HomeMy WebLinkAboutReso 41-1986RESOLUTION NO. 41-86
CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA
A RESOLUTION SETTING SALARY POLICY, BENEFITS AND
WORKING CONDITIONS FOR MEMBERS OF THE MANAGEMENT
AND CONFIDENTIAL EMPLOYEE GROUP IN ACCORDANCE WITH
THE PROVISIONS OF THE MANAGEMENT AND CONFIDENTIAL
EMPLOYEE COMPENSATION PROGRAM
WHEREAS, the City of South San Francisco City Council established
a Management and Confidential Compensation Program on February 12, 1986,
WHEREAS, the Management and Confidential Compensation Program
establishes a salary control point for each position in the Manage-
ment and Confidential Group; and
WHEREAS, the Management and Confidential Program provides for
setting the actual salaries of members of the Group after considera-
tion of each member's control point, qualifications, experience in
the position, and overall performance appraisal; and
WHEREAS, the City Manager and the appropriate department head
of each member of the Management and Confidential Employee Group
considered these factors for each member of the Group; and
WHEREAS, the City Council must approve the salary policy for
the Group;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the
City of South San Francisco hereby sets the Compensation Program for
members of the Management and Confidential Employee Group as set
forth in Exhibit "A" and incorporated herein by this reference as if
set forth verbatim, which shall become effective February 12, 1986and
shall remain in effect until such time as the City Council subse-
quently acts to adjust such salary policy, benefits, and working
conditions.
I hereby certify that the foregoing Resolution was regularly
introduced and adopted by the City Council of the City of South San
Francisco at a regular meeting held on the 12th day of February
by the following vote:
Ayes:
Noes:
Absent:
Abstained:
Councilmembers Mark N. Addiegp, Richard A. Haffev; and
Roberta Cerri Teglia
None
Councilmember Gus Nicolopulos
Councilmember John "Jack" Dra§o
Attest: ~ z~ ~
EXHIBIT "A" TO RESOLUTION NO. 41-86
CITY OF SOUTH SAN FRANCISCO
MANAGEMENT AND CONFIDENTIAL EMPLOYEE COMPENSATION PRO~RAM
THIS MANAGEMENT AND CONFIDENTIAL EMPLOYEE COMPENSATION PROGRAM
sets forth those salaries, benefits and terms and conditions of employ-
ment which shall be in effect commencing January 1, 1986 and contin-
uing thereafter, unless modified by the City Council.
I. MANAGEMENT AND CONFIDENTIAL EMPLOYEES DEFINED
The Management and Confidential Employee Group shall consist of
all full-time employees employed in the following positions which are
included in the exempt service of the City of South San Francisco:
Accountant
Accounting Officer
Assistant Fire Chief
Associate Civil Engineer
Associate Planner
Building Maintenance Supervisor
Chief Building Inspector
Coordinator of Labor Relations
Coordinator of Personnel Services
and Employee Development
Deputy City Clerk
Deputy Fire Marshal
Equipment Maintenance Supervisor
Fire Battalion Chief
Fire Captain/Paramedic
Fire Marshal
Laboratory Supervisor
Legal Secretary
Maintenance Supervisor W.Q.C.P.
Operations Supervisor W.Q.C.P.
Park Supervisor
Personnel Clerk
Police Captain
Police Lieutenant
Police Operations Analyst
Police Records Supervisor
Public Works Supervisor
Public Works Supervisor/Electrical
Purchasing Officer
Recreation Program Coordinator
Recreation Supervisor
Secretary I
Secretary II
Secretary to City Manger
Senior Building Inspector
Senior Civil Engineer
Senior Planner
Superintendent of Facilities
Maintenance
Superintendent of Parks
and Landscape
Superintendent of Public Works
Superintendent of W.Q.C.P.
Swimming Pool Manager
as well as such classifications as may be added to this Group by the City
during the term of this Resolution.
II. SALARIES
Salaries shall be set in accordance with the provisions of Appendix
i and Appendix 2 .
A. TEMPORARY ASSIGNMENT TO HIGHER LEVEL POSITION
An employee assigned to the full scope of the duties of a higher
classification shall not be paid the salary of that higher classification
unless they serve in that capacity for thirty (30) days or more, in which
event they shall receive the pay of the higher classification commencing
with the first day of said thirty-day service. An employee so assigned
must meet the minimum qualifications for the position to which he or she
is assigned.
III. Retirement Benefits
A. Retirement Plans:
those established by:
Retirement benefits for employees shall be
1. Miscellaneous EmDloyees: The Federal Social Security Act pro-
viding Old Age and Survivor's Insurance and the State Public Employees'
Retirement System (PERS) Miscellaneous Employees' 2% at age 60 Plan.
2. Safety Employees: The State Public Employees' Retirement
System (PERS) Local Safety Members 2% at age 50 Formula and PERS Optional
Public Agency provision for 1959 Survivor Allowance as set forth in
Article 6 of Chapter 9 of the Public Employees' Retirement Law (commenc-
ing with Section 21380 of the Government Code). Safety employees shall
be provided One-Year Highest Compensation as authorized by Section
20024.2 of the Government Code.
B. Employee's Contributions to Retirement Systems: The rate pre-
scribed by the Social Security Act for employee contributions shall be
deducted from the pay of Miscellaneous Employees by the City and
forwarded to the system in accordance with the rules and regulations
governing such employee contributions. Except as otherwise provided in
Subsection C below, the City shall pay on behalf of Miscellaneous
Employees the seven percent (7%) of base salary currently prescribed by
PERS for Miscellaneous Employees and shall pay on behalf of Safety
Employees the nine percent (9%) of base salary currently prescribed by
PERS for Safety Employees in accordance with the rules and regulations
govening such contributions. The remainder of any rate which may be
subsequently prescribed by PERS for employee contributions shall be
deducted from employee's pay by the City and forwarded to the System in
accordance with the rules and regulations governing such contributions.
Conversion of City Payment of Employee PERS
Base Salary
Contributions to
Miscellaneous and Safety Employees may elect to convert the City
payment of the employee's PERS contribution to the employee's base salary
rate. Upon so electing, the employee's base non-converted salary rate,
as e~tablished pursuant to the provisions of Appendix A, shall be
converted to the employee's base converted salary rate as follows=
Miscellaneous Employees= Base Hourly Non-Converted Salary Rate x ~.07 =
Base Hourly Converted Salary Rate
Safety Employees=
Base Hourly Non-Converted Salary Rate x 1.09 =
Base Hourly Converted Salary Rate
In establishing the actual base hourly converted salary rate, frac-
tions of one cent with a value of four (4) or less, will be discarded and
fractions of one cent with a value of five (5) or more shall increase the
base hourly converted wage rate by one cent.
1. New EmDloyees= An employee newly hired into a position in the
Management and Confidential Group, may elect to forego City payment of
the employee's PERS contribution provided in Subsection B above, and may
elect to have his or her salary rate established at the Base Hourly
Converted Salary Rate defined above. Such an employee will be allowed to
elect the City payment of the employee's PERS contributions at any subse-
quent time and, should the employee so elect, the employee's salary rate
shall be lowered to the Base Hourly Non-Converted Salary Rate upon the
first day of the pay period immediately following the employee's official
election. Subsequent to each election, the provisions of C.2 below shall
apply to the employee.
2. Effect of Conversion: Upon the effective date of an employee's
conversion of the City payment of employee PERS contributions to base
salary, the City will discontinue payment of the seven percent (7%)
Miscellaneous Employee PERS contribution or the nine percent (9%) Safety
Employee PERS contribution and the employee's full contribution rate
shall be deducted from the employee's pay by the City and forwarded to
PERS in accordance with the rules and regulations governing such contri-
butions. Once an employee has elected to convert the City's payment of
the employee contribution to PERS to the employee's base salary, the
employee shall not be permitted to reverse the conversion at any time.
