for the employer to develop a written Affirmative Action Program in which are established long-term goals and short-range (annual) interim goals and timetables for specific job groups. These goals and timetables should take into account the availability of basically, qualified persons in the relevant labor area. Whenever it is appropriate to establish goals, the goals and timetables should take into account anticipated vacancies and the availability of skills in the market place from which employees could be drawn. The goals should be reached through such recruiting and advertising efforts amongst those who are qualified. A goal, unlike a quota, does not require the hiring of persons when there are no vacancies, nor does it require the hiring of a person who is less likely to do well on the job ("less qualified") over a person more likely to do well on the job ("better qualified"), under valid selection procedures. When the standards for determining qualifications are not job related, job-related procedures should be developed. In no event does a goal require that an employer must, in all circlrnstances, hire a specified number of persons, because such a goal would, in fact, be a quota. GOALS AND TIMETABLES METHODOLOGY The City utilized the specific guidelines in the establishment of goals and timetables. These guidelines are available in the Personnel Office for review. All goals and timetables developed will not be used to discriminate against any applicant or employee because of race, color, religion, sex, national origin, handicap, or age. The following pages set forth the results of the utilization analyses and establishment of goals and timetables for each job group. An asterisk (*) appearing in a cell on the form indicates less than one person. The number fifteen (15) appearing in a "Years to Goal (#)" cell indicates 15 or more years. The last timetable option listed is the option representing the number of openings currently projected by the City during the period covered by the Affirmative Action Plan. -31- LIT I L I ZAT I Clt--I_. C-iCIAL~=; ';;n -_..: T I t.1ETA:BLE~=; Job Grou~: #1 ENTRY-LEVEL SEMI-SKILLED MAINTENANCE As ()f: 1....11,/::: 1 CURRENT UTILIZATION I t'1fiLE FH1ALE ~'JH I TE BLACK HI ::;P . A3 I Ati A. It'iD t'1 I t'i . TOTAL .- EriI~) lCI':lees (#::. '-1-:'1 0 '" I (1 , , i (1 4 '-I~ ~f '::""-' '-' .l. &:::of - - E rn t:' lCll::lees .' . , '. 1 (1(1. (1 O. 0 .:,t:" . , 0. (1 1 1 1 .... [1. 0 14. ' , .............................. ............... I., /~..' 1_1._1. .;., . .. t:t ............... ~ . :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. - ---- H'.) ,;:t. 1 ht,i 1i t,;:! " . I " 90. 0 1 (1. ~) .-.... .... 1'-' (1 17. 1 - 0 - , . I' I - ,: ~X1 ~~1 1 I., I"~..' t.l{ . .. -' .;.. . . .:::. '-'':' . '.:) ~. - -- - I - -. '-- ----..- \i Ir -4-t-'I~+i 1ized . , t,iO 'TIE~:; HO YES ,YES Nn YES fTIE~:; ~:~:~tt:~:~:t~{:~ - I'. '=' _ . (---- ---.--=-=\=---:.- -.---=---!--..-----=--- ---- I (---- -=--===-~ =-'--:-~~:--:. =-.::::=-=..:=+=:::::=~~=, 1----'_._' --,-------,-, I -- f-----l-- 1-----_... ...~._.._.__. --~._"..-----...j , GOAL~ L()n':.1-R,;:ti"l':.1e Ci C,l.;:t. 1 " . I 0, J uJ 1 (1. ~) 1 - C 17. 1 I , ..' 1 .1.::... " I . " -t-- ~ - - Lc,n ':'1- F.: .;:t.n ':.1e Ci(),;:;.l (#::. . , .-, .,.,. ..:' .;.- '-' ...--- ----..- - --_.:=j,-- !,mnu.;:t.1 P l,;:t.cement (;.~ ) J. "_i. 0 1:::.0 25. 7 I .- :==== ,===~:.--=---=t----,. .... - --- ..--... --I] I " '",:: ':10--:, .:~ 1'~ -:- -:-, _~.:.. ,-'':''. '-' t .d.1U. U { ~~ 1 9 \ , 2?J --... -'-:-:-.:---;:-'-' ';;:;;;;~:~:;,:-i 4t- --I ..............' j -' . -' t=:':':':':':':':':':':':':':':' .-- ---.-.,. .--,+----.--- -_._...~ T I t'1ETAI: LE::; If 1 Or:'en i n':.1S .:: ::::. 7 ;~ Tw..t"i()I,..'et-.::. T,_-, /_-"'_"',,""_.1 1"#'" ~1r.:'1~ iC", f" 1.,..,~----r'--111~-' :::::::::~;:::::::::::::::::~-I 'T'e.;:tr-::: ~'. .' '- J. '- t '- --t--~::- ..:.,.:.:.:.:.:.:.:.:.:.:.:.:,:~ Hi t"ed Per' 'T'e.;:tr (#::. -l+'-'~ ,~.~-::: ~! _ _.._:~_. -::: 1_ -===t~=::==t=--2= 1 ,~:~:~:~:~t~:~::::=':J If 3 Openin~s ( 11.1 'T1e.;:trs Te, Cio.;:t.1 (#) Hi r'ed Pet., 'T'e.:.r .:: #) ~~ TIJt"'ri(,I.)er') ~lli =r= ;~- -J~__ t--1=~ I -.- -+-----, ---~~t='--.---f-..-,-,----+--------+-.--.--,--..~ If 5 Ot:'en i n':.1S (. 1 :::. ::; ;~ Tw-'no'.)et-'::' I ~ 1 ' r;-il 'Tle,;:t,t".s To Cio.;:t. 1 (# .,.,. 4 I C" ............... " , ,,:::,::::::::,:::,::::::::::: I - , J I . J .............. ( b - I............... Per' I 1 #) {l - 1 1 i ... \ ......'........) Hi t-'ed T e .:.,t"' , '. : - --J-~-f:::::::::~=:~::::::~ - I I -,---- -- .---..- Projected O~enin~s 8 (29.6 % Turnover) C' ::. ::,r'= T,", ri,-,::' l(i~, '-T'-~-l:: 1:: \ l--T ''::: 1 ::::::::::::::::::::::::~:~:Cl :"::. -' - - - '-. '... --- -.---r---;n-----t-.--::.-j..----~-----f-_.._.----+_-'--:..'-f:::::::::.::::~~:::Z\ tf~~~=,e ~~::= '~',~~~.- "m..':=~~~___ . - -===i---~ l~=8=~=__.t~=:.=~~~~~----~=====:J::=:~:=:::::=1:=::~=:::=,=~=t~~~~~:~:~:!::~~ ::::!\'f, I LnB I L I T'T' ':;OUF:CE: (:--FACTOF: m~AL'Th:; I ::; -32- '_IT I L I ZAT I Clt--I ." GOALS & TIMETABLES T0b Group: #2 ENTRY-LEVEL SEMI-SKILLED SERVICE/OPERATOR ," ()f: 1....11 ,/::~ 1 CURRENT UTILIZATION ~f t'1ALE I FH1ALE L.JH I TE ! BLACK I H I ~:;P. 1 A~:; I At.~T A. I ND t'1 I t.~. II Fri"':' 1'-_1'-1_ ....._- ....._- _.::; (.' .j.j. .') _uu_ - .:'! r< ~:. ri ! 17< I ri Inn ,- r tt _ '-' I -' .-' -_1-._. -' I .~ - - ! crli~:' 1'-"-1.=0.::0':::: <:' ~", ':! i1 ~-ir1 171 j I7i rl i r1r1 r1. 171 rib\-1 r.'1 r1 r1t r1.0 i n ri ~-'=---,-_':"':"::":":::-_-----_: ~..:~.._-+ _.:.~-_.-=-.:_.:.- ...:.:_.:...:...:.. _._-~ ..:_~-:;-t- ~- ._-=-~ -.- Ili',,,-; lab; li t'" c;;. It 8~L20. OJ 67 · J~ ~-'.6 _ 16 .2t- 3. 0 ---' 6 -i 3". 1 rl",'~J~~~~~?~~::~:H~~~~1~~~l~J~~~~0' . ','E3 TOTAL , , ::' ............... ............... ;:::;:::::::::::::;::::::::::: 1(11-).(1 I:~:~:~:~:~:~:~:~:~:~:~:;:~:~: -'--L- UUr"! ::; -- r,~.::~I~~=.:.~~~~~~~~~~:i.~~-~.T':2':~--f-r=~~20. glL-IJl. ~ 1 ~ ~ 3 ;. fiT ;; ., r--....F ....., .."..... . -" I . # ,. I .. I I . i '. 1 t~,;;~;~C~~~~~~;~;ii:~:~tt~~~x~~t=~j~~~5~1~_j -.-t= t, .-,,-t 1 1 00 0 . ._,':'' . . . 1 - , , , : '. - t_l 415 4 .....~ :::::::::::::::::::::::::::::: . .............................. -- T I t'1EHmLE:; Ur:'ei'"i1 ri':.i.=;: ( 12. '5 ~~ T~..il""r)()I.)er'> i::t;1~{I~,-~~;~!~~i1=-]I=~~J31~-=-T==i~-G~ I \ == + <D=~:I ! . ..__ ...__._.__....LL___.__I..___t.I.__....___-i-._+-----f__----=l:::.- . , 11 J +. -.t-- I I If 2 O~::~t1in~s l~ 25 ;~ T~t~t101}er'~\ ::';~~~~~-:;~~~~~~J;~r;~~L~ ~f~t[}[ ~J--..J- . II .. .m - .............................. ,_I :.:.:.:.:.:.:.:.;.:.:.:.:.;.:. -::: 1 '~:~:~:f~{:~:~:}~:~:~: , , I P ::: Cr:.::;;(li(j'::IS::: ::~7.::3 ~.~ 1'tH"'riC:I..'E:~r'::' r;,:;-~_~,~:'.~~~.~),~..:,,':~~:~~.I_~2Ix:::=.::~=D-.==,~=':~J~~..~~~:~:}'n=~=~l~-=--3L..tr ~ I I' !.i.... _.~ ,-, - ,- J! - _. ,- ,'#', I I 1'-11.,-; I ..- < -'-j I \.;' i ":::.':.._"J::,.:._':,~:~,,.:.l~:.~._~_-_,,'~:~.~:.::~::-+l.':'::=:::::=,=:~:t.::=~=::=.~~~=:+l=-:=:==:: =~-=--=--':::~:i:=~~=,,-~ , --~=t-.-=:=~-- , I '-'1............................., . ............... . ............... .;:.. :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. r " I 1 :::::::::::::::::::::::::::::: I ............... J. I.'........'...'...........'.. I I :~'(::I.j:::;i:;t~::;:j C:r::e(iirr:.1S.;:.. < 25 ~,~ T'Jr-'rl(:)I...!et-.) ':;::i~~~J:~~~~;~-~=-;ft;;;I~:~[-;-I~~~l~.:[ ~J.~'::: I I I I I r I I : 1 . I . /r:{ I L;:r[: I ~ I T\l ::;CltJF:C:E: ~::'-"Ff:!C:T:=n? r:tt~I=tL Irl~:; I ~:; -33- LIT I L I Zf-iT I Clt--I on GOALS & TIMETABLES Jo~ Gt'OUP: #3 SEMI-SKILLED MAINTNANCE ()f: 1." 1."::: 1 CURRENT UTILIZATION fr'1ALE IFH1ALE lEfllr:'~O'::l!~es _~#::~_____. _:-l~t---:.-_~ 15 _ ~?I _-~ _ '?I \ Ell'lr~~_~_:::.-____,~~~~__ ! 1 ~Jt:~. t'~t! __~~~~ 7::: ~ 9 Lj. U \ :::.: 1 . 11-.:.:.1. ~.:.1 I D. 0 r~~l l "t: ..,. I 1- - - - - -r - - - r. - ( - - J -- ~. ';:'.1') 1 L 1 ~..::~___ll~k1U. t.1 I ~j. ~~. :"-:1._,. ~.:.i U. ~.:.i ':'" ~';:-i- l1.~.:.1 \ ~.:.1" ~.:.1 ~____..________.__o____J.L.__ ---.---- -'--'" -----.-.t---.-.t-.---.-t-. . !~~~;g-~~-=~~~~ib:~~:t~~:~=-st~=i~:f~~ 1~ 171 HIt-i. TOTAL 4 19 2 1 . 1 . ~:}~:~:~:~:}~{:t~: ' 5.~:1 H3l1.~)r ti 0 ~:t~:t~:~:~:~:~:~t:~: C~C~f1L,~:; -- f!;""-':i~-~P ~-:~:~~'~-;:::::~;-l'-(~)~:;.-.rlr---r--i! '-t~ r- r~:~~I~~~~;~~f-~8E~0I~~;Ji;~~-t~~k ---- .=1 100.0 19 :.:.:.:.:.:.:.:.:.:.:.:.:.:.;. ............... .............................. ............... T I r.~::TnI:LE:~; T,~ 1 O~:;et-iit-i.~S l~ 5.3 ~~ Turnolvler'~l \2~~~~JJ~~[.~3E--==t~~---~-l=---LL -I l~~ f. ......------------------=l-t----t-----iJ-::i--+--~-----+---1- , If 2 O~'et1i~-i'~S ( 10.5 :-~ TUt,.'t-I01.)et-.) ()~~~~..~.~~~~~~~.~~~~;~}";,~:~i~...~.~~~+-t~==+=~=1+-._-~-~t'--=--I- -l--J-- I t;~ ".1, c .... Jr.::. ,f T I-' ~.,. ,#. .,. ,\, I ............... i .',~:..l..__::,'~~,_...'._..':______.._.._::..::::~_..__...:...._~,_.--"-~-----_....-.-J.-...-....-- __ _,__,___, ____, _____.. -- ----1---,- ...........,'...........'...' L .,.,_ ,.. .. ,,______.........____,___,__,_...._._..1. 1.,__... t..____"...._...~-~____'_m ,___...__._,--'~ ----,--.1--- -L----...--l------ . ,.,---- 1 Ii.. -+ -{ I ; . . If 4. Clr:;et-iii-j":JS < 21.1 ~~ Tt..~r.tiClj.)er'> !~';r;~~]~:~~~;i~-~=~n;-;J;~~JL;~J~;;~==~E-J -~J~ F'j.-G~~2c.te(~ O~~e~~it1'~S 9 '~ 47.-4 ~'~ T,~t-.t-iO~)et...) ]:T';~J--.~~~t?-.-.'~:~~.\.'~,:::I:~........-~--.~l]~,~~=-...---.:..-~-....~~..:..-..-.-.:-.Tr~~-=~T~-=~-~-==C===]..--=-=r=-.=~-f ..\..,__,1 "_... "__'._ :#'. ! I ' I . ! I ' , : .I.,:_~..f :::i.,...,~.,.::.I..,~:~~j=:,..:~=,.:'::: =:r:i.....=:=::::=.::t==:::=:=,::':::::f-t:=:=:'==::=::i=::::-:===-=::l:='-:===:=T==:=::--~,--=--~ I,.............) i:'::::::;:::::::;:::::;'::::: ,..............l I:;:::::::::::::::::::::::::::: t --1 ILFiI;ILIT\.' ':;CllJF:C:[: ::1" r"['=IC:TCi(: f1~~Ai.-.'T'~:;II::; -34- LIT I L I ZAT I CRt-.J .' GOALS & TIMETABLES Job Group: #4 SKILLED MAINTENANCE ,'- - of: 1,.-.' 1,.-.'::': 1 CURRENT UTILIZATION rt'1ALE FEf'1ALE ~.lH I TE BLACK H I ~:;P. A::;;I At.~ I A. nm \ Em!':' lO'::tees _ .:: # > ~ 1:::: C1 ~.~ C1 1 (1 (1 (Em:~ lo'~~-'.:.s __~:~::. f 1 00. ~~_l-'_'_C1. (1 _ 92. ,;: _ (1:. (1 7. ;' O. (1 (1. (1 ~,Al.!~~;_~..~~~:~~l ~~.~~:~~)-,-,-_.-t~~~~: OJ__ I;.:.~~ .~.::::~-~~~~'..~~1--- ~.._1 ~~. (1 (1. (1 1 Under'I_~t 1 l1zed ':,' I t~u ) t~u 'T'E::; t~u ! t.~u t,~u t'10 ~~==::'=~~.~ .--,~~~~~:~,:.~~~~.~:~=::~.=~:~==..,-~Jt=~=~~==~f='=~==~:~~ r.=- .~:.--t~-= -- ----~===- --- , ~ CiOAL::; tHt.~. TOTAL 1 1 ::: \ 7'. 7' ~:l:~:~:l:l:~:~:~:~:;:r:~:~:~: to. 1 HJ~J. (1 t.~ 0 }~:~:~:~:~t~:~:~:~:~:~: iL,-,::"-F'-; w ru \ "", 1 t I ~~~~~~= ~.~ _I,: ~_. =~'="~'7"-j' ::, ---.-+-- r~'-:~~~:=~:~~-=:-. 1_1~=~~:..~,_ ':_# ~.--=tk.-- J _.____. IAI:~~~=J.!~~~=:_~~ 1-- I j 10~J. ~:::1 1'-' f--t- ' -------=t===--. --=i -d-- ( I ~:~:?l:l:l:l:~:~:~:~:l:l:l: T I t'1ETFiI:LE3 If 1 Openin~s (7.7 % Turnover) =-=.r~~T~~'-ril-I;T(#-::;--=tt= / ~! - I ;1 \ / ~:;::::::::::::::::::::::::::::( ."::":'-:.-=:"-,~-=":"::-':"--.."'::"":"":_,- ---i--- __.. I -.- ..................'.......'.'.. ! 1..-1 i t- .;:. d P .;:. ',- 'T'.;:. .::.r ... # .) ! \ 1 :::::::::::::::::::::::::::::: I '..~,--,-=,,:,~--=-:_.._---~,_:._:"- ..-- ( --.. .-- . ............... \_ .___________~. -=t--+----- .--=+-----:t------l If ~ Openin~s':: 15.4 % T~rnover) I\'e.;:.r::: T (I Ci(l,:<.l (#::. T1--T---TT---T----'--! r-l i I ~:~:}}}~:~:~:)} I f-.-:.--.----,--------::---::----~,.~ \ 11 I -----l----h b ---1---1..............................1 ) H 1 red Pet- 'T'e.~j"' !" #.-' ,__lJ.......(., -t- I ,J :::::::::::::':::::::::::::::: j=:=='~~-:====~:=,~:=~~_-==:=~=~:::'~==--=+,_~,__=~=,...+~-=-"::"-==--=- -=--=--=+,=-----l.----~, ----.. -===4 ' If 3 Opet-iit.I~S (23.1 ;.~ Tut-'no~.let~) r;;~:~;~..~:..-T:::; 00.:<:1< #::: ----tTtl '-t-'-*----~ ) f -:-~--:-''''~-''=''':;'''-':~''='-~--'-;-'';'_:''-:'-~''''''--;'#--~---' --- --....-- . ----t'----- ~ i'~! 1 t ~ i.A f' i::1j' . r '= .::iJ' . 1. .-1 \ \ I !:.~:=::,:".::'--=~=::::::==~=::~-=~~..==~==_~~,=~:=:__,,~= ,-':-==t~=~~:==ll..--=--=---=--=t==:-=t== l".......'....................) \............... ;:::::::::::::::;:::::::::::;: 1".............1 :::::::::::::::::::::;:::::::: \ I ! H I -'-" ! F'( ei.J ec:tEI(~ C1r)E't-l i rl':.iS ~ < 15. 4 :..~ T iJt-'r'CII.)er' > \";-;:-'-::::-:-'T=:::-";;-:-~-l-i'#-::;'---\f--T--"-'-l" \ , \ ---r \ =i= i!~f";~~~~"-i;;': _':;:~:~~:~: <:: ~)---~ ----i--..-tt---'-T-' I l t i~_:~:::::::=:::::==:::::=:==h=::=-i=::..-=rt====:\=---L- --i---+-~... 1-1 ,.............. ............... ............... ............... .............................. .............................. .............................. .............................. ............... I ! RVAILFiBILITY SOURCE: 6-FACTOR ANFiLYSIS -35- UTILIZATION~ GOALS & TIMETABLES Job Grou~: #5 SKILLED CRAFTS elf: 1/11./:::: 1 CURRENT UTILIZATION ft'1ALE FH1ALE ~'JH I TE BLACK H I ~:;p . ASIAt.4 A. ntI! t1H4. TOTAL Emp 1cl':lees (#) 16 (1 of ---:1 (1 4 (1 0 4 16 .I.':" Emt:' lo':lees " . I ", 100. (1 (1. (1 .., c:- (1 0. (1 '-It:" ~) (1. (1 (1. ~~1 '-,e' (1 ~:r:~:~~:~*l:~:~~:l~:~~: t .,' I .. ,_I. ,:. __I. ':::'._1. '. I . " .. A I.) .:.. i l-:J:. i 1 i t':l " . 1 '0 ,~q (1 1. (1 :::[1. . . ' . 0 1:.:: . 4 . . (1 . . 1q ..... 100. (1 I.....~ ... _0 _' . . . .;.- . .;.- . .. .;.. -' . .. Under'l.-lt i li :zed . . t40 'T'E~:; 'TIE~:; IT'E~:; t.W lTIE~:; ITIE~::; t.W ~:~:~:;:~~:~:~:~:;:~:~:;:;:~: -- - -- - ..-. .- -'-" - -- -.. ---' GOALS L (,1 n ':'1- F: .:..n ':.1e Go.:.. 1 (:..~ ) 1 (1 . , (1 .-. 0 . , 10~) . (1 . .;., . .;.. . " .;.. L () n ':'1- F.~ .:'.n ':'1 e GC'.:..l (:J:!:) ... ; (1 (1 (1 16 "'. .I. -. - I.finnu.~ 1 F' l-2lDement (;.~ ) ~:~:~l~:~:i:i~;~r:r:~:r:~: .-..- - I T I t'1ETfII:LE:::; TC 1 Openings (6.3 ~ Turnover) I r'e.:."-'s To (;cl.:..1 (:J:!:) =++==-+- ~ i t~.~.~~_~~~_:.<:J:!:) -B===\-' ld ~ \===1 ~ I l...............l .:-:.:.:.:.:.:.:.ox.:.:.:.:.: :.:-:-:.:.:.:.:.:.:.:.:.:.:.:. r.............. \ .:.:.:.:.:.:.:.:.:.:.:.:.:.:.: :.jo:.:.:.:.:.:.:.~.:.:.:.:.:. I. - - , . 1- ~ f ~ OpenIngs ( ~.~ ~.. T - 1 .~. ~ T e.:..t"'s 0 Ijoa. ( tt) ! H i're~4 Pet-. ITle.:..t"' ':::J:!:::' 1-----.---.--- ~~ Tw-'no.....et.') t ~ I j ~ t;~ 1-'1 ~ .~.~.~ .~. ~.~. ~.~~. ~.~.~. ~.~. -- - ' ~ -" - - ~ ;:::::::::::::::::::;::::::::= , -- I f:3 Open i n':.1S .:: 1 ::::. :::: ~~ Tw-'nol-.-'er' > f. · - - - - T. ,-'" - 1 .' #" n:; I ~ ~T I:;' .::Ii ':::. '_1 _. _'1_1.::1. I,. ... 1.Hi.t"'ed Pet-' 'r1e.:.r (#) --i-- r--' - --+-- m r-I :~::::::~::::::::::::::::::: ~:~:~:~t~:~:l:~:~~:~:l:~:~: \~ Projected Openings 3 (10.8 ~ Turnover) }"____ T- r'--l '.j.j.'. I + tb;;t I I;i;;j \::::::::::::::::::::::::::::::1 I 1:;'.::11 ':::. '_1 .JI_I.::I. '" tt'" _ :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. H ~ .. _...1 F' - - I I - -.. ." # \ ::=::::::::::::::::::::::::::: ~_~" ~t., ~.'" " u.'~ ... ._ _ .'_.w,~ ~.._-_.__. -' ..- --- -, , - AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -36- I_IT I L I ZAT I CIt.-.J_. C-iCIAL~=; .;. .-..: T I t'1ETAE:LE~=; Job Grou~: #6 TECHNICIANS of: 1.....1./:::1 CURRENT UTILIZATION t'1ALE FEt'1ALE ~.JHITE BLACK H I ~:;p . ASIAH A. It.m t'1I t.~ . TOTAL Emt:' 10'::Iee::. (#) .:. 1 -::' (1 ~) . , (1 . , 9 '-' , .;:. .;:. Erllt=' 10'::Iees .'. t., .-..-. 9 1 1. 1 -,..., , , [1. (1 ~) . 0 . I' I - , o. [1 . I' I . , ~:~~:~~::~:~~;:~:~:~~:~~: I.,...~ ..' CI.:'. ,. .. . .:- .;:. ..' ..' - --. __a A',.'.:..i 1.;:.}:,i 1i t'::I ... ~..' ". :;::0.121 20. (1 11'1 c:- t":" [i I:' (1 4. [1 t":" 17.5 10~) . ~~1 .. 1.00 .:..::. . ._1 ,_I. 1_' . . .-' Under'I_~t i 1 i zed '"7.- t,m 'T'E~:; ITIE::; 'T'E~:; 'T'E:::; t.m IT'E~:; tKI ~:~:~:r:~:;:~:~r~:~~:~~: GOALS Lon.:.1-F.:.:..n':.1e 130.:..1 (~.~ ) 20. [1 r.:" ~~1 ' , (1 t":" 1 ~)O. [1 ._1. ::. . . .1 Lon ':'1- F.: .:..n .:'1 e Go.:.. 1 (#.) . , (1 1 <1 9 - [A,.,~ua l~ . 1.:..cement .' . . " :;:(1. (1 16. [1 ~:~:~:~:~:~:~:~~~~:~~:~:~: I .,' 1 " I. " T I t'1ETABLES If 1 O~enings (11.1 % Turnover) 2.:.r-S To 130.:'.1 (.#) , . 1:' 1 1 ._1 ~ 1--1 " "w"'_,~ :::;:::::::::::::::::::::::::: :.:.:-:.:.:.:.:.:.:-:-:.:.:.:. tHi~-'ed Per' 'T'e.:.r- (#.) .:~ 1 If 2 Ot:.enin.:.1S (22.2 :.~ Tw-.no'....et-.) Hi t-'ed Pet-. 'T'€:'.:.r- (#.) 4 <1 c ,..) ~ IU! .. ........... :::::::::::::::::::::*::::~: ............... .:.:.:.:.:.:.:.:.:~.:.:.:.:.: :.:.:.:.:.:.:.;.:.:.:.:.:.:.:. 'T'€:'.;:..r's To Oc,.;:..l (#) (1 ---. Ot:oen i t"J':.1S .:. '-1'-' ,-, .;..;.a. .;. :.~ T:'H-'no '.}et-. ) If:;: ~ I T 1:;',;:1 IHit" 1-. L___ ; - I IS T() 130.:..1 (#) . . . , . , ' , 'ed Pet-. '/ e .:..t-' (#) I <:1 {1 I "- - ~ Iml :::::::::::::::::::::::::::::: ~:~:~~:~:~:~:~:~~:~:~:~:~:~: Projected O~enings 3 f'T'ears To 00,:..1 (#) rLH l' t-' - -.I F' - t-' 'T' - "".-. ... -i+ .', I 1::"-< _. I::' I::'.~ ,1'1"" ~ (, :~::3. :~: ~~ TIJt...t"iIJI.)t?t...) ~ I -~ ~~ " I" ~" -~ I ~";JI.~lj I =: ~ <-:: ~ _: <. ~ : - ~ :::::::::::::::::~:::::::~:: : , AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -37- UTILIZATION~ GOALS & TIMETABLES Job Group: #7 CLERICAL ~.=:: Clf: 1,....1.l::: 1 CtlF~REI-n tiT I L I ZAT I ON t'1ALE FEt'1ALE ~'.!HITE E:LACK HI ::;F' . AS I At.~ A. nm t'1 IN. TOTAL Emp lc.'::!ees (#) 1 :;: 1 '::111::" (1 4 . , (1 .., . I' I ....._1 . , .. '-'':- Eon=' .Io'::!ees (~.~ ) .-, 1 96. q ...,.-, 1 0. (1 1'-' C" q 4 ~Ji . ~3 21 9 ~:i~:~~:~:~i:!~:i~:;:~: .;. . .. Cia -. .-' . -. -. -. . H',".:..l I.:..b i Ii t'::! (:..~ ) 1 (1. ~3 9~3 . 0 :::1 . . . , (1 1 1 7 4. ~3 1 1 :::. ' . 1 ~3(1. ~~1 . a::. ';-a . . . , Under'ut i I i zed . , 'T'E~:; t.m 'T'E~:; 'TIE::; t-KI t.m 'T'E:~:; tKI ~:?::i:i:i:i:~i:~r~:~: I GOAL::; L on.:.1- R .:.n':.1e (il).:., I ,'. I " 10. (1 . . (1 1 H3~3. (1 I ,,' , .;.. . . '. I. " L Cln':.1- ~:.:.n':.1e Go.:.. I (#) . . 1 {1 . I' I .-' ,_'':'' Annl...l.:..1 F' 1.acement (:..~ ) 15. ~3 t.. ei ~:r:~~q.~:~:i:rf~*i: T I t1ETABLES If 2 Openin~s (6.3 % Turnover) I. -'e.:..r';:: To GCI.:..1 (#) I rl i t-'ed Per' IT'e.:..r. (#) I 1.-. .::. (1 1,-, -' - <.1 ~ )"1 :::~:::::::::::::::::::::r:~ i:i:i:i:i:i:~:l:~:~:i:~*~: If 3 Openin~s (9.4 % Turnover) ITI e .:'.1""';:: To Go.:.. 1 (#) , , . , ':. . , Hit-'ed F' e to. ITI e .:.r (#) .01 (1 ':'" ~ '""1 . "-~-^. :.:.:.:.:.:.:.:.:.:.:-:.:.:-:. ............... .:.:.:.:.:.:.:.~.:.:.:.:.:.:.: ............... ............... ............... If b Openin~s ( 18.8 % Turnover) I T'e.:.r's TCI 13 Cl.;'. 1 (#) 4 4 ~ 1*- I Hit-'ed F' e to, ITI e .:.r' (#) (1 ...... ... J. ~:~t~:~:~:~:;W~:~:~: . Pr'o-Jected Openin-:.1s 5 (. 15.6 ;; Tw-.nc.,....et-.) f, T1e.:.r-s To 130.:'.1 (#) I:':" r= '- I ._i Hlt-'ed Pet-. 'T'e.:.r. (#) ...' i (1 '._ .l. , ~ II ............... .................~........... ............... . .~"~" ::::~:::::::::~:::~:::::::: .............................. AVAILABILITY SOURCE: 6-FACTOR AHALYSIS -38- UTILI2ATION~ GOALS & TIMETABLES Job Group: #8 JOURNEY-LEVEL CLERICAL As of: 1,.,"1/81 CURRENT UTILIZATION t'1ALE FE~1ALE l.JHITE :E:LACK HISP. ASIAN A. It.m ~lIN. TOTAL Emt:. k'':Iees (#) 0 1'-' c. 1 :.:; 0 0 4 1'-) .::. '-' .:.. Emt:' 10'::!ees o..} 00 0.0 1(u3.0 66. -:0 ~. --, 25.0 0.0 10.0 .-,.-. oj ~e " ,0'.'" .. o. .j .j.j. ...' A',.'ai 1.;:.,b i 1i t.::! 00. . 