3. Effective Date of Conversion: The conversion of the City's
payment of an employee's PERS contribution to base salary shall become
effective upon the first day of the pay period immediately following the
employee's official election to convert.
IV. PAYMENT OF COMPENSATION
Each employee shall be compensated on a bi-weekly basis. Payment
will normally be made on the Thursday immediately following the conclu-
sion of a City payroll period. City payroll period begins on Friday
which is the first day of the City pay period and ends on the Thursday
which is the last day of the City pay period and consists of fourteen
(14) calendar days. Employees who are on continuous paid regular service
for a partial pay period shall receive pro-rated compensation for the pay
period at the rate of 1/80th of the employee's bi-weekly salary rate for
each hour of the pay period that the employee was on continuous paid
regular service.
INSURANCE BENEFITS
Full-time regular employees shall be eligible to
benefits as follows:
receive
insurance
A. Health Insurance=
1. Available Plans Subject to the terms and conditions of the
City's contracts with health insurance carriers, eligible employees shall
be permitted to select health insurance =overage for themselves and their
eligible dependents from one of the following plans:
KAISER FOUNDATION HEALTH PLAN - "S" COVERAGE
BAY PACIFIC HEALTH CARE PLAN
BLUE SHIELD OF CALIFORNIA HEALTH PLAN
2. Payment of Premium Costs: The City shall pay the premium
costs for eligible employees and their dependents to the insurance
carrier for the plan selected by each employee.
3. Effective Dates of Coverage The effective date of coverage
for health insurance shall be the first of the month following the month
of enrollment of the employee and the employee's dependent(s). Coverage
shall terminate on the last day of the month in which the employee
separates from employment with the City.
4. Health Insurance for Employees Who Retire: Subject to the
terms and conditions of the City's contracts with health insurance
carriers, an employee who retires on a service or an industrial
disability or non-industrial disability retirement from the City's
service shall be provided the opportunity to continue his or her health
insurance coverage with one of the City's plans subsequent to the date of
his or her retirement. The City shall continue to pay the premium costs
for the employee only and the retiring employee shall bear the premium
costs for his or her dependent(s).
B. Life and Accidental Death and Dismemberment Insurances: Subject
to the terms and conditions of the City's contract with Standard
Insurance Company of Portland Oregon, eligible employees shall be
provided the following life and accidental death and dismemberment
insurances:
Term Life Insurance with
employee's annual base salary,
dollars ($1,000.00).
a face value equal to two times the
rounded off to the nearest one thousand
Accidental Death and Dismemberment Insurance in an amount equal to
two times the employee's annual base salary, rounded off to the nearest
one thousand dollars ($1,000.00).
The City shall pay the premium costs for eligible employees to
Standard Insurance Company. Coverage shall become effective on the first
day ~f the month following enrollment and shall terminate upon the day
a~d employee separates from City employment.
C. Vision Insurance= Subject to the terms and conditions of the
city's vision Insurance Plan, eligible employees and their dependents
shall be provided the following vision insurance=
vision Insurance Plan - Plan"B" - $10.00 Deductible
The vision service plan shall be provided to employees with no
premium costs to the employees or their eligible dependents. Coverage
shall become effective on the first of the month following enrollment and
shall terminate on the last day of the month in which an employee separ-
ates from City employment.
D. Dental Insurance: Subject to the terms and conditions of the
City's Dental Insurance Plan, eligible employees and their dependents
shall be provided the following dental insurance:
California Dental Service - Progressive Plan
The dental insurance plan shall be provided to employees with no
premium costs to the employees or their eligible dependents. Coverage
shall become effective on the first day of the month following six (6)
full months of employment with the City. Only employees hired on the
first day of any month shall be eligible for coverage six months from the
date of hire. Eligible employees must enroll in order to become eligible
for dental insurance coverage. Coverage shall terminate on the last day
of the month in which an employee separates from employment with the City.
E. Long Term Disability Insurance: Subject to the terms and condi-
tions of the City's contract with Standard Insurance Company of Portland,
Oregon, eligible employees shall be provided Long Term Disability
Insurance coverage which provides for payment of up to two-thirds
(2/3rds) of the base salary of an employee, to a maximum monthly base
salary of five thousand two hundred and fifty dollars ($5,250.00, pro-
vided the employee qualifies for such payment or qualifies for some
lesser payment under the provisions of the plan. The Long Term
Disability Insurance shall be provided to employees with no premium costs
to the employees. Coverage shall become effective on the first day of
the month following enrollment, and shall terminate on the day an
employee separates from City employment. A disabled employee becomes
eligible for Long Term Disability payments after a waiting period of
twenty (20) calendar days.
F. Discretionary Benefit Option:
1. Employees not desiring medical, dental, or vision benefits for
themselves, a spouse or dependents, may elect to have the City place the
average dollar amount which would have been paid in premiums on behalf of
the employee and dependents into the employee's deferred compensation
account.
Method of.. computation of.. average dollar amount=
The City will determine the number of employees in the Management
and Confidential Group who are members of each of the City's medical
plans. The total premium dollars will be added and will be divided by
the number of employees in the Management and Confidential Group to get
the average dollar amount.
2. Employees wishing to exercise this option may do so by filing
a request on the appropriate City form with the Personnel Divison. An
employee may change the discretionary benefit option once each year to
coincide with the open enrollment period for medical plans, or at another
time during the year provided the employee can demonstrate, to the City's
satisfaction, a bonafide need.
IV. DEFERRED COMPENSATION
Full-time regular employees are eligible, subject to the terms and
conditions thereof, to participate in the Deferred Compensation Plan made
available to City employees.
VII. ADMINISTRATIVE LEAVE
Each full-time regular employee shall be entitled to receive forty
(40) hours per fiscal year of Administrative Leave in recognition of the
City's expectation that members of the Management and Confidential
Employee Group routinely and consistently perform the duties of their
positions during times which involve hours in excess of the normal five-
day, forty-hour work week. Said forty (40) hours shall accrue on July 1
of each fiscal year. Administrative leave may be taken in paid time off
or may be directly compensated in pay to the employee at the employee's
base salary rate at the time an employee requests such compensation.
Administrative leave may not be carried forward from one fiscal year to
the next. Immediately upon hiring, a new employee shall be entitled to
receive administrative leave at the rate of 1.538 hours for each pay
period of employment remaining in the fiscal year during which the
employee was hired.
VIII. HOLIDAYS
Full time regular employees who are on paid status the entire day
before as well as the entire day after a holiday observed by the City
shall be entitled to receive compensation for eight (8) hours of holiday
time for each full day holiday and four (4) hours of holiday time for
each one-half (1/2) day holiday, which holiday time shall be considered
as hours worked.
A. Holidays Observed: The City observes the following holidays:
January 1
Third Monday in February
Last Monday in May
July 4
First Monday in September
New Year's Day
Washington's Birthday Observed
Memorial Day Observed
Independence Day
Labor Day
S~cond Monday in October
November 11
Fourth Thursday in November
Fourth Friday in November
December 25
Columbus Day Observed
Veterans Day
Thanksgiving Day
Day following Thanksgiving
Christmas Day
In addition, the City observes the following one-half (1/2) day
holidays (1300 hours through 1700 houra per day):
December 24
December 31
Christmas Eve Day
New Year's Eve Day
In addition, the City may observe any other day of national mourning
or celebration provided that it has been proclahaed by the City Council
and provided that the City Council directs the closure of the City
offices for public service. Any such day shall be granted only to those
employees who are regularly scheduled to work on the day for which such
day is proclaimed by the Council.
B. Days of Holiday Observation: Holidays which fall on Sunday
shall be observed on the following Monday. Holidays which fall on Satur-
day shall be observed on the preceding Friday. One-half (1/2) day
holidays shall be observed on the work day immdiately preceding the day
upon which Christmas Day and New Year's Day are observed.
Employees not assigned to continuous operations shall be
entitled to receive compensation for eight (8) hours of holi-
day time for each full holiday and four (4) hours of holiday
time for each one-half (1/2) day holiday, which holiday time
shall be considered as hours worked.
Fire Battalion Chiefs shall receive holiday compensation in
lieu of paid time off as follows:
Full-Day Holidays: An additional ten and seven tenths
percent (10.7%) of the bi-weekly wage rate for which he
or she would otherwise qualify pursuant to the provisions
of Appendix "A" for each payperiod during which each of
the authorized holidays as listed in this Section occurs.
Half (1/2) Day Holidays: An additional five and thirty-
five hundreds percent (5.35%) of the bi-weekly wage rate
for which he or she would otherwise qualify pursuant to
the provision of Appendix "A" for each payperiod during
which each of the authorized holidays as listed in this
Section occurs.
All other employees, who by nature of their assignment, are
unable to observe City holidays, shall be compensated for the
authorized holidays as follows:
ae
Full-Day Holidays: Eight (8) hours of straight time over-
time for the holiday, and straight time for the hours
worked.
Half (1/2) Day Holidays=
overtime for the holiday,
worked.
Four (4) hours of straight time
and straight time for the hours
c. Discretionary Holidays: Each full time regular employee shall
be eligible for one full day holiday in addition to the holidays observed
by the City. An employee's discretionary holiday may be taken at the
discretion of the employee. An employee must take his or her discre-
tionary holiday each calendar year on or before December 13. Any
employee who does not take this holiday by December 13, will be paid, in
cash, for the unused holiday at the salary rate in effect.
IX. VACATION LEAVE
Full time regular employees shall earn and be granted vacation time
in accordance with the following accrual rate schedule:
LENGTH OF SERVICE
ACCRUAL RATE PER
BI-WEEKLY PAY PERIOD
First through fourth year, inclusive
Fifth through fourteenth year, inclusive
Fifteenth through twenty-fourth years, inclusive
Twenty-fifth and succeeding years
4.62 hours
6.16 hours
7.69 hours
9.23 hours
A. Vacation Accumulation: An employee may accumulate up to two
times his or her annual accrual rate of vacation hours as unused vaca-
tion. An employee may not exceed the maximum accrual amount without the
express permission of the City Manager.
B. Vacation Time Compensation: An employee who retires or
separates from City employment and who has accumulated unused vacation
time on record, shall be compensated in pay at the base hourly salary rate
for which the employee otherwise qualifies for all such unused vacation
hours.
X. INDUSTRIAL INJURY OR ILLNESS LEAVE
An employee who is temporarily and/or partially disabled from
performing work as a result of any injury or illness which has been
determined to be industrially caused and which injury or illness necessi-
tates his or her absence from work, shall be entitled to receive paid
industrial injury or illness leave without loss of salary or benefits as
follows:
A. Miscellaneous Employees: Miscellaneous employees shall be
eligible to receive paid industrial injury or illness leave for all time
the employee is normally scheduled to work but is unable to work during a
period of ninety (90) calendar days following the date upon which the
injury or illness caused his or her period of temporary and/or partial
disability and necessitated his or her absence from work. A
Miscellaneous Employee who is receiving paid industrial injury or illness
leave shall assign to the City all Workers' Compensation Insurance pro-
ceeds received by the employee for all of the time for which the employee
also receive paid leave from the City.
B. Safety Employees: The requirements and the amount of indus-
trial injury or illness leave to be granted to a Safety Employee shall be
as prescribed in Section 4850 and related sections of the Labor Code, as
those sections are constituted at the time interpreta-tions of said
sections are necessary.
XI. .MEDICAL APPOINTMENTS LEAVE
An employee may be granted leave without loss of salary or benefits
for the purpose of going to appointments with medical doctors or dentists
in instances where the employee is reasonably unable to arrange for such
appointments to occur during non-work time.
XII. SICK LEAVE
Section 1. Non-Industrial Injury Or Illness Leave - Sick Leave
A. An employee who is temporarily and/or partially disabled
from performing the full scope of the usual and customary duties of his
or her classification as the result of an injury or illness which is not
industrially caused shall be eligible to receive sick leave without loss
of salary or benefits within the limits set forth below·
B. Amount of Sick Leave:
Effective January 1, 1986, each employee will accrue
one day per month of employment for purposes of sick
leave. Such leave may be accumulated without limit.
In addition, on January 1, 1986, or shortly there-
after, each employee will be credited with an amount of
sick leave which would have been accrued during the
period of the 90-day sick leave plan, including the.
deduction for any usage. Family care, bereavement
leave, and medical appointment leave will not be
counted. In the event of a disagreement as to the
amount of sick leave to be credited, the Finance
Division leave records will be controlling unless the
employee can prove to the City's satisfaction that
his/her sick leave use was other than as it appears in
the Finance Division records.
Any employee employed at the time that this Resolution
goes into effect who has an accrued sick leave of less
than fifteen (15) days can be advanced up to a maximum
of fifteen (15) days of sick leave after exhaustion of
all sick leave for the first year that this Resolution
is in effect. This advance will not need to be repaid.
Section 2. Payment of Unused Accumulated Sick Leave Accrued After
January 1, 1986
Upon death, separation from City employment as a result of a work-
related injury or illness as defined below, or full service retirement
after twenty (10) years of service or retirement at age fifty (50), an
employee shall be paid for one-half (1/2) of the accumulated sick leave
at the time of separation, retirement or de&th. Payment of unused sick
leave hours shall be made at the employee's hourly rate. This accrual
shall include the amount credited, if any, on January 1, 1986, for the
periodwhen the 90-day sick leave plan was in effect.
Separation from City Employment as a Result o__f~ Work-Related Injury
of Illness
A separation arising out of a work-related disability which is of
a serious or life/threatening nature that prohibits the employee from
engaging in his/herusual occupation or a similar occupation, and which
severely limits the employee's mobility and ability to engage in produc-
tive and gainful emplo1~ent.
Section 3~.
Payment of Unused Accumulated Sick Leave for Certain
Employees - Retroactive
An employee who had accumulated an unused sick leave hours on record
as of June 27, 1975, under the discontinued sick leave accumulation plan,
shall receive payment for fifty percent (50%) of the recorded hours
within sixty (60) days from the date that this Resolution goes into
effect or upon the separation of the employee from the City's employment,
at the employee's discretion, at the salary rate in effect at that time.
No employee shall, however, receive payment for any recorded hours in
excess of one thousand two hundred (1,200) and the maximum payable hours
shall be six hundred (600). Payment may be deferred from the time of
separation to the first payroll period in the calendar year immediately
following the date of separation, at the option of the payee.
XIII. FAMILY CARE AND BEREAVEMENT LEAVE
An employee may be granted up to a maximum of thirty-two (32) hours
of paid leave during each calendar year for the purpose of obtaining
medical consultation or treatment or for caring for an injured or ill
spouse, child, mother, father, or another family member residing in the
employee's home. An employee may be granted up to a maximum of twenty-
four (24) hours of bereavement leave, per occurrence, or the death or
funeral of a family member within the State of California, and up to a
maximum of forty (40) hours, per occurrence, for the death or funeral of
a family member outside the State of California. A family member shall
include the employee's spouse, child, mother, father, sister, brother,
grandmother, grandfather, mother-in-law, father-in-law, sister-in-law,
brother-in-law, daughter-in-law, and son-in-law. In addition, the City
Manager may grant leave to an employee for some other person if, in the
opinion of the City Manager, there exists or existed an extraordinarily
close familial relationship between the employee and such other person.
XIV. MILITARY LEAVE
Military leave shall be granted in accordance with the provisions of
applicable state and federal laws.