00 2. ~3 98 . (1 .,..., oj 4.5 1:3.6 4.5 1 22.7 100.0 I " , .....0" f i . 0_' . Under'ut i 1 i zed .O? lTIE~:; tKI 'T'E~; t.W tKI lT1E~~; ITI!E~:; ~K1 1:f:tam<<@ GOALS Lc'n':.1-F~.an.:;te GO.:Ei.1 00. I "0 2.0 4.5 1 100.0 I..,..~ ... . Lon.:;t-Ran':.1e Go.a1 (#) (1 1 (1 1" .:.. Annu.:Ei.1 P 1a.c:ement .." ~..' 0,. 9.0 ~:~;:~~:~~~;=I: ....00 T I t'1ETA:E:LES If 1 Ot:'enin~s (8.3 % Turnover) I. ,1,::. ::,.t""'=: Tc, [i.:,.a 1 (#) 1 C" ~:~~*~~~*;~*~ _0- _ .-' I rI i t-.ed Per' 'T' e .:Eil"' (#) ':._1 ~:~~~:~~:~:~:~:;i~~: I If 2 Ot:'enin~s ( 16.7 % Turnover) 'T'e.at-.s To Cicla 1 (#) 15 ~~?:~~;~~;*~:~: Hit-'ed Pet-. 'T'e.:Ei.t"" (# ) (1 ~*~~:~:~~~~~:~:?:~:~ If 3 Ot:'enin~s (25 ~ Turnover) 'T'e.:Ei.t""S T,) Cic'.:Ei.1 (#) 10 ~:r:~;:;:~:~:~:~t:~:~~:;: Hi r'ed Per' 'T' e at-. (#) (1 ~:~:~:r~~:?::~:~:~:~:~~ Projected Openin~s 1 (8.3 % Turnover) 'T1e.:Ei.t""S Tc, Ci').:Ei.l (#) 15 ~:~~~f::~~:~:~:~~:~r~ IHi r'ed Per' 'T'e.:Ei.t"" .- #", I I (1 ~:~:~:?:::~~~:~:~:~:~: , .' 1 AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -39- UTILIZATION~ GOALS & TIMETABLES Job Group: #9 TECHNICAL CLERICAL p.=: clf: 1,.,"1,.,"81 CURRENT UTILIZATION t'1ALE FEMALE ~.lH I TE BLACK HISP. ASIAN A. nm t1n~. TOTAL Emp 11:)':Iees (#) 0 9 q 0 0 0 0 0 q -' -' En...:;. kl':Iees ... ~..I 0,. 0. (1 1 (10 . 0 10(1 . 0 0.0 0.0 0.0 ~a. 0 0.0 ~ "'.00 R I) .;..i tab i.li t ':I (" ~.., '0. 0. (1 1 (10 . 0 ::::3. 0 0.0 8.0 4. (1 13.0 12.0 100.0 ....00 Undet-'ut i 1 i zed .-::. t.m NO NO t.W ITIES ITIE~=; t.KI 'TIES ~@ .. GOALS Lon'E:f-Rat''r:.1e 13 CI.;.. 1 ,0* ~..' *0. 8.0 4.0 12.0 100.0 .. ..00 LI:ln-:.1-~:an'E:fe G 1:1.;" 1 (#) 1 (1 1 q -' Rnnua 1 F' 1ac::ement ... ~..I *0. 16.0 25.0 ~ ... I. 00 T I t'1ETA:E:LES If 1 Openin~s (11.1 X Turnover) l. lear's Tel 131:1.;.. 1 (#) 1 1 5 ~~.lt~1 It"hr'ed Pet-. IT'e3r dD (1 (1 ~f~t~~~~:~~:~~f. I J If 2 Openin~s (22.2 X Turnover) IT1eat-. s To 1303.1 (#) J::' :.:: r._~:~:l:l~:l: ~I Hi t-'ed Pet-. ITI e .;..t-. (#) ..... 1 ..- 1 ;:;:l:~:~:~~:~:;:;:l:;:;:r~: "0 '- ... , If ~ Openin~s (33.3 X Turnover) ITleat-.s To GCI.;..1 (#) . , 2 ~:;:l~~~~~~:l:~:l:~: .-' Hi r'ed Per' ITI e .;.r (#) (1 (1 l:~~~~~;~~r~~*~l; Projected Openin~s 1 (11.1 X Turnover) IT' e .;'.1'"' s TCI Gel.;.. 1 (#) ~ 1 \ c:- ......~..... .I. .-' :.:.:.:-:.:.: Hi t-'ed Per. ITI e .;'.1'"' (#) ..- ~ I ..- ~ ...."........ '- ... ". .I. :.jo:.:.;.~: .- ~--- ..._- ~. ~.......... .$:::::;:::::::: ................. ................. --..- 1 AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -40- UTILIZATION~ GOALS & TIMETABLES Job Grou~: #10 PROFESSIONALS As of: 1,.,"1,.,"81 CURRENT UTILIZATION t1ALE FEt'1ALE ~'JHITE BLACK HISP. A::HAH A. I~.m tHN. TOTAL Ern~ lc"::lee::. (#) 11 I:':' 11 1 0 4 ~3 5 16 ...1 Em~ 10'::lees 0".. '. t. ::: . ::: 31.3 6:==. E: t.. :.:: 0. [1 25. [1 ~~. 0 '-'1 ,-. l:~~:~:l:~:~:~:l:f::~~l:~: I, ..,~) .;,. . .;.. A',,'.ai 1 at, i lit'::l (~.~ ) Ea3.9 1':C 1 86.9 :3. 7 "? .., 1.5 . , 1 :3. 1 H30. [1 ... . I . .. .0:.. Under'I"~ti lized . , 'T'E~; NO lTIE~; t.m 111E:=; t.40 ITIE:~:; t,m ~:~~:~:~~l:~:l:l:l;l:~:i: :' CiOALS LCln':.1-F~.an':.1e Goa.l " . I '. .., 7 . . 10~3 . [1 1 .' I .. -' .. I.,' . . .... LCIt"r:.1-Rarr:.1e GI)al (#) 1 <:1 16 Annl~.;:.. 1 P lacement (~.~ ) 15. 4 ~:~;~:~t:m~:I~U -, -i T I t1ETABLES If 1 O~enings (b.~ ~ Turnover) 1,-,.:..::../""..=. To (;cl.al (#) I rl i t-'ed Per' ITle.;:../""' (#) f , 9 I _I ( ==1 ; J I............... i I ;:::::::::::::;:::::::::::~:: ............... ( -+==~~~~ (1 If 2 Openin~s (12.5 ~ Turnover) 'Tle.;:.rs To 130.;:'.1 (#) 4 Hir'ed Pet". 'Tle.;:.r (#) (1 ~1..............01 ............... .............-. . ............... ............... ..~.......................... ............... .............................. , .............................. ..~.......................... ------1 If:.:: O~en i n":.1S ( 1 :::. ::: ; ~ T w-'nl)',.Iet-. ) Years To Goal (#) Hit-'ed P€:'r' IT'ear' (#) . , .;'1 -1 ~!:::::::::::::::::::~ . . .'..................:.:.:.:':., I .....................~ 1 --- ("-- ..1 ..- 1 .....1. Projected Openin~s 3 ( 1~.~ ~ Turnover) 'T1e.;:.r's T(:. GCla 1 (#) . , a .;., Hi t-'ed Pet-. ITle.;:.!", (#) <1 ~~] .............................. ............... .............. . .............................. ...............u .............................. . . . . . , . . . . . . . . , :.:.:.:.:.:.:.:.;.:.:.:.:.:.:. --- --.i AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -41- UTILIZATION~ GOALS & TIMETABLES Job Group: #11 OPERATIONS SUPERVISORS H.::: of: 1,...'1/81 CURRENT UTILIZATION t1ALE FEt1ALE ~~HITE :E:LACK HI ::;P . ASIAH A. It.m t'1I t.~ . TOTAL Emp 10'::Iees (#) 6 1 .- (1 [I 1 0 1 ... 1::' '" Emp 11:"::Iees 00.. 00 E:5. ? 14.:;: .:. -= .., (1. ~Z1 0. (1 14. :.:: ~~i. 0 14. :.:;: ~:~~:~:::~~r~~*~:~~: I..l~ ) I ,_,._1. . AI.)ai 1.~hi lit'::I (~.~ ) 90. ~3 1(1. (1 ,-,0-' I::" 3.0 13.(1 1. :.:: . , 17.5 10(1. 0 t:-'::'. ..J .~ Undet"ut i lized . , IT1E~; NO HO lTIE~:; IT'ES NO 1TII:: ~=; IT1E~:; ~:~:~:~:~:~:~~:~~:~t:~~: .. GOAL:::; L()n.::t-F~an.::te Go.a1 ,0 _,' ", . , ~3 1 :~:. (1 . . 17. C" l~X1. (1 I ," I .;,. . . -' ..1 .... .0 - Lon.=.1-F.:a.n-:.1e G,:,.a 1 (#) (1 1 (1 1 ... I Annu.a 1 P 1.:iI.c:ement -:: :..~) 1'::"4 !:'" ::::::::::::::::::::::::::::~ .. . ..' :.:.:.:.:.:.:.:.:.:..:-:.:.:.:. T I t1ETAE:LES If 1 Openin~s ( 14.3 ~ Turnover) , '.le.9,t".s To GO.:iI.1 (#) 9 " I rl i t-.ed Pet-. 'T' e .9,t". (#) (1 I .. I [~~..:.:.:.:.:., .............................. .............................. ::~:::::::::::::::::::::::::: .............................. I ~ If ~ O~enin~s (28.6 ~ Turnover) IT'e.9,t".S To Go.a 1 (#) Hir.ed Pet-. 'Tle.at-. (#) 4 (1 ;d ~....j' ::::::::::::::::::::::::::::;: l:~:~:~:I;~:~:~:~:Itl:~:~:~: If ~ Openin~s (42.9 ~ Turnover) 'Tle.9.1"".s To 00.~.1 (#) Hi t-.ed Pet-. 'Tle.at-. ( # ) . . .:'1 I. \ ............... j ......................~....,. ..-............ ............... .............................. I lit::::::::::::::::::::: ......................,J'...... . - (1 Projected Openin~s 1 (14.3 ~ Turnover) IT'e.9rs To 00.9.1 (#) 9 l-E Hit-.ed Pet-. ITI e .at-. (#) (1 =t=~. - I...............~ .............................. ............... ............... .............................. d:~:t~:~::::~~.l AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -42- UTILIZATION~ GOALS & TIMETABLES Job Group: #12 JOURNEY-LEVEL OPERATIONS SUPERVISORS elf: 1,/1./:::1 CURRENT UTILIZATION t'1ALE FEt'1ALE ~'JH I TE BLACK HISP. A::; I At.~ A. It.m t'1 IN. TOTAL Emp 10'::!ees (#) 19 1 1 ::: (1 - , (1 0 . , 20 .:::. - Em~:' 10'::!ees 00. I '0 95. ~~1 5. ~~1 90. 0 o. (1 1 (1. (1 ~3 . (1 ~j . (1 H3. ~~1 ;:~:~:~:;:~:~:~:~:~:~:~:;:~;: I 00' J .. . . 0' A I.) .=,- i l.:..b i 1i t'::! (:..~ ) 9:3. ' , t. . .-, E:1. . , ~3 . (1 t,. . , 12. c:- (1. (1 1 :::. -. 1~X1. (1 , , .:::. .~. -' ._1 .. - Undet-'I...It i lized . , t.m 'TIE::; t'Kt t.m t.m 'TIE~:; t'H) 'TIE::; ~:~:~:~:~:~:~:;:~:~:~:~:;:~:~: , GOAL::; Lon ':'1- F.~ .:,,1'"1 ':.1e Go.:.. 1 ,0.", .- .-, F' c:- 1 :::. ..., 1 ~)(1. 0 I.. ..'~ ..1 t,. .:::. -. .-' .. L CI n ':'1- F.~ .:.n ':'1 e Go.=,- 1 (#) 1 ' , 4 20 .-' -- Annl.4.:..1 P 1.;:..cement (;.~ ) 1 :::. ::: 30. ~3 ~:~:~:l:l:l:l:;:l:~;~:ltl:l: - T I t'1ETABLES It 1 O~enings (5 ~ Turnover) e .~.t". S To Go,;:" 1 (#) 15 IHit-.ed Pet-. IT' e .:.i"' (:J:!:) <:1 I I ~~4 ...........!!l.................' . ............... :::::::::::::::::::::::::::::: , <: 1 }~;~::~:~~:~;~:~;:~~l It 2 Openings (10 ~ Turnover) ITle.~i"'S To GCI.;:..l (#) lHir'ed Per' ITle.~.t". OD I I I bItl ;_11 , -'E~~I '- . .............................. J. '_' I' ::::::::::::::::::::::::;::::: - - i <: 1 I <: 1 ~:~:~:~:~:~t;~;~:~:~:~;f I -+-- -'--+---+-'.--1 I -----+-.- I. --,-,-,1---'-1 It 4 Openings (20 ~ Turnover) ( IT'e.~.r's To 130.:,,1 (#) I Hi t-'ed Pet-. ITle.~r (#::> ! " H' ......;;;:;:;( ::' :;::::::::::~:~:=.J ::: 1 -1 .;;;;;:;;;:;;;;;;~;~;;;;;;;; I .- -~..-. .~=---+.=::--=:=1 Projected Openings 3 (15 ~ Turnover) 'Tle.~i"'S To 00.;:'.1 (#) I ~ Hi t-'ed F' e to. 'T'e.~r' (#) l , .. ~~--~ - ............... ~ll.,,1 c:- .............................., .':"t '-' ;:;:;;::::;;:;;:::::;:::;;:::: - .. --... - - ...... ......... ,,:'1 L:'l ::::::::::::::::::;:;:::::::::j . . ............... t=~~,====+- -=- 1.~~~~.==~., AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -43- UTILIZATION~ GOALS & TIMETABLES Job Group: 113 DEPARTMENT HEADS .-'.. ,:)f: 1.....1.....:31 CURRENT UTILIZATION t'1ALE FEt'1ALE ~JH I TE BLACK HISP. A::; I At.~ A. It.m t'1I N . TOTAL Emp lo'::lees (#) t- O 5 (1 0 1 (1 1 t. Emp lo'::lees (~..' 001 100. (1 0.0 .-..-, .-. 0.0 0.0 16. 7 o. ~3 16. .... ~:~~~~:~:~~:~:~:~~1: .... .0 ~..:... .;,- I .. A').ai l.abi Ii t'::l (~.~ ) .....,::. 7 20.3 r.c: 1 4. :.:: ~ .5 .-, 4 .... 14.9 1 ~3~3. (1 ..' _0. 0._1. .. .::.. . I Under'ut i lized .-, t.m 'T'ES 'T'E~:; 'T'E~:: 'T'E~:; tKI ITI E~ ~:; t.m ~:~:~~$~:~~:~~:~:~:~ :' GOALS LCln'::l-Ran::le Go.al 00.' 00 2(1. . . 4. . . ~ C' ..... 100. ~3 I .0' I .;.. '-' .. ._1 i ...... . . LCln'::l-F~an.::te Go.al (I) 1 (1 <1 <1 to Annu.:.. 1 P 1.:..e:el'l'lent ... ~..t '''J 3(1. 5 I ~:~:~:~:~:~:~:~:~l~:~:~:~:_ .. '.00 T I t'1ETAI:LES If 1 Openings ( 16.7 % Turnover) e.:..t"'s T(.' GC'.:..1 (I) 5 j I Hi t-'ed Per' ITI e .:..t"' OD (1 \ ~-.~ I .........'.w.............. ~:~:~:~:~:~:~:~:~:~:~:~:~:~t ---~- If 2 Openin~s (33.3 % Turnover) IT'e.:../'"';:: To GI:I.:..1 (I) Hi t-'ed Pet-. ITle.:../'". (I) '~I .:.. ;d t~-"" I .............................. ......,........ I:~:~~t~~:~~:~:~:~:~:~;I; . -----. (1 If 3 Openin~s (50 % Turnover) 'T' e .:..t"';:. TCI Go.:.. 1 (I) 2 Hi t-'ed Per' 'TI€:,.:u.' (#) <.1 ====1 ~:::::::::::::::::: ( ==-1 I~ ProJee:ted Openin~s 4 (66.7 % Turnover) 'T'e .:..t"' s To t:kl.:.. 1 (I) 1 3- Hi r'ed Pet-. ITI e .:..t"' (I) 1 \ " ---I Jl .............................. ............... :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. ~:~:~:~;~:~:l;~:~:~i:~:~:l:~; I -----j AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -44- UTILIZATION~ GOALS & TIMETABLES Job Group: #14 POLICE ADMINISTRATION .- . eft:: 1.....1 /IE: 1 CURRENT UTILIZATION t'1ALE Fn1ALE l.JHITE E:LACK H I ~:;P . ASIAN A. It.m t'1 H~ . TOTAL Emp 10'~ees (#) 15 ~1 1'-' ~1 . . (1 (1 . , 15 .;,. o' 0:::. .... Emp 10'~ees ... ~..' 0'1 1 0~3. 0 0.0 :::6.7 O.~~1 1 ::::. :~: ~1.(i 0. ~1 1 :;:. :3 ~:~:~:~~:~:~~:~~~:~:~:~* .. I . 00 A'.).;:..i labi Ii t,~ ,". I ", 9:::.4 1.6 .-,.-:. .-, .-:. 1 12.5 1.6 0. ~1 17.2 1 ~10 . (1 I .,' I ... I.." I:'~. _:' '..1 . Under'ut i 1 i zed ':.. t.m ITIES t.m 'TIE~:; t.W ITIE::; ~~O 'TIE::; ~:~~:~:~:~:~:~:~:~~:~: BASED ON EXPANSION OF 3 GOALS LCln.:;t-F.:an':.1e GCI.~.1 (:..~ ) 1 6 .-. 1 1 .- 17. . , HX1. ~3 . .;; . . 1:' o' .... Lon':.1-F.:an.:;te Go.~1 (#) .01 1 (1 . , 1':' ':'. .-' . . Annl.~a. 1 P 1.~c:ement (;.~ ) .- . , 2~).:::: ~:;:~:~:~:~*~:~~:~~:~:~:~: 1::- . 0:::. -l T I t'1ETABLES 1 Openin~s (5.6 ~ Turnover)--Empl. Opportunities 1st Yr. 4 'T' e .~.t". s To Go.~ 1 (#) 15 .:' ~:~:~:~:j:~:~t~:j:~ '-' Hir'ed F i t-'st ITI e .='J'-' <1 <1 :.:.:.:.:.:.:.:.:.:.:,:.:.;.:. \ ............... :.:.:.:.:.:.:.:.:.:.:.:.:.:.;. Hit-'ed 2ND ITle.~r On <1 ..- 1 ............... l '- :::::::::::::::::::::::::::::: ~ If ~ Openin~s (11.1 % Turnover)--Empl. Opportunities 1st Yr. 5 ''''e.~rs To GCI.~,l (#) Hi to'ed F i t-'st IT'ear' Hito'ed 2t.m ITle.~.t-. On I \ 15 I 4 j---' 1 ............... :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. 1 t~:~:~~t:~:j:j:~:j:~:j: ~ '(11::::::::::::::::::::::::::::::1 '- I.'..........................:~ (1 (1 If 4 Openin~s (~~.~ ~ Turnover)--Empl. Opportunities 1st Yr. 7 ITle.~rs To Cio.~ 1 .. # ,:. :3 . , ~:~:~:~:~:~:~:~:l:~:~:I:I:~:~: o' '. ... H t-'ed F to. ::: t II .' - 1 1 ::::::::::::::::::::::;::::::: 1 1 T e .='J'o. "- .............................. H r'ed 2t.m ITI e.~r- On : .0 1 1 ~:~:~:~:~~ 1 '- '0 - ProJected Openin~s 1 (5.6 ;~ Turnover)--Empl. Opportunities 1st Yr. 4 I'T1,::.::.r"=: Tel Cio.~. 1 (# ) 1 I:: ::: ~l -'- - ._1 11..1 i to'ed F i t-.st ITle.~r' <1 (1 l:~:~:~:;:I:I:;:~:I:~:I:;:~:~: 111 i t-'ed 2t.m 'Tle.;:.r On (1 {1 ~:~:~:f~:;:~:~:j:~:f~:~.1 AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -45- LIT I L I ZAT I Clt--I JI GCIALS ,. 0;;::-: T I t.1ETABLE=::= Job Group: #15 POLICE SPECIALISTS As of: 1,/1....'81 Emp lo'~ees Emp lo'::!ee::: (#) 1,-. c. CURRENT UTILIZATION FEMALE WHITE BLACK HISP. ASIAN A.IND (I 1~ (I 0 0 0 0.0 100.0 0.0 0.0 0.0 0.0 3.1 72.0 6.2 18.7 ~.1 0.0 t'1n~. TOTAL t'1ALE .0. I "0 I.. ..,~) 100.0 (1 1::: t1. (1 ~~?:;~:~:~*;:~~~:~:~ AI,.I.ad l.:..b i li t.::! ((~) 96.9 28. ~Z1 10~3. 0 Under'ut i 1 i zed ") NO ITIE~:; NO YES YES YES NO ITI E ~:; ~:~:;:;:~*~:~~: GOALS Lon-:.1-F.:an':.1e Go.:.. 1 ("~... '0. . , 1 t:'a 2 1::: . 7 . . 1 .-.,-, [1 10[1. ~3 00 1.0' .;.- . .;.. . .::..:- . Le,n.::!-F.:.an':.1e Go,:" 1 (#) 1 1 . . 1 5 1':- .;.. . . AnnlJa 1 P 1.:Et):;ement 00. I '0 6. . , 1'-:' 4 .-,,-. 1 t.:'a .-. 46. .... l:~r:~:l:l:~~~:~:l:l:r:~; I ..' I ,;;;. .:... .::.':-. 0:::. ..- .... . 00 - T I t1ETABLES If 1 Open i n':.1S ( C" .- ...1 . 1::- ;; Tut-'nol,.'et-.) -%1 .. ............ ....>........................ :::::;::::::~:::::::::::::::: 1,_10;. =t.t"".:;: T(;. 130.:'.1 (#) 15 11 15 15 ~ ~~ I - '- - 1.1 i r'ed Pet-. ITle.:..t"" (#) '-1 (1 (1 <:1 ..... I I If ;..: Ot='en i t-..::!s ( 11. 1 ;.~ Tl~t-'nol,.'et-.) ITI e .:..t"" s TI:I G':I.:..1 (#) 15 6 . , 15 ) :::: ) ~~@~:~j:j:j:~:j:j:~:~:~: ) . , Hi r'J?d Pet-. ITIJ?;:..t-. (#) (1 (1 (1 (1 \ "-1 \:.:.:.:,:.:.:.:,:.:.:.~ ..... ;::::::::::::::::::::::::::::: I I I If 4 Open i rr::!S ( .-.,-. .-. .:...::....::.. ;; TlWTlol...ler') ITI e .:..t"" S Tel 130.:'.1 (#) 10 . , 4 10 ' . Hi t"'ed PJ?t", ITI e .;:..t-. (#) (1 <:1 1 <:1 - ~ 4 ~-V&l - ............... ., .......'........,............. .::. :::::::::::::::::::::::::::::: .--- Projected Openings 4 (22.2 ~ Turnover) I T1e.;:t,t"'S Te' Cio.:.. 1 (#) 1 (1 . , 4 1(1 -:.- Hi t-'ed Pet". 'TI e .:..t-. (#) <:1 <:1 1 (1 ~~.~ . ...................... ::::::::::::::::::::;::::::::: 2 ~t:~:~:~:~:~:~:~:~:~:~:~t: -- --, AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -46- UTILIZATION~ GOALS & TIMETABLES Job Group: #16 POLICE OFFICER Rs cd:: 1/1/81 CURRENT UTILIZATION t'1fiLE FEt1RLE ~JH I TE BLACK HISP. ASIAN A. It.m t'1I t.~ . TOTAL Erflt:' 10':lees (#) '-Ie:" C" 30 . , 6 1 (1 H3 4(1 ';;"._1 ....' .;,. Erm:' k":lees 00.. 0, f:7.5 1'-' C" 75.0 ..., C" 15. (1 .-. co 0:. (1 25.0 ~*~:~:!:~~:~~~:~~*~ I.....~ ..- .::.. _I .. . ...1 .::.. ._1 R',.'.:..i 1.abi li t ':I (. -.1 '0 97.5 .-, C" .., ':. 1 5.0 1(1.9 4.4 .-, 20.5 1 (10. 0 .. .... ..- .:.....J I _' . ..::. Unden~t i 1 i zed .::' 'T'ES NO 'T'E~:; t.m t.m ITIE::; 'T'E:~=; NO ~:;:~:~~f:~:~:~:~:~f::~:~: GOALS Lon.::t-R.an.::te GCI.:..1 ~ . .", 10. (1 4. 4 .-, 100. ~3 I.....~ ... . .:.. Lclt....::t-Ran::te 130,;:'.1 (#) 4 .-. ':...1 40 .:;;. Annu.;:..1 P 1.acement (~.~ ) 20. 0 ' . ,-. !t~:!:;:!:~:!:~r~*~~!: .;- . .:. R.:..te Based On [O.....R] ;:;:~:~;:l:;~:!:t:~;:!~: !:~~~~l~:;:!:l:~~~ T I t'1ETA:E:LES If 2 Openin9s (5 X Turnover) I ,_, e.ar's Te, Go.:.. 1 (#) 1 1 ~Z1 ;:r~*r:l:l*~:;:!:~l:;: 1'1ir.ed Pet-. 'Tle.;:..r' dD ...- 1 (1 l:~:;:~:l:~:l:~~~l:~t:l: .... I I If 4 Open i n::ts (10 ~,~ T ut-'nol,.'et-. ) .. IT'e.;:.r:::: To GCI.a1 ( #) 1 t':" l:~;:~1:1:~:~:I:I:;:I:I:~~: ._1 Hit"'ed Pet-. 'T'e.;:..r' (#) (1 (1 l:l:l:~l:l:l~~~:l:l~:r:l: ---< If 8 Openin9s (20 X Turnover) 'T'e.;:.rs Tc, Go.;:.. 1 dD 1 :3 l:l:~l:l:::l:l:l:~~;~~:~: Hit"'ed Per. IT' e .;..r'" (#) . , (1 ~~~:~:~:~~:~:~:~:~:~:r:~:~: .:.. .- Projected Openin9s 14 (35 X Turnover) ITI e .;..r'" s To GCI.;:..1 (#) 1 . , - Hi r'ed Per' 'T'e.;:.r' (#) .-. 1 .;;) ~ ~ ::::::::::::::::::~::::~:::~: ........,...,.....,....,...... RVAILRBILITY SOURCE: 6-FACTOR ANALYSIS -47- I_IT ILl ZAT I Clhl.. 13 CIA L:::; .;. -_..: T I r.1ETA:BLE:::; Job Group: #17 FIRE ADMINISTRATION As ()f: 1,-..' 1.-,"::::1 CURRENT UTILIZATION t'lALE FEt'lALE l.JH I TE BLACK HISP. AS I At.~ A. It.m t'l I t.~ . TOTAL Emp ll-I'-I-=-~'::: (.#) . II I [1 ::::6 [1 . . (1 (1 - , . III ----- .:..':- .:::. .:.. a:,. I_I Emp 10'::1I2es " . I " I~X1. ~j ~~1 . [1 92. 9 (1. ~j ..... 1 (1. ti ~) . [1 .., 1 ~:~~:~:~:~:~:;:~:~~:~:~:;:~: I.....~ ..' { . .. . AI.).ai 1.:..b i 1 i h:1 " . I " I l~X1. (1 ~) . (1 9~~1. .., 1 :~: ' , [1 (1. (1 [1. [1 q . , 1 [1(1. ~~1 I.. ...~ 0' J . ':1. -' . '-' Under'ut i 1 i zed . . NO NO t.W 'T'E~:; ITIE~:; tKI t.m lT1E~:; ~t~:~~:~:;:~:~:~:~:~~:~:~: .. ... ,-.--.- -" GOAL::; Lc.'n':.1-R.an'~e G ':1.:'. 1 (~.~ ) 1 .-. . . (1 \ 9.::::IHX1.~j! . ..:. ':- . Lc'n'~-F.:.3,n':.1e f' 1 (#) _, CI .:.. (1 . . 228] .:.. R ____ Ann'-~.3. 1 P 1.3)::ement ..' ~..I "1 ............... .............................. ............... ',1.0' :.:.:.:.:.:.:.:.:.:.:.:.:.:.:. . - - ----- T I t'lETAI:LE::;; If 1 Openin~s (~.b % Turnover) 111- -or-- To GCI.;:..l (#) !;:;:::;:: T 1::'.::1 .:::. Il.l i t-'ed Pet-. ITle.3.t"' .:.#) ......... ........ . - ;.......... ..................... ..................... .:.:.:.:.:.:.;.:.:.:. .':':':':':':':':':':' . If:3 Open i n':.1S ( 1 (1. 7 :.~ T w..nol.)er. ) ITle.3.t"'S To Cio.3.1 .:.#,:. I Hi t-'ed F' e to. ITI e .3.t-. (#) . . ~(~iil :::::::::::~ __ ~??~:~;~:t~;~EJ .. .....----.t...-..--...,--"l If b Openings.:. 21.4 % Turnover) 'Tle.3.t"'S To Cio.~. 1 (#) Hi r'ed F' e to. 'Tle.3.t"' (#) I ..--+- =+==B--1 ............... ~".:.:.,.,.:.:.:.:.:.:.:.:.:.: ............... .............................. - - --.. ~:::~:y:~:t~?:~:~: I --- ..---=t=-._..-..,_.~ F'roJected Openin~s (1 .:. (1 % Turnover) ITle.;:.r-s To Cio.;:..l (#) I Hi t-'ed F' et-' ITI e .~.r' (#) . =[ ~ I ~....I .............................. .. . .. . . ... . .. . . . ............... - -- ".......'............::::::::..] j};~:t:t;::~:tt:: --+--== ~+===I AVAILABILITY SOURCE: 6-FACTOR ANALYSIS -48- UTILIZATION~ GOALS & TIMETABLES b Group: #18 PARAMEDIC As Cd::: 1,/1.....81 CURRENT UTILIZATION t'1AlE FEt'1AlE ~.JH I TE BLACK H I ~:;P . ASIAN A. It.m t'1 I t.~ . TOTAL Emp 11:)'::!ees (#) 11 (1 q ~] . . (1 0 . . 11 o' o' J 0- 0- Emp kl'::!ees .0. I "0 H]~]. (1 (1.0 :::: 1. ::: 0. (1 1':' '",,:. (1.(1 (1.(1 11 I . I ~:~:~:~~:~:~:~:~:~:~:~~t~: I..l~ ..- '-'. .:.. .:-. .::. A")ai 1.abi lit.::! ,0. 1"0 1 (10. ~~1 0. ~] 95.2 2.4 2.4 (1.(1 ~~1.0 4 .:. 1 ~](1. (1 I ..' , .. I . o' . I_I Under'l..It i lized .::' NO t.m ITtE~:; 'TtE~:; tKI t.m NO t.m ::::::::::::::::=-;::::::::::: :.:.:.:.:.:.:.:.:..:.:-:.:-:-:. GOALS lon.::t-F.:an':.1e 13';:1.;:,,1 (:..~ ) .-. 4 1(10. (I .:.-. l (I tOI':.1- F.~ an'::t e 130.;:..1 (#) (1 1 1 .. Ann 1.4.;:'. 1 P 1.aCerilent eO. I '0 ~:~:i:~;~:i:~:~:i:i:~~:i:i:i: r.o...~ ..1 0- ---,' T I t'lETABlES ..., 1 Ot=-enirl':.1s ( 9.1 ;; Tl4t-'no'.)et-.) ("_-r- To 130.;:'.1 (#) ;1- r 1::'.::1 '::;. I -.-. IHi~~ed PetO~ "r'e~~~:~..> ..- . . ~-I . ..w_.__ l:~:~:~:~:l:i:~:~:~:l:~:~:~~: If 2 Ot:'enin':.1s ( 1:::.2 ~; T1oHOTlo'.)et...) G,-- -- T- 1-'- 1 .'.u.'. =R I =R I Ti::'.::tl':::. i_I _"_1.:'. '..tt) rHit-ed Pel'-' 'r'e.;:.,r (#) I L_.._...,.._____ =t+-----+-- --H 1.....-,.......-.-.---.-..-..,---..-. ,..f- f--'--H ~ I +=-~ !_M! . .wm._w.w ~:;:~:~:i:i:i~:~:~:~:~:l:~:~: ( ~ I If 3 Openin~s (27.3 % Turnover) F1e,;:;r~s To 00.;:;.1 (#) ~ I 1+==-l r~~~~~f r:'~~~ 'Tle.~~~ '~-~..~..