XV. MATERNITY LEAVE
A. Leave for Pre~nanoy Disability=
Employees are entitled to use sick leave as set forth
in Section XII of this Resolution for disabilities
caused or contributed to by pregnancy, miscarriage,
childbirth, and recovery therefrom, and shall be
limited to those disabilities as set forth above.
The length of such disability leave, including the
date on which the duties are to be resumed, shall be
determined by the employee and the employee's physician.
®
The City may require a medical doctor's verification
and clearance to return to work.
B. Leave Without Pay fgr Child Bearing Preparation
Leave without pay or other benefits may be granted to
an employee for the preparation of child bearing.
0
The employee shall request such leave as soon as
practicable, but under no circumstances less than thirty
(30) days, whenever possible, prior to the date on which
the leave is to begin. Such request shall be in writing
and shall include a statement as to the dates the
employee wishes to begin and end the leave without pay.
The duration of such leave shall consist of no more than
nine (9) months.
The employee is not entitled to the use of any
accrued sick leave or other paid leave while such
employee is on child bearing preparation leave.
There shall not be a diminution of employment statutes
for child bearing preparation except that no employee
shall be entitled to compensation, increment, nor shall
the time taken on a child bearing preparation leave
count towards credit for seniority.
If an employee is on leave for child bearing prepara-
tion and in the event of a miscarriage or death of the
child subsequent to childbirth, the employee may request
an immediate assignment to a position. If there is a
vacancy for which an employee is qualified, the City
will assign the employee as soon as possible.
C. Leave Without Pay for Child Rearing
Leave without pay or other benefits shall be granted
to an employee who applies for such leave prior to
going on pregnancy disability leave, prior to adop-
tion of a newborn baby, or in the event of the
employee's spouse's death during childbirth. In all
11.
other cases, leave without pay or other benefits may
be granted to an employee for child rearing.
®
The employee shall request such leave as soon as
practicable, which shall normally be thirty (30) days
prior to the date on which the leave is to begin.
Such. request shall be in writing and shall include a
statement as to the dates the employee wishes to
begin and end the leave without pay.
®
The duration of such leave for an employee with a
newborn baby (natural and adopted) shall consist of
no more than the remainder of the current fiscal year
and may be extended for the following fiscal year.
The extension of such leave may be granted, not/ to
exceed an additional twelve (12) months. Child
rearing leaves may be granted, in accordance with
this section, for an employee with any child (other
than newborn or newly adopted).
0
The employee is not entitled to the use of any
accrued sick leave or other paid leave while such
employee is on leave for child rearing.
There shall not be a diminution of employment status
for child rearing except that no employee shall be
entitled to compensation, increment, nor shall the
time taken on child rearing count toward credit for
seniority.
0
In the event an employee is on leave for child rear-
ing and the child dies, the employee may request an
immediate assignment to a position. If there is a
vacancy for which an employee is qualified, the City
will assign the employee to a position as soon as
possible.
XVI. LONG TERM DISABILITY LEAVE
Upon an employee qualifying for Long Term Disability Insurance
benefits, in accordance with the requirements of the City's policy, the
City shall determine whether to separate the employee from his or her
position or to grant the employee a leave of absence without pay for any
period up to three hundred and sixty-five (365) calendar days, or a
reasonable extension thereof. If the City grants an employee a leave of
absence without pay for any period and the employee s unable to resume
work prior to or at the expiration of such leave, the City may
subsequently separate the employee or grant additional leave. An
employee who has been granted a leave of absence without pay may request
and receive payment for any unused vacation time accumulated by the
employee. The City will continue to pay insurance premiums provided by
this Compensation Program for a disabled employee until the date upon
which the employee is separated from City employment.
The City will not separate an employee until he/she
qualified for Long Term Disability benefits for a period of
n~nety (90) days, except in those instances where the City
employee agree to an earlier separation.
has been
at least
and the
XVII. Recreation Facilities and Pro, rams= Each employee shall be
entitled to free admission to City recreation facilities. Each employee
shall be entitled to free enrollment in up to five (5) recreational
classes during a twelve (12) month period. Employees using City recrea-
tion facilities and enrolled in City recreational classes shall engage in
such activities on the employee's non-work time. Employee admission to
recreation facilities and recreation classes shall be accomplished in
conformance with the rules and regulations established by the Recreation
and Community Services Department.
XVIII. GRIEVANCE PROCEDURE
Classified employees covered by this Resolution are eligible to
invoke the Grievance Procedure as noted in Rule 14 of the City of South
SanFrancisco Personnel Rules and Regulations Manual.
XIX. DISCIPLINARY ACTION
The City shall take disciplinary action against a classified
employee following the procedures set forth in Rule 13 of the City of
South San Francisco Personnel Rules and Regulations Manual.
XX. ADMINISTRATION OF COMPENSATION PROGRAM
A. This Management and Confidential Employee Compensation Program
sets forth the full and entire compensation program for members of the
Group and any prior or existing understanding or agreements regarding
these matters, whether formal or informal, are hereby superceded or
terminated in their entirety. In the event that the provisions of this
Compensation Program are found to be in conflict with a City rule, regu-
lation or resolution, the provisions of this Program shall prevail over
such conflicting rule, regulation or resolution.
B. The City Manager shall administer the Management and Confi-
dential Employee Compensation Program and may establish such policies,
rules and regulations as are deemed appropriate to the effective adminis-
tration of the Program. Members of the Management and Confidential
Employee Group shall comply with all such policies, rules and regulations
as may be established by the City Manager. The City Manager shall be
empowered to grant or to impose administrative leave without loss of pay
or benefits for members of the Management and Confidential Employee Group
for any purpose deemed by the City Manager to be appropriate to the
circumstances.
XXI. ANNUAL MEETING
On a yearly basis, or more frequently if needed, and prior to
making any revisions to this Resolution, the City will meet with members
of the Management and Confidential Employee Group.
]3.
APPENDIX 1
Salary Schedule
Monthly
Grade
A
B
C
D
E
F
G
H
I
J
K
L
M
N
15% Below
3655
3490
3310
3150
2990
2840
2690
2560
2430
2310
2190
2080
1980
1880
Control Point
4300
4090
3890
3700
3520
3340
3170
3010
2860
2720
2580
2450
2330
2210
15% Above
4950
4700
4470
4260
4050
3840
3650
3460
3290
3130
2970
2820
2680
2540
APPENDIX la
Position Assig~ments
to Control Point Grades
Position
Police Captain
Assistant Fire Chief
Superintendent of W.Q.C.P.
Chief Building Inspector
Senior Civil Engineer
Superintendent of Public Works
Battalion Chief
Fire Marshal
Police Lieutenant
Superintendent of Facilities Maintenance
Operations Supervisor W.Q.C.P.
Fire Captain/Paramedic
Purchasing Officer
Coordinator of Labor Relations
Coordinator of Personnel Services/Empl. Dev.
Senior Planner
Senior Building Inspector
Operations Analyst
Associate Civil Engineer
Maintenance Supervisor W.Q.C.P.
Accounting Officer
Laboratory Supervisor
Superintendent of Parks & Landscape
Deputy Fire Marshal
Police Records Supervisor
Public Works Supervisor
Accountant
Public Works Supervisor/Electrical
Associate Planner
Park Supervisor
Recreation Supervisor
Secretary to City Manager
Swimming Pool Manager
Legal Secretary
Deputy City Clerk
Secretary II
Secretary I
Personnel Clerk
Recreation Program Coordinator
Grade
A
A
A
B
B
B
C
C
C
D
D
D
D
D
D
D
D
D
E
E
F
G
G
G
H
H
H
H
H
H
H
J
L
M
M
M
N
N
N
APPEI~'rX :~
CITY OF SOUTH SAN FRANCISCO
Performance Evaluation/Compensation
System for Management and Confidential Employees
TABLE OF CONTENTS
II.
III.
IV.
Statement to Employee
Policy
Supervisor's Guide
Performance Evaluation Form
I. Statement to Employee
Statement to Employee
You're in Charge
The City's Performance Evaluation Compensation
opportunity to increase your own salary. The
take advantage of this opportunity depends on you.
System gives you the
degree to which you
Your day-in, day-out performance on the Job is the most important
factor in determining how fast your salary can increase and how high it
can be.
For Sound Business Reasons - The basic purpose of the City's Compensation
System is to help attract, retain, and motivate highly competent
employees and to provide them with a strong incentive to excel. The key
to attaining this goal is quite simple: Your pay should be based on your
performance-on what you do and how well you can do it.
Putting this basic policy into practice requires a well-planned and
systematic approach to ensure that you and other City employees are
compensated fairly and equitably in relation to your contribution to
the City's success. Such a formal policy is necessary so that you know in
advance what the ground rules are, and understand what influence your
day-to-day performance has on your present and future salary.
The new program is designed specifically to provide you and your fellow
management employees with:
- salaries that reward individual performance through salary increases
based on periodic performance appraisals,
- salaries that compare favorably with salaries for
outside the City,
similar positions
- salaries that relate equitably to other salaries within the City, and
- salaries that reflect changing pay trends and economic conditions
are revealed through regular surveys by the City.
You're in Charge
Your performance will determine the salary incentives you will receive.
Training
Be assured that training will be provided to supervisors on how to
uate your performance and conduct evaluations in a positive manner.
the attached Policy and supervisor's guide carefully.
eval-
Read
Should you ever have any concern regarding the manner in which the City's
pay-for-performance plan affects you, speak with your supervisor or with
the Labor Relations Division. The City wants you to understand how this
program, which is so vital to your career with the City, impacts you.
II. Policy
Policy ~overning Performance Evaluation
Compensation System for Management and Confidential Employees
Purpose
The purpose of the City's compensation system is to attract and
the best available management and confidential employees and to
and encourage high Job performance.
retain
reward
Policy
The compensation plan is based on the following principles:
1. External Marketplace
Salaries should be similar to other cities with which South San
Francisco competes for management and confidential employees. The
external marketplace factor takes into consideration cost-of-living
adjustments.
2. Internal Marketplace
The City also evaluates positions internally to ensure that a
proper spread exits between each management employee and the subordinate
employees he or she supervises. The City will meet with any employee who
does not feel that the internal salary spread for his/her position
relative to subordinate employees is appropriate.
3. Performance
Specific differences in performance are acknowledged through the
salary incentive program.
ANNUAL SALARY ADJUSTMENTS BASED ON EXTERNAL MARKETPLACE PRINCIPLE
1. Control Point
Each management and confidential position is assigned to a control
point. The annual control point for each position is based on the
average compensation paid by other comparable cities for the equivalent
or substantially equivalent position.
At the time that this Resolution goes into effect, all employees
currently at Step E and those employees hired or promoted prior to July 1,
1985 will have their salary adjusted to the control ~oint. Employees hired
or promoted on or after July 1, 1985 who are currently below Step E will
have their salary adjusted as follows:
Step D = Control Point minus 3%
Step C = Control Point minus 6%
Step B = Control Point minus 9%
Step A = Control Point minus 12%
Employees hired after the implementation of this performance pay program,
will be appointed at the minimum rate which is 15% below the control
point for his or her classification. However, the City Manager may
appoint a new employee at a rate higher than the minimum rate depending
upon the employee's qualifications, and the needs of the City.
Any employee hired or promoted at a salary below the control point will
have any performance increase added to his/her existing salary to become
his/her new base salary until such time as he/she reaches the control
point. If after four (4) years the employee has not reached the control
point, he/she will be automatically adjusted to the control point.
2. Annual Market Survey
A market place survey will be conducted each fall and salary control
points adjusted to become effective retroactive to July 1 of that year.
the control points established on January 1, 1986 will be retroactive to
July 1, 1985.
This marketplace salary survey will be conducted using the five cities
comparable to the City of South San Francisco in terms of geographic
proximity, size and financial resources. The five cities surveyed shall
be: Dal¥ City, Redwood City, San Bruno, San Leandro, San Marco.
Salary comparisons shall be made of equivalent positions or substantially
equivalent positions based on job content and levels of responsibility.
A comparison of similar positions in all five cities shall be used for
each position whenever possible, but a minimum of three comparisons is
required. In the event that a position does not have comparable counter-
parts in at least three of the five cities, the following cities shall be
surveyed in the order listed until a total of three appropriate, compar-
able positions is found: 1) Hayward, 2) Mt. View, 3) Union City.
For each management and confidential position, the top salary steps of
the selected comparable positions shall be averaged, and the average
shall be the annual base compensation for the position. For the purpose
of establishing the annual salaries of City positions, this calculation
is assumed to include cost-of-living adjustments, and no additional cost-
of-living adjustment will be made. In those instances where a sufficient
number of comparable positions is not found, the City will establish the
control point administratively, taking into account the internal market
place and other relevant factors.
SALARY INCREASES BASED ON PERFORMANCE
In addition to the annual salary adjustment determined by the marketplace
survey, employees may earn salary increases based on job performance. An
employee's job performance shall be evaluated annually by his/her
immediate supervisor. An individual will be eligible for a performance
increase based on his/her overall performance rating on July i of each
year as follows, except that probationary employees will be eligible
after'six months employment and every July 1, thereafter.
In those instances where an employee receives a six month probationary
performance evaluation and increase in May or June of any year, he/she
will not receive another evaluation or performance adjustment effective
July i of that year unless there has been a noteworthy change in the
employee's performance as determined by ~he department head.
Points Earned
Performance
Salary Increase
97 - 100 Outstanding 15%
96 Outstanding 14%
95 Outstanding 14%
94 Outstanding 13%
93 Outstanding 13%
92 Very Good 12%
91 Very Good 12%
90 Very Good 12%
89 Very Good 11%
88 Very Good 11%
87 Very Good 10%
86 Very Good 10%
85 Very Good 9%
84 Very Good 9%
83 Very Good 9%
82 Very Good 8%
81 Very Good 8%
80 Very Good 8%
79 Good 7%
78 Good 7%
77 Good 6%
76 Good 6%
75 Good 5%
74 Good 5%
73 Good 4%
72 Good 3%
71 Good 2%
70 Good 1%
60-69 Average Control point:
59 and below Unsatisfactory Control point for
current employees
or appointment rate
for new employees
Within the percent ranges shown above, the employee's supervisor has
the discretion to recommend performance increases. Performance
increases are not automatically retained from one year to the next;
regualification is necessary each year.
It will be the City's standard practice, whenever possible, to evaluate
the lower ranked employees in a department first, followed by an
evaluation of the employee's supervisor, through each succeeding higher
rank in the department.
The immediate supervisor's performance increase recommendation shall be
reviewed and approved by the Department Head. The Department Head's
recommendation shall be reviewed and approved by the City Manager. An
employee may appeal his/her evaluation, in writing, to the City Manager
within ten (10) working days after acknowledging, in writing, the receipt
of the evaluation.
Performance Evaluation System
Each employee shall be formally evaluated by his/her immediate supervisor
on an annual basis. A performance evaluation form shall be developed by
the City for each position. The factors evaluated shall include: Per-
formance of position duties as outlined in position Job description;
administrative supervisory responsibility; human relations supervisory
ability; adaptability; and personal relations.
A weighted numerical rating system shall be established for each element
of the factors listed above. The factors to be evaluated for each posi-
tion shall be determined by the City. The weight accorded to each factor
based on its relative importance to overall job performance for each
position shall be determined by the City after a discussion among the
supervisor, the employees in each class and the Labor Relations/Personnel
Division.