~dt- l=~-B--I.., ~ t g ~--I '.- . - ;;;;;. Projected Openin~s 4 (36.4 % Turnover) (11- -t- - T- '-'- - 1 (#..';tJ ~ ~ t T ~.::t ':;:. 1_' I_ii_i.:;. " j.' \ !Hit-ed Per 'r'e,;:.r (#) -+-- L,_,.."....____.._____,..__ t.-..M..-..-.--------------.-- - 1---' 1 I j 1;;;1 I~l ::::::::::::::?:~~:::::::: ;:::,1 "l~ I LAB I L I T'rl ~::;OUPCE: 6-FACTOr::: At~Al'rh:; I ~:; -49- UTILIZATION~ GOALS & TIMETABLES . 'b Group: #19 FIREFIGHTER hS clf: 1.....1.....::: 1 CURRENT UTILIZATION NALE FEt1ALE ~.JH I TE BLACK HISF'. ASIAN A. It.m t'1 H~ . TOTAL Ernp 1CI':!ees (#) ::::9 0 '-le" 1 .-. l1 0 4 '-:II=t .:'.._1 .;,- ,_1_, Emt~. 10':!ees .' . . '. H)(1 . 0 (1.~3 E:9. 7 . , .- .... .... l1.0 ~). 0 1(1.3 l:~:~:~~~*;:!:~:~!: I.....~ ) .::.. 1::- .. . i AI....a.i 1.~,i 1 it':! (:..~ ) 99.0 I.l1 7':' 1 5.~:1 HJ.9 4.4 . . 20.5 10(1. ~:1 I _, . ..:.. Undet.'I.~t i 1ized . , t.KI lTIE~:; NO 'T'E~:; ITIE~:; IT'E~:; ITIE:~:; ITIE~; ~:!w:~r~~~~: .' GOAL::; L Lln ':'1- f::~ .:'.n ':'1 e Go.:.. 1 (:..~ ) c- 0 C' (1 ll1. q 4. 4 . , 20. C' 1 ~:10 . ~:1 '-' . ...1. -' . .-::. .-' LCln':.1- R.arr~e GCI.:..1 (#) .-, .-. 4 . . (1 ' , :~:9 .-::. .-::. .' :_, ... AntA~.:'. 1 P l.:..cement " . I " 10. (1 10. 0 1 6. 4 ' . . . ,-,e: 4 l*!~~:l:fj;~~:!:~ I .,' J .=. . .=- ,;".J. " I . .' ~-I-- :E:.:..::. eo d On [O.....F~ ] l~:~!:~t::!:l:~:~:f:~ !*i~:i:~~:}?::!:!:~~: ",::t.I..-= ~_.._-_. T I t1ETAE:LES If ~ Openin~s (5.1 ~ Turnover) I ,I e .;..t-. s To 130.:'.1 (.#) 1 4 9 '7 15 H3 !:!:~~:~:;~:~~:!:;:~:~~ I Hir'ed Per' IT' e .;..t-. (# ) <. 1 (1 <.1 <_1 (1 l:~;~*?::~~:l:~:l:l:l:l: i If 4 Openin~s ( 10.3 ~ Turnover) !II_-r- To Go.~.l 0:: #) ..... 4 4 9 5 ~:~l:f:l~:l:l:~~l:l:l:~~: ,1::'-::' ':::. .. I H i t-'ed Pet"' ITI e .:.,t"- (#) ..- 1 (1 .- 1 (1 1 l:l~:l:l:l:l:l:!:l~:~~:~~~: '- '- ~ It :::: Ot:'enirr~s I~ 2(1. 5 ;~ TI_~t-'nol.)et-.) "--' Irle.:.r's To 130.:;" 1 (# .) 4 . . . , 4 . , ~:~~:~*~~:::~:~:~:~:~:~:~~ - ~ '-' Hi r'ed Per' II e.~r' (# ) (1 (1 i <1 . , ~: ~: ~:~:~:~:~: ~ :~:~:~~ :~~:i: T .. . . I - Projected O~enin~s 1 (~.b ~ Turnover) j"-'-r- To 130.:'.1 (#) 15 15 1 4 15 15 i~~:~~~:~~:~~:~:~:~:~:~: . r 1::'.::1 ':;. ~~d Pet-' I TI€:'.~r (#) <1 <1 - 1 <1 <1 ~:~:~:~:~:i:;:~~:~:~~:~:i::: '. '. }--- . iILAE:ILIT'r' ~:;OUF.~CE: 6-FACTOF.: Fn~ALIT'::;I:3 -50- ~8: SYSTEMIC GOALS FOR THIS YEAR -51- 10: SYSTEMIC GOALS FOR THIS YEAR The City recognizes its obligation to examine every aspect of each policy, procedure, rule, form and other document and activity related to employment practices and to ensure that each is job related and contains no step or provision which constitutes a barrier to equal employment opportunity. We take this opportunity to describe the affirmative actions we will take and positively commit to timetables for taking them. In July, 1982, reports on progress achieved will be submitted and another similar schedule prepared for the following twelve-month period. 1. All City employees will receive letters from the City Manager regarding the Affirmative Action Plan. 2. The new employee orientation program will be revised to include coverage of the Affirmative Action Plan, and all participants will receive copies of the letter from the City Manager. 3. The actual Affirmative Action Plan document will be made available for review by all City employees in the Personnel Department and ill their Department. 4. Training programs for managers and supervisors will be developed and implemented. Topics will include: a thorough discussion of the City's policy and the nature of the Affirmative Action Plan; a complete explanation of the manager's or supervisor's individual role in the responsibility for implementation of the Affirmative Action Plan and resultant program effectiveness; detailed instruction in addressing EEO requirements for specific employment-related activities in which they may be involved, e.g., setting job requirements, handling job bias, conducting interviews of job applicants, and evaluating subordinate employee job performance. 5. The Personnel Department will conduct a preliminary audit of all employment practices, policies and rules to identify those areas which require updating and revision. Specific areas already pinpointed for immediate revision will include: all employment advertisements. All future ads will contain the phrase "Equal Opportunity Employer." review all employment literature, brochures, announcements, and manuals for sexist/racist depictions and terminology. Develop a plan to eliminate these. application forms. Obviously non-job-re1ated questions will be eliminated from the application form immediately. 6. An internal process for handling employee complaints of discrimination promptly and effectively will be evaluated. 7. All regular recruiting sources will be informed of the City's EEO Policy and Program of Affirmative Action. -52- 8. Special effort will be directed toward adding new recruitment sources which are particularly effective in reaching those groups shown to be most affected by underuti1ization. 9. Women, men and persons of particular race/ethnic groups who have traditionally been underutilized in certain occupational categories will be encouraged to apply for these non-traditional career opportunities. 10. Set up an on-going job analysis process which may include the following steps: identification of job duties, including description of work products, work settings, frequency of performance and relative importru~ce; grouping of related duties; identification of know1edges and skills needed to perform the duties; identification of physical characteristics needed to perform the duties; identification of other characteristics (terms and conditions of employment) required for successful job performance; identification of which knowldeges and skills can be learned in a brief orientation to the job; link of knowledges, skills, physical characteristics and other characteristics to the job duties for which they are needed. Based on this job analysis, all written, skills and performance tests will be audited and, if necessary, revised or replaced to ensure each is job related. 11. Also based on the job analysis process: job and/or position descriptions will be updated and revised and will accurately reflect position functions; job requirements, including knowledge, skill and physical requirements, will be updated and revised. Only those requirements which are needed to perform a particular job's duties and responsibilities will be listed; job announcements for each classification which accurately reflects job functions and at least minimum job requirements will be updated and revised. 12. Personnel Department will continue to seek and identify effective recruitment sources. 13. City representatives with responsibilities for position classification, recruit- ment, employment, placement, training, employee relations, and other personnel actions will receive additional training in: -, the City's affirmative action and employment policies and commitment; applicable federal and state equal employment opportunity la~s, regulat~ons, and guidelines pertaining to all phases of personnel activity. 14. A revised procedure for monitoring applicant and employee progress through the City's employment system will be developed and implemented. For further description of this procedure, see the AAP Section titled "Record- keeping and Monitoring." -53- 15. The AAP will be updated/revised in order to: address any new requirements for AAP development; present statistics regarding utilization of sex and race/ethnic groups through an updated work force analysis and updated utilization analysis by job group; evaluate progress toward meeting previously established goals and timetables; establish updated goals and timetables where necessary. 16. The City will make every possible effort to ensure equal employment opportunity for handicapped individuals. 17. Insure that the City, when offering employment or promotions to handicapped individuals, does not reduce the amount of compensation offered because of any disability income, pension or the benefit the applicant or employee receives from another source. Some specific areas slated for review and action, in accordance with the Systemic Goals, are listed below: A. POLICIES AND PROCEDURES Implement a plan for re-employing laid off workers, such as by establishing re-emp1oyment lists which give preferential hiring for all vacancies for which employees qualify. Investigate and evaluate various alternative work scheduling methods--f1ex time, compressed work week, part-time employment--in light of employer's and department's needs. Continue City's exit interview program. Audit and evaluate documents such as Civil Service Rules, personnel policies, administrative regulations to identify EEO problem areas and implement necessary changes. Ensure that all applicable personnel policies and rules (written or unwritten) are applied equally to all employees. Continue an on-going review and update of all employment tools. B. PERSONNEL OFFICE Continue a program where personnel involved in recru1t1ng, screening and selection are unbiased in personnel actions and understand Equal Employment Opportunity and Affirmative Action. Arrange for personnel to receive advanced technical training in test construc- tion and validation or seek qualified professionals to augment present resources. Continue examining activities of receptionists and others assigned to process applicants to ensure all job seekers are treated in a uniform and consistent