Performance Evaluation Rating System
Before the employee is rated, the weight to be accorded to each factor to
be rated shall be assigned according to its relative importance to the
position (Unimportant = 1; Very Important = 5). The weight factors shall
be in place before the employee's rating begins. The employee will then
be rated on each factor by using a rating scale of 1 to 10 (1 = unaccept-
able performance; 10 = outstanding performance). The performance rating
is then multiplied by the weight factor for a total rating. The final
employee total performance rating is an average of each of the above
categories.
UNSATISFACTORY PERFORMANCE
An employee whose performance is unsatisfactory should be notified orally
and/or in writing, as appropriate, by his/her supervisor as early in the
appraisal period as possible.
A permanent employee who receives an unsatisfactory total performance
rating shall be re-evaluated within 120 calendar days of the date of the
first unsatisfactory evaluation. If the employee's performance has not
improved to an "average" total performance rating, the employee shall
receive up to two additional remedial performance evaluations at 120 day
intervals.
After up to three consecutive unsatisfactory remedial evaluations, the
employee's supervisor shall notify the employee, in writing, of his/her
intention to recommend that the employee be removed from his or her
position for unsatisfactory job performance. Removal from a position may
include termination from City employment, demotion to an available posi-
tion which may become available as a result of his/her position becoming
vacated and which the employee is qualified to perform, or other discip-
linary action.
The employee shall have the right to appe&l to the City M&nager,
City Manager's designee, to respond either orally or in writing
ten (10) days of the date of the supervisor's recommendation.
or the
within
The City Manager, or designee, shall consider the employee's response and
within ten (10) days, the City Manager, or designee, shall notify the
employee, in writing, of his decision to accept, to reject, or to modify
the recommendation.
Within fifteen (15) days of the City Manager's,
the employee may file a written appeal to the
decision of the Personnel Board shall be final.
or designee's decision,
Personnel Board. The
The employee's failure to respond within the timelines,
to be a waiver of the right to further appeal.
shall be deemed
~II. SUPERVISOR'S GUIDE
SUPERVISOR' S GUIDE
TO PERFORMANCE APPRAISAL
INTRODUCTION
Performance appraisal is a major part of what you do as a supervisor.
Performance appraisal is an ongoing,day in and day out process. The
appraisal form and this guide are tools and techniques for you to use.
Employee appraisal is something you actively do to direct, motivate,
reward and otherwise supervise your employees. As a supervisor, if your
employees do not usually do their job well, then you are not doing your
job well. If you are not aware that your employees are not doing well,
they you are not doing your Job as their supervisor at all. On the other
hand, recognizing and acknowledging superior performance is equally as
important. This guide and the Performance Appraisal Report Form is
intended to help yo do your job.
As a supervisor, you can aid in employee development in many ways.
Developmental activities attempt to expand individual awareness of
problems and the abilities to solve them. Through employee development,
the City's employees acquire new skills, conceptual tools, and human
abilities to solve organizational problems. Through performance
appraisals you can help your subordinates plan for their own develop-
ment.
Guiding Principles
The City's Performance Evaluation/Compensation System is based on these
principles:
1. Employees ought to be assisted in improving their skills for
their benefit and for the benefit of the City.
A major responsibility of the
demonstrate a concern for the
employed by the City.
City's supervisors, is to
development of the people
The supervisor plays a key role in the City's Performance
Evaluation/Compensation System for management employees by
assigning the level of salary incentive an employee will earn.
Both supervisor and employee share
getting the job done.
the responsibility for
~oals
The goals of the City's performance appraisal program are:
To reach an understanding as to who is responsible for
getting different phases of the Job done.
To reach an understanding of the performance standards for
the duties performed, insuring that employees know what is
expected of them and how well they are meeting these expect-
ations.
To assist the employee to develop his/her abilities to the
fullest extent possible, maintaining strong Performance
skills, and strengthening weak skills, and to provide
employees with notice of unsatisfactory performance.
®
To improve employee-supervisor
opportunity for employees to
problems, and make suggestions.
relationships, providing an
express concerns, discuss
5. To reduce areas in which friction and concerns may arise.
To integrate the City's budget program and performance goals
and objectives with the performance expectations and evalua-
tion of managers responsible for specific budgetary programs.
7. To motivate superior job performance.
8. To properly compensate an employee based on his/her performance.
Each supervisor's performance appraisal activities
employees in the following ways:
support their
- To inform employees about their actual job duties, responsbilities,
and the expected performance criteria against which they will be
evaluated;
- To inform employees
their supervisor;
about how their
performance is perceived by
- To articulate and document the
employees performance.
supervisors'
appraisal of their
- To permit active participation by the employee in the appraisal
process.
- To aid and support supervisory decision-making for employees regarding
probationary status; job assignments; dismissal; promotion and salary
incentive pay.
When to Conduct ~ Performance ADDrais&l
Conduct a performance appraisal at least twice during the probationary
period. An employee is eligible for an incentive increase after six (6)
months of employment and every July i thereafter, as descrobed in the
Policy Governing Performance Evaluation Compensation System for Manage-
ment and Confidential Employees (Appendix 2, No. II of this Resolution).
· Reducinq the Effects of Bias
This guide describes the procedures and techniques available to document
actual workplace behaviors. Certain bias effects and methods to reduce
the effects of bias on your appraisal of your employees' performance will
be given.
Everyone's major concern with appraising employees' performance should be
fairness. The concern with fairness centers on developing methods to
make appraisal less subjective. The nature of being human entails our
having a measure of favorable or unfavorable feelings towards other
people. Because appraisal is a human process, some element of subject-
ivity is inherent in the appraisal process. It is difficult to be
neutral. Therefore, it is important that we work to understand and
control our human biases in order to be as fair as possible. Methods to
identify and ward off the subtle feelings which can sway your judgment
are discussed below.
Avoiding Typical Appraisal Errors
Organizational
following most
anyone.
psychologists have researched and categorized the
common appraisal errors. These errors can be made by
Halo Effect:
Rating your employee excellent in one quality which
influences you to give your employee a similar rating
or to rate your employee higher on other qualities than
actually deserved.
The halo effect is thtendency to generalize from one
specific employee trait or behavior to other employee
characteristics. For example, a person who is always
willing to help other workers may receive a higher
rating than s/he deserves in areas not related at all
to willingness to help coworkers. Or, the person who
has recently solved an important departmental problem
receives high ratings on every factor being rated
because of the recent success in problem solving. The
halo effect tends to blind you to shortcomings in the
person being rated.
Horn Effect.
Rating your employee unsatisfactory in one quality which
influences you to give your employee a similar rating or
to rate your employee lower in other qualities than
actually deserved.
The horn effect blinds you to strengths in the person
being appraised. For example, a person who consistently
argues with his/her boss over job assignments may be
appraised below standard in all areas of job performance
because of their argumentativeness. Or, a person with
an unpleasant personality receives low ratings on every
factor because they are difficult to get along with.
Centr~l Tendency.
Providing an "average" for all performance factors.
This is the most common and serious kind of error.
Since most employees do perform around a standard or
average, it permits an easy escape from making a valid
appraisal decision.
The central tendency error occurs when you do not use
either end of the performance appraisal scale. This
results in most, if not all, of the ratings falling into
the middle of the scale. The central tendency error is
most likely present when 90% or 100% of your ratings are
in the middle category.
Negative Leniency.
Rating your employees lower than other normal or
City supervisors would; being overly harsh in
your employees' performance qualities.
average
rating
Positive Leniency.
Rating your employees higher than the normal or average
supervisors would; being overly loose and easy in rating
employee performance qualities.
Positive and negative leniency refer to your frame of
reference. Positive leniency is the tendency to be
overly easy in rating by giving too many high ratings.
Negative leniency refers to the tendency to be too severe,
giving too many Iow ratings. As a general rule, if more
than 25% of our ratings are in the top two rating catego-
ries, (outstanding or very good), you may be rating too
easily. If more than 25% of your ratings are in the
bottom two categories (average or unsatisfactory), you may
be rating too harshly. (It is not an error, however, to
give either high or iow ratings when those ratings are
deserved.)
Latest Behavior.
Rating your employees by their most recent
failing to recognize most commonly demonstrated
during the entire appraisal process.
behavior;
behaviors
Initial Impression.
Rating your employees on first impressions; failing to
recognize most commonly demonstrated behaviors during the
entire appraisal period.
S~milar To Me.
The "similar to me" error refers to the tendency to give
slightly higher ratings to persons who are similar to your
attitudes, education, income, interests, etc., than to
persons who are not similar. This error becomes more
important as the differences between you and your
employees increase. If you rate in terms of a stereo-
type, a "similar to me" error is probably being made.
Contrast Error.
The contrast error takes a number of different forms. It
occurs when employees are rated relative to each other
rather than on the basis of your performance standards.
For example, if both Mary and John are outstanding in
their report writing performance factor, with Mary being
better than John, a contrast error would be to give Mary
the outstanding rating and John the next lower rating even
though he deserved the outstanding rating too. Performance
appraisal is not a competitive contest in which one of
your employees is ranked or judged against your other
employees. You are to measure your employees' performance
against the work standards which you set for them, not
some standard set in coincidence with the performance of
one of your other employees.
Spillover Effect.
Allowing past performance appraisals of your employee to
unjustly influence your current appraisals. Past perform-
ance appraisals, good or bad, should not result in similar
appraisals for the current period if your employees'demon-
strated behavior does not deserve the appraisal, good or
bad.
Some ways to reduce these "Errors" include:
- Ask yourself if your employee has done anything particularly good
or bad in the last few months.
- Ask yourself if your employee has a very pleasant or unpleasant
personality.
- Be thoroughly familiar with all of the performance
Know how the factors differ from each other and why
important for the job.
factors.
they are
- Avoid cataloging people. Ask yourself if the person is being
appraised as a particular employee or based upon a stereotype for
a whole class of people.
e
Resist the urge to return to employees who have already been
appraised and change their appraisals because the standards have
changed since the rating was given. Employees should be appraised
against your Job standards and not against each other.
- Study
being
alert
friend.
the appraisals given to determine if higher appraisals are
given to employees who are similar to you. Be particularly
for this problem if the employee being appraised is a good
- Study your appraisals to see if lower ratings are being
your employees who are very dissimilar to you or who are
by you.
given to
disliked
- When giving an appraisal of "on standard" ask yourself
appraisal is based on actual performance.
if your
- Remember that most employees will fall into either the second or
the fourth of the five rating categories for at least a few of the
criteria.
- Remember that few employees are either outstanding
factory at everything.
or unsatis-
Take Notes for Memory and Documentation
The most effective way to avoid these appraisal errors is to maintain
accurate records of your employees' performance. Therefore, it is a good
idea to keep a note pad handy for noting and briefly describing your
employees' behaviors that you may want to describe in greater detail at
some more appropriate time. It is essential that your identification of
workplace behaviors be as accurate as possible. The passage of time
clouds human memory, events become blurred, and other emotions blunt
awareness of what actually happened. One of the best ways to keep past
performance as fresh and accurate as possible is to document job related
behavior as it occurs.
Direct observations are better than those that you get from second or
third-hand sources. This does not mean that it is improper to use hear-
say information; it just means that it is not as good as what you
observed yourself. There are times when it is impossible or impractical
to be in the right place at the right time to see your employees'
behavior through first-hand observations.
Your material documenting employee behavior must be available and open to
your employees' review. Documentation is not an opportunity for unsup-
ported innuendos or rumors; it is an opportunity for you to state the
facts for the record.
Development and Weighting of Criteria
The City's Performance Evaluation/Compensation System is unique in that
it provides the employee and the supervisor with maximium partic-ipation
in establishing the performance criteria.
A.performance evaluation form is developed by the City for each position.
The factors evaluated include: Performance of position duties as out-
lined in the Job description, administrative supervisory responsibility,
human relations supervisory ability, adaptability, and personal relations.
A weighted numerical rating system is established for each element of the
factors listed above. The factors to be evaluated for each position are
determined by the City. The weight accorded to each factor based on its
relative importance to overall ]ob performance for each position are
determined by the City after a discussion among the supervisor, the
employee in each class and the Labor Relations/Personnel Division.
Performance Evaluation Patina System
Before the employee is rated, the weight to be accorded to each factor to
be rated is assigned according to its relative importance to the position
(Unimportant = 1; Very Important = 5). The weight factors shall be in
place before the employee's rating begins. The employee will then be
rated on each factor by using a rating scale of i to 10 (1 = unacceptable
performance; 10 = outstanding performance). The performance rating is
then multiplied by the weight factor for a total rating. The final
employee total performance rating is an average of each of the above
categories.
The Labor Relations/Personnel Division will be responsible for coordinat-
ing the development of the performance evaluation form for each position
with due regard to the wishes of each party involved.
The Appraisal Session
You probably conduct informal performance appraisals of your employees
almost daily. Everytime you tell an employee s/he did an outstanding,
acceptable or unsatisfactory job; informal appraisal has occurred.
Formal appraisals refer to those times when you produce a written perfor-
mance appraisal and review the appraisal with your employee.
Just as the primary purpose for performance appraisal is to increase
productivity, the primary objective of the face-to-face appraisal inter-
view is to develop your employees' job performance. The appraisal inter-
view should not be viewed as an opportunity for you to sit in judgment of
your employees. Your intent is to help your employees. Your intention to
help (rather than to change) your employee establishes a mutual interest
between you. When your employee accepts you as a helper, s/he is more
willing to describe the nature of his/her difficulties with the job. As
work problems are defined, the interview can turn toward exploring and
evaluating solu-tions. Thus, the central question is, "what can be done
to help our employee work better?"
Effective appraisal involves face-to-face interaction between you and the
person you are appraising. At an appraisal session, anything may happen
at any moment. The session maybe extremely uneventful, with your
employee's response being merely an occasional nod of the head or an
appropriate yes or no. On the other hand, the employee may take a major
exception to your analysis of behavior, with the result being a bitter
and hostile confrontation. Because it is difficult to predict the way in
wkich an appraisal session will go, the first requirement for conducting
an appraisal is to do the necessary homework to prepare carefully for the
session.
Before you Beoin - Preparing yourself for a performance appraisal review.
Do your "homework." You, as do most supervisors, have minimal amounts of
t--[me available for involvement in the Performance appraisal process.
Possibly the most time-consuming activities relate to preparing for and
conducting the performance review. In preparing for the reivew, you must
gather all the information that has any bearing on the appraisal discus-
sions. Your appraisal information must be carefully analyzed, and the
various events that took place during the appraisal Period must be ident-
ified. You should gather enough infor-mation in order to= Give specific
dates, times and places of your employee behaving as your appraisal
suggests; state how frequently your employee behaves in the manner
indicated; state how the indicated behavior affects job performance; and
state how the indicated behavior is beneficial or detrimental to the
City.
Develop an agenda for the meeting. Your agenda should identify the major
points to be discussed during the interview. You can hand the agenda to
your employee who, in turn, can review it and make additions or deletions
regarding topics to be discussed. This provides an additional dimension
for facilitating your employee's awareness of what to expect and how to
prepare for the coming meeting more effectively.
Allow sufficient time to conduct the review. It is not fair to either
you or your employee to terminate an uncompleted review because of
another commitment. Because of both the importance and sensitivity of
the performance review, it does not make sense to cancel a review or even
to make your employee wait because of other job requirements. Any of
these things can happen, but good planning can keep cancellations or
delays to a minimum.
Where to do it - the physical setting.
Preceding the actual meeting, you should reserve a room that will enhance
your interviewing and counseling success. The basic requirement is a
private room in which you and your employee can discuss the issues at
hand in total confidentiality, preferably with NO outside interruptions.
If it is desirable that your employee discusses personal feeling and
points of view, he or she must feel secure that you alone are hearing
what is said and that the confidentiality of this information is well
defined. There should be no distractions, such as the ringing of the
telephone, interruptions by a secretary, or a jovial "what's new?" from a
passing colleague.
How to start off - what do you say?
A brief but thoughtful introduction to the review session may make the
difference between a successful and an unsuccessful performance
e
review. The employee frequently enters the session apprehensively.
YOu should put your employee at ease as quickly as possible. The roo~
should have comfortable chairs. If possible, a desk or other physical
barrier between the appraiser and appraises should be avoided. A moment
or two for some light conversation will break the ice. There should be a
brief discussion about what is to be acco~plished during the session.
You should invite and explan how your employees' views can influence the
results of the meeting. A simple statement like, "I realize that there
are always two sides to every story, and X certainly would like to know
your side when you think it is appropriate," will underscore a desire for
your employees' participation.
Then What? - the main part of the interview.
During this part of the review session, a flow of questions, responses,
unsolicited statements, and many nonverbal communications will facilitate
accomplishing the reason for the meeting. In addition to identifying
information to be provided and requested, the opportunity for success can
be improved by employing empathy, job related questions, problem solving,
good listening habits, and observation.
Empathy. This quality is essential in conducting a performance review,
but there is truly no place for sympathy. This is not the time to hide
performance failure behind a situation that requires compassion. This
does not mean that it is possible to eliminate the sad story. When it
arises, you should listen courteously, and, as soon as possible, redirect
attention to the subject at hand - work-place behavior and what can be
done in spite of certain unsatisfactory events. On the other hand,
empathy - understanding why a person behaves in a certain manner, seeing
something through the eyes of the other person - gives you a better
understanding of why and how certain things transpire to cause unaccept-
able workplace behavior.
Job Related Ouestions. The successful approach to interviewing and
counseling requires that you ask the right questions at the proper time.
The right questions provide structure for the review session. Questions
that may increase the accuracy, scope, and relevance of information fall
into three major categories: Job satisfaction, and job opportunities.
The following questions focus, in one way or another, on job performance,
performance requirements, and possible barriers to acceptable
performance. Remember you should ask only one question at a time; phrase
the question in simple, understandable words; keep the question as brief
as possible - a general rule is that any question over two sentences is
too long; be as specific as possible; keep the question in as positive a
vein as possible; and when possible, avoid questions that permit a yes or
no response. Throughout the review, you should be sure to follow up on
any leads provided by the employee. A "why" question may be useful in
further investigating a specific point.
Job Assignment Questions
Which of your job responsibilities and duties do you feel you are unable
to perform in a satisfactory manner?
10.
What ~esponsibilities and duties are you currently performing that are
n6t included in your Job description?
What responsibilities and duties are you not currently performing that
you feel you should be performing?
Which of your responsibilities and duties do you feel shuld be performed
by someone else?
What difficulties, if any, have you had in meeting the goals we have set?
These questions provide a nonthreatening, Job-focused opening to the
review discussion.
Job Satisfaction Ouestions
What do you find most enjoyable in what you do?
What job activities do you find most difficult to perform?
What do you find most demanding about your job?
What do you dislike about your job?
Who provides you with the most support in doing your job?
What troubles do you have with getting cooperation of others on the job?
Ouestions Concerning Job-Related Opportunities
What additional job-related support from me would you like to have?
What types of training would you like to receive?
What additional resources or support can the City provide?
Do you desire or are you seeking a promotion? to what position? Where?
When?
Are you prepared/ready for a promotion?
What promotion assistance do you need?
What do you want from your job?
The questions that you ask determine, to a large extent,the responses
that you will receive. Some of the previously listed questions can be
answered with a simple yes or no. To elicit a more in-depth response,
you may ask for more elaboration.
The open-ended question (one that does not require a specific response
but permits the respondent to develop his or her own answer) will usually
provide better and more useful information. Open-ended questions re-
quire answers that are more time-consuming than questions that may be
11,
answered with a yes or no.
P~oblem Solvinq. A major purpose of the appraisal review is to assist in
the identification and definition of problems that affect the performance
of your employees. Successful problem solving relates directly to the
~uality and quantity of available information about the problem. Every-
thing discussed in this guide involves gathering, extracting, analyzing,
and summarizing performance-related information.
Both you and your employee must realize that you are part of the problem
as well as part of the solution. The review session should build rapport
and trust. When employees understand and appreciate that there is an
opportunity for improving an unsatisfactory work problem, there is much
greater chance that they will feel encouraged to elaborate on the problem
to develop their own solutions.
There are at least four (4) areas which can be explored to improve your
employees' performance:
- Your employee changing behavior.
- Changing job procedures.
- Changing your pattern of supervision.
- Providing additional or improved organizational support in the form
of tools, equipment, supplies, cooperation of fellow workers, staff,
training, and/or working conditions. Try to limit your influence and
work to stimulate your employee to think and offer his/her own remedies
or solutions. Be willing to accept, for consideration, all ideas that
your employee brings up. Your function is to discover your employee's
interests so that you can respond to them and cause your employee to
examine her/himself and her/his job duties. To accomplish these
things, you must set your own viewpoint aside and try to see the job
as the employee sees it. If your employee's ideas seem impractical,
you should explore the views expressed more thoroughly, using ques-
tions to learn more specifically what your employee has in mind.
Often the ideas that are difficult to accept are ones that are mis-
understood or viewed with different values. Communication tends to be
unsure until you and our employee's background, attitudes, and
experiences are mutually understood.
Good Listening Habits. To be an effective appraiser, it is important for
you to be both a willing and a skilled listener. It is not easy to get a
subordinate with a problem to open up and to describe areas of conflict.
The ability to encourange subordinates to talk requires an active
interest in them as unique individuals and in their problems, a feeling
on the part of our employee that you really want to be of assistance, and
an understanding of the situation so that you can ask the right ques-
tions at the right time. Remember if you are talking, it is difficult to
hear what your employee is saying.
i2,
The f~llowing is a list of guidelines to constructive listening:
- When your employee has something on his or her mind, you should allow
that person to talk it out. You should not respond with sharp answers
or identify the unreasonableness of the statement.
- You should minimize, even set aside,
to your employee's problem.
the use of any clever retorts
You should restrain the natural impulse to be curious and to
asking questions that show a bias. Your employee may later
answering such questions.
avoid
regret
- If feelings or emotions become the center of discussion, they
should not be abruptly dismissed. Discouraging the expression of
emotional issues can inhibit your employee's ability to work with
and relate to critical problem areas.
- Violent and deep-seated negative expressions require understanding
rather than judgment. If possible, your employee should be permitted
to develop his or her own solution to the problem.
- Although it may be difficult to be silent, you should speak as seldom
as possible. A few seconds of silence may frequently be appropriate.
The expectant pause is one of the ways by which to indicate a sympa-
thetic willingness to hear more - along with acceptance of the fact
that your employee does not have to say anything.
- New ideas should not be introduced nor should the direction of the
conversation be changed. It is perfectly acceptable to repeat what
your employee has already said. A slight rephrasing of the topic
may assist your employee to realize what he or she has been saying.
- You should not moralize. The role of the listener is not to make
the speaker over in his or her image. The listener should not only
avoid saying, "You're wrong," but also refrain from saying, "The
other person is wrong."
- Acceptance does not require agreement. It is not necessary to say,
"I think you are absolutely right." Possibly the only thing to say
that is worse is, "I think you are absolutely wrong."
- A trap to be avoided is
Constructive listening leads
the best approach.
giving advice on personal matters.
the employee into deciding which is
Observation. If you pay attention, you will notice that your employees
constantly give both verbal and nonverbal clues regarding their under-
standing and acceptance of a specific problem under discussion. You must
watch for these clues in order to determine when further clarification is
required or