manner. -54- Ensure technical compliance with fair employment guidelines in matters such as display of EEO posters and affirmative action policy statements in contracts. Make accurate position descriptions and specifications available to all members of management involved in each selection. C. RECRUITMENT Maintain telephone number where those seeking jobs can call and find out about job openings and opportunities with City. Conduct an Affirmative Action/Equal Employment Opportunity update and training session for all managers and supervisors to increase their awareness of the underutilization of protected groups, to enlist their ideas and assistance in increasing the percentage hires among these groups. Ask applicants to identify the sources, or kind of source, from which they learned about the job opening in order to evaluate recruitment efforts on the basis of response. Allow recruitment specialists time off from office work to speak to groups and schools, and to participate in other recruitment activities. When appropriate, emphasize promotional opportunities when recruiting. Emphasize interest in recruiting both sexes for jobs that are traditionally typed as "male" or "female." Establish a complete and detailed recruitment source list of all possible contacts, phone, address; maintain list and add to it. Contact all sources in writing. Post conspicuously in the employment office, a sign encouraging applicants to complete job interest cards which may be used to notify them of future job openings in cases where there is no current appropriate opening. Consider placing help-wanted ads in publications other than the local news- paper such as local/regional minority and women's magazines and newspapers. Establish and maintain contacts with professional organizations. Publish announcements or purchase advertising in appropriate trade and professional journals. Verify the accuracy of current mailing list and add new sources. Participate in high school career days and job fairs, using members of underutilized groups whenever possible. D. JOB SPECIFICATIONS Develop a program to ensure that job specifications are current and accurately reflect the job as it is performed. -55- Develop a program through which managers and supervisors review job specifications for accuracy prior to beginning any selection procedure. Remove all sex and age connotation from job titles. E. SELECTION PROCEDURE Require, from manager or supervisor, an explanation of why qualified applicants are not hired. When there are no suitable vacancies within the employer's organization, make information of openings in other public agencies available to applicant. Establish eligibility lists promptly after the examination process. Set up an applicant tracking system to track the process of an applicant through the selection process. F. APPLICATION FORMS Revise application forms to eliminate indefensible, general questions per relevant EEO guidelines. Develop an applicant survey form to obtain data needed to monitor adverse impact (applicant's race, sex, religion, national origin, age, handicap, veteran's status). Ensure that applicant survey information, that is obtained for affirmative action purposes, is separated from application forms and properly used for recordkeeping and monitoring, as required by this plan. G. WRITTEN AND SKILL TESTS Consider alternate selection tools (performance tests, oral interviews, structured supplemental applications) in lieu of written examinations, when applicable. Consider wider rules for certification. Audit the examination process to ensure that all tests are administered in a standardized and controlled manner. H. INTERVIEWS Ensure that accurate, job-related job descriptions and/or job specifications are available to those conducting interviews. I. TESTS/TOOLS Evaluate the use of alternative assessment devices in lieu of written tests. Take steps to increase the number of protected group subject-matter experts who are willing and available to serve on interview boards. -56- J. TRAINING Establish relationships with outside organizations or institutions that may benefit employees, such as cooperative training programs. Explore professional internship programs with local colleges. When possible, ensure that work out of class, vacation assignments, and other temporary relief appointments should be distributed equally to interested and qualified employees. K. PROMOTION Continue system for publicizing promotional opportunities which will ensure that all employees are aware of them. Examine transfer policies and ensure that they allow transfer (j.e., to a better paying line of jobs) at current wage rate and without loss of seniority. L. JOB PLACEMENT/ASSIGNMENT Ensure that physical facilities, job placement, and work assignments are not assigned on a discriminatory or segregated basis. Ensure that specific job assignments are not denied to women or men because of lack of restroom or associated facilities. M. PERFORMANCE EVALUATION Maintain a regular standardized, employee evaluation procedure. Ensure that the employee evaluation procedure for all classifications is non-discriminatory and job related, N. DISCIPLINE Ensure that all disciplinary actions are reviewed and are taken for non- discriminatory and job related reasons. O. SENIORITY Continue an employer-wide seniority system (rather than a strict job/depart- mental system) so that seniority will not be lost upon transfer. P. WAGE/SALARY Ensure that wage and salary is job related and non-discriminatory. Q. BENEFITS Ensure that benefits are not conditioned on the basis that the employee is a "head of household" or "principal wage earner" and that any benefits available to wives and families of male employees are also available to husbands and families of female employees. -57- R. SEX-SPECIFIC PROBLEMS Ensure that there is no written or unwritten policy of denying employment to women with young children, but not to men with young children.. Eliminate any distinctions in personnel policies between married and unmarried persons of one sex that are not made for those of the opposite sex. Eliminate any policies which call for or allow termination of a married or unmarried female employee who becomes pregnant, or which automatically specify when a pregnant woman should cease or return to work. Compare employer's policies regarding sick leave and maternity leave. Ensure that there is a policy providing for reinstatement (after maternity leave) without loss of service credits or a cut in pay, equivalent to that provided to employees returning from other types of disability leaves. S. UNION CONTRACT PROVISIONS Ensure that the collective bargaining agreement contains a nondiscrimination clause. T. ACCESSIBILITY TO FACILITIES Efforts will be made to ensure all new facilities are constructed so they are accessible to the handicapped. A study of existing facilities will be under- taken to identify remodeling needs to accommodate the handicapped. In addition, personnel involved with planning construction and remodeling of facilities will become familiar with the requirements of the Uniform Building Code as they relate to the standards of accessibility for the handicapped. The following actions will be considered to eliminate mobility barriers: 1. Investigate the feasibility of installing curbless walkways or curb through-ramps at building entrances. 2. Provide parking areas designated for vehicles driven or carrying handicapped customers or employees. 3. Install nonslip floor surfaces designed to minimize the number of slips and falls. -58- 9 9 : RECORDKEEPING AND MONITORING -59- 99: RECORDKEEPING AND MONITORING Inherent in the Affirmative Action Plan, is the need for periodic self-assessment of problems encountered and progress made. Self-evaluation requires complex record- keeping systems on applicants, employees and components of the Affirmative Action itself . Periodic reports from supervisors, department managers, the Personnel Office, and other relevant persons are required. A recordkeeping system will be developed and will be implemented. Data collected will range from simple numerical tallies regarding applicant and employee flow, to, when required, statistical calculations. The objective of all recordkeeping systems to be implemented will be to assess the results of past actions, trends, the appropriateness of goals and objectives, the appropriateness of relevancy of identified solutions to problems, and the adequacy of the Plan as a whole. In addition, a further objective will be to identify the proper corrective actions to be made to all components. In order to fully achieve the objectives of such recordkeeping system, the results must feedback to managers, supervisors and staff, through reallocation of resources, through modifications to plans and the recordkeeping system itself, through appropriate recognition of personal achievements, as well as punitive actions for discriminatory acts. For any identified deficiencies, appropriate corrective action will be identified and implemented. The City Manager is responsible for ensuring appropriate actions are implemented, and for requiring justification for any failures. The records that are maintained will be the basis for updating the Affirmative Action Plan, including revising the availability data and re-establishing long-range and annual numerical goals and timetables. The internal audit and reporting system will be used as a basis for evaluating systemic, results-oriented programs and affirmative action efforts. The recordkeeping system is basically divided into two sections: 1. Data kept on applicant and employee flow and movement into, within, and out of the City's employment system. 2. Data kept on progress, problems, and suggested corrective and additional actions for results-oriented programs and affirmative action techniques. APPLICANT DATA The Uniform Guidelines on Employee Selection Procedures (1978) require that employers maintain data with which a determination can be made of the adverse impact their selection procedures have. The City has developed and will implement several applicant data forms, copies of which are attached. The forms are useful, not only in meeting the guideline requirement above, but for several other reasons as well. With the data obtained from the applicant data forms, the City can: obtain applicant residency data to further define the City's local labor area; -60- determine if the City's recruitment techniques are effective; identify the most effective referral sources; determine if an applicant pool, at any stage in the selection process, is equal to or greater than avail abi li ty as set forth in the Affirmative Action Plan; identify if a selection procedure has an adverse impact on any sex or race/ethnic group; identify which component of a selection procedure is creating the adverse impact and how severe the problem is; collect otherwise difficult to obtain avail abi li ty data (through applicant data) on those forty (40) years of age and older, handicapped persons, or Vietnam Era Veterans. On the following pages are copies of some of the applicant flow forms that will be used. They include a Survey Sheet that will be attached with application forms. Once an application is returned to the City, however, the Survey Sheet will be detached and maintained only for Affirmative Action recordkeeping purposes. No employment decisions will be made on the basis of data obtained through the Survey Sheet. Next, is an Applicant Tracking Sheet. It will indicate the selection procedure components taken by each applicant and the outcome of each step in the process (e.g., the applicant did not appear at a particular step in the process, the applicant was rejected at a particular step in the process, etc.). It will be completed during the time of each selection procedure by those involved in the process (i.e., Personnel Department interviewer, departmental interviewer). It has been designed to provide information on individual applicants. Next, an Applicant Flow Chart Summary will be utilized. Data will be maintained for a single selection procedure for all applicants for that procedure. This data will be compiled by the Personnel Department at the time of each selection procedure. Data from this Chart will be used to calculate adverse impact of the selection procedure as a whole, and when necessary, for each of its components. Responsibility for making these calculations will rest with the Personnel Depart- ment. They will be made, at least, annually (as required by the Uniform Guidelines on Employee Selection Procedures (1978). An intergal part of implementing the applicant-tracking procedure will be the clear communication to managers or supervisors of their roles and responsibilities for timely and accurate completion of applicable portions of the process. The respon- sibility for the completion of this data on a department-by-department basis will rest with Personnel. The Personnel Department will then summarize the data in order to obtain a clear picture of City-wide status, as well as individual depart- ment status. The data will be analyzed and appropriate corrective action determined and implemented as necessary. All procedures described above are designed to obtain and analyze information by job classification and/or job group, as appropriate, by sex, race/ethnic, handicap, and veteran groups. -61- SURVEY SHEET Please complete this form and submit it with your application. Completing this form is voluntary. If you do not complete the form, your employment opportunities will not be affected in any way. The Uniform Guidelines on Employee Selection Procedures, ~4A, requires that we keep records which will show the impact our selection procedures have upon the employment opportunities of applicants. We need this Survey information to evaluate our affirmative action efforts and to determine if our employment practices adversely affect any group of people. This Survey Sheet will be removed from your application and kept separate and confidential. This information will not be made available to anyone involved in the hiring process. No employment decision will be made based on any infor- mation you provide in this Survey. Your cooperation in providing this information is sincerely appreciated. TITLE OF POSITION APPLIED FOR: ETHNIC BACKGROUND: (Check One) White All persons having or1g1ns in amy of the original peoples of Europe, North Africa, or the Middle East. Black All persons having origins in any of the Black racial groups of Africa. Hispanic - All persons of Mexican, Puerto Rican, Cuban, Central or South American, or other Spanish culture or origin, regardless of race. Asian or Pacific Islander All persons having or1g1ns in any of the original peoples of the Far East, Southeast Asia, the Indian Subcontinent, or the Pacific Islands. This area includes, for example, China, Japan, Korea, the Philippine Island, and Samoa. American Indian of Alaskan Native - All persons having oTlglns in any of the original peoples of North America, and who maintain cultural identification through tribal affiliation or community recognition. Other - IF THIS CATEGORY IS CHECKED, INDICATE SPECIFIC ETHNIC GROUP WITH WHICH YOU IDENTIFY. -62- VET: Are you a Vietnam-Era veteran? Yes No RELIGION: (' ..,~X: t-iale Female AGE: Are you 40 years of age or older? _Ye::; HAnDICAP: Do you consider yourself handicap'pe~1 _Ye:s ---1'Jo 110 - If yes,# please explain:, Hoy did you hear about this position? D Neyspaper D Radio. n, Uritten Job Announcement DEnPloyeeOReferral o Agency Re:rerr~l D Rehire D School Recruitment D Other (= (Name of Agency) Print Hame Date - City where,you live State Zip Code ~ t - -63- I I"or Orrice Use Code: Job Gr'oup 11_ (( '" ~ , l~~; ~~ APPLICAUT TRACKInG SHEET CODE Ii: P03ITION APPLIED FOR: JOB GROUP #: EEO-4 OCCUPATIONAL CATEGORY: DATE APPi.IED: DEPA-l{TL.1ENT APPLIED TO: (if applicable) Number Check all applicable boxes for each :step; add date Steps SELECTION to each box. In Order PROCEDURE DID :NOT * OFFERED Ta-1{en STEPS APPEAR ACCEPF.c.D REJECTED ON LIST EMPLOY. * HIRED Application Screening \lritten Test , Performance Test Physical Agility Test Oral Board Reference Check Hiring Interview I-1edical -- Other Other .. -r. Summarize belm! reason for rejection. Ezplain if offered employment but not hired. .. -64- APPLICANT FLOW Ca~RT SU~'ffiRY t r Job Classification Employer Date of Selection Process ~ , ( i ~~ ~ g ,(;) ~. . . * ~ H ~~ ~ ~ ~ SELECl'IOO STEP (.) ;S; en ~ ;..~ i5 'l'C1rAL a p c d e f g - h ~ I J I ~ . 1: m n 0 - . p * DNS = Did Not Specify ( <. -65- EMPLOYEE DATA Affirmative Action Guidelines require that data be maintained on employment flow and movement, in addition to applicant data on a continuous basis. With this recordkeeping system, much useful information for the Affirmative Action Plan is obtained. Promotion and transfer data will be kept by employee, by department. It will include information regarding sex, race, age, handicap, and veteran status, pay change, and departments moved out of and into. The City will be able to use this data to determine if promotion and transfer policies have an adverse impact on any protected groL~. Data will also be maintained related to the training activities in which employees participate, again by department, by sex, race, handicap, age, and veteran status. With this data, the City will be able to assess the existence of adverse effect in its training policies and procedures, as well as determine whether or not Elqual training opportunities are being provided to all persons. In addition, the training data will supply valuable information regarding those who have become promotable and/or transferable. Separate data on termination will be kept, including the reason for any termination action. It will provide the same useful information as the promotion and transfer data. In addition, by evaluating the reasons for terminations, the City will be able to ascertain the effect that termination will have on affirmative action (when reduction in force or layoffs occur), general morale and employee satisfaction, the effectiveness of the exit interview, and can identify if unjustified losses are occurring in specified classifications, job groups" and/or departments. The responsibility for the compilation of this data on a department-by-department basis will rest with Personnel. The Personnel Department will then summarize the data in order to obtain a clear picture of City-wide status, as well as individual department status. The data will be analyzed and appropriate corrective action determined and implemented as necessary, by line management. -66- ...,~ t"" .,.-.... .-.. F'Ila~ '1'0 D^'I'F. pnOl~OTION DATA Ufa'l.' ran rnf.!'N1EI1 : "~'lllll:'I' 010" r^ Y f!.!M:t: ~ H I'.m- eNr Nt'W Jon .1011 (mour I Jon 'l'l'l'lM , I DEl'An'1MP.N'1' PREVIOUS JOB Jon REO- OROUP lieN!'. Jon TI'l'LE 'MCE/ IhO+ IIIANOI- ETJIlIIC YFJ\RS CAPPED IOEPAn'1l-lENT SEX ONl'E , \ !:A"lE -- -....- I 0\ --.,J I 1-- ~, ~ ~- I mOM '1'0 DA'fE THANSFER MTA UNIT FOR: FI\E?^IlE:1 , \ PREVIOUS Jon NEW Jon N,\(!Utl'I' !lACE! 110+ IW,'DI- Jon Jon tEO- JOB Jon ERO- ()fo" rAY r:;\;':E DATE SEX ETHNIC YEARS CAPPED DEPARTMENT TITI,E Gnoup I CAT. I DEPM'rnENT TI'fLE OllOllU f!':J.:....! ~19.r:.. - - - --- -- - I C]\ 00 I ~.. f'7":.~., fID"o~ DATA TnAINING ACTIVITY 'W!'g IV\CI:;/ 10+ IlANDI- JOll 1::1':0- J Oil 1"';I~OJUo: P^ Y llIi;I"lJlIl': ,)(Ill M'J'J':H I'^ Y M-'I'Jo:H 1\A:.':E; \ GEX h'rIlNIC YEAIlS CAPPED GIlOUP I CAT. H TYPE 'I'RAINING DUMTION COMPLE'l'ED '!'RAINING '!'IlAlIIING 'l'ItA J I'll till !!.!.1JJUJ.ili.... ,- , , ---- -- - ..-.---.. .. ------- .- ----- .---- FIIOl4 '1'0 UNIT I'On: 0\ .~ ,.-~ "^'l'J'. rllOl-I - -- - 'J'O: -, ...._ a.._____.__ - ------...-, II nE^SON ~X.I.;N I ---- I ---------.....-..-...' - -- -- ~"..._, DISCrPL!NAnY D^T^ /~,- t.:NI1' ran: rnFPAf\:c I --...,J o I ....~ r";~",,, ,.,-,- TE~IINATION DATA Fllfll.f '1'0 r>A'r'J~ UNIT FeR F!1F.PAllEn , \ DATE DA'l'E MeE/ 140+ lIANDI- JOB .lOB r.F:O- J~Xl'l' 1l1,^r.1l1l J'11l1 NN,\E HIRED nrun NATED SEX ETHNIC YEARS CAPPED DEPARTMENT 'l'ITLF. Gnoup , ~ UI'I'EllVJI;:W ? "~:IU,lll~r.l. - . '-I ..... I - ---- AFFIRMATIVE ACTION PLAN AUDIT AND REPORTING SYSTEM In addition to the applicant and employee recordkeeping system, a procedure for evaluating, monitoring, and updating the Affirmative Action Plan itself is necessary. The procedure must be one that will not only assess the report on affirmative action progress, but will also provide for identification or deficiencies and corrective changes needed to better accomplish the Plan's goals and objectives. The Affirmative Action Plan will be reviewed and updated at least annually. During this review process, heavy emphasis will be placed on the results of the various recordkeeping data previously described. Consideration will also be given to new and relevant laws, guidelines, regulations, and court decisions. Availability data will be reviewed and updated when possible. Annual goals, long-range goals, and placement rates will be reviewed and updated if appropriate. The progress made in meeting the numerical goals, as determined from a Goals and Timetables Evaluation Form, will be taken into account. It will be the City's objective to achieve 95% of all numerical and percentage goals set for each job group the previous year. Where this objective was not achieved, the Personnel Department will analyze why particular goals were not met. These reasons will be set forth in the Plan, along with specific corrective actions to be taken to help ensure at least 95% of the goals will be met during the forthcoming year. The main objectives of the Affirmative Action Program review and evaluations are to: (1) assess the effectiveness of management to ensure that action is being taken on prior recommendations to meet established long and short-range goals; and (2) provide management with data upon which to base recommendations to correct under- utilization or improper adverse impact. As every opening occurs, the Personnel Director, or designee, will review the current utilization analysis form which pertains to the position opening. This will clearly point out the difference between the race/ethnic and sex breakdown of the job group for which the position opening belongs and the race/ethnic and sex breakdown in the labor market possessing requisite skills. If this analysis reveals a. deficiency in the utilization of a particular race/ethnic or sex group, the Personnel Office, with the assistance of the Department Head, as a Deputy Compliance Officer, will be committed to the task of concentrating recruitment efforts to encourage persons of the under- utilized group to compete in the examination process. Additionally, the Personnel Director, or designee, may recommend additional recruitment techniques to accomplish this purpose. This strategy will guarantee that department heads are fully aware of their responsibilities prior to the examination process. Once an examination is complete, the Department Head will be aware of underutilization if it does exist and will assume responsibility for meeting long and short-term goals for the specific job group. Prior to final appointment, the Department Head will review with the Personnel Director, or designee, his/her recommendation to hire in order to evaluate the effort made to correct underutilization, if such underutilization exists in the job group in which a position is to be filled. At the end of each AAP year, the Personnel Director, or designee, shall discuss with the appropriate Department Head the progress of EEO activity in his/her Department. This evaluation may consist of a review of department program results based on the short-term goals which pertain to classifications in his/her Department, .72- or a recommendation as to additional methods to attract and hire qualified ethnic minorities and women. As requested, the Department Head shall submit to the Personnel Director, a written statement describing his/her EEO activity. The Personnel Director shall have overall responsibility for developing, implementing and adm~inistering the Affirmative Action Plan. The Personnel Director may also gather and analyze statistical data in order to recommend necessary corrective action to all departments. This data may include: a) Applicant Flow Chart b) Underutilization Analysis c) Adverse Impact Analysis d) Departmental Utilization Analysis e) Goals and Timetables Analysis We are committed to the success of the Affirmative Action Plan and will exercise the authority given to us, by the residents of South San Francisco, to carry out this Program. -73- SYSTEMIC AFFIRMATIVE ACTION PROGRAM Annual Narrative Progress Report Time Period Covered: Person Preparing Data: AFFIRMATIVE ACTION PLAN OBJECTIVE: PROGRESS TO DATE: ON SCHEDULE? Yes No SPECIAL PROBLEMS/CONCERNS: PROPOSED FUTURE AFFIRMATIVE ACTION (Specified Time Frame): -74- ,~ Date of Report REPORT "..... s GOALS PRO( - Time Period Evaluated Job Group 1 I Total N~~ber of Employment Opportunities: 2 Total Number of Employees in Job Group: - Total 3 , Male Female Black Hispanic Asian Am. Indian Minorities 4 # placed/Hired During Time Period 5 # Employed at End of Time Period 6 % Employed at End of Time Period 7 Long-Range ~ Goal 8 ~'Vas Long-Range % Goal Met? 9 If No, Actual Placement Rate ~ 10 Time Period's Esta=lishcd Placement Rate % 11 95~ of Established placement Rate # 12 l'ins 95t of Established placement Rate Het? 13 Additional # Needed to Meet 95~ 14 Describe good faith efforts to meet established placement rate percentage. I --...) tJ1 I ~ 10 AFFIRMATIVE ACTION PROGRM1 for the HANDICAPPED -76- SECTION A: HANDICAPPED POLICY STATEMENT It is the policy of the City, and my personal commitment that Equal Employment Opportunity be provided in the employment and advancement of qualified individuals without regard to handicap at all levels of employment, including the executive level. Such affirmative action shall apply to all employment practices, including, but not limited to hiring, upgrading, demotion or transfer, recruitment, layoff or termination, rates of payor other forms of compensation, and selec- tion for training, including apprenticeship. Decisions related to personnel policies and practices shall be made on the basis of an individual's capacity to perform a particular job and the feasibility of any necessary job accommodation. Our obligations in this area stem from not only adherence to various state and federal regulations (specifically Section 503 of the Rehabilitation Act of 1973, as amended by the Rehabilitation Act Amendments of 1974), but also from our commitment as an employer in this community to provide job opportunities to handicapped individuals. Signed Executive Title Date -77- SECTION B: RESPONSIBILITY FOR IMPLEMENTATION The Personnel Director has the responsibility for the City's affirmative action activities for the handicapped. He/she has direct responsibility to ensure that the goals and policies set forth for the employment and advancement in employment of qualified handicapped individuals are carried out in a timely and efficient manner. With access to, and support from, top management and staff, the Personnel Director is responsible for:: 1. developing policy statements, programs and procedures which ensure implementation of the affirmative action commitments as required by the City's policy and legal obligations set forth in Section 503 of the Rehabilita- tion Act of 1973 as amended by the Rehabilitation Act of 1974. 2. developing internal and external communications tec~- niques which include regular discussions with managers, supervisors, and employees to ensure nondiscriminatory policies are being adhered to. 3. identifying and developing solutions to problem areas arising as a result of affirmative efforts for the handi- capped, particularly those which arise between line manage- ment and handicapped employees. 4. designing an auditing and reporting system to evaluate the effectiveness of affirmative action efforts for handi- capped workers. 5. serving as liaison between the City and organizations and community action groups for handicapped persons, in addi- tion to ensuring that representatives are involved in com- munity service programs of local organizations for the handicapped. 6. keeping management informed of latest developments in affirmative action efforts for the handicapped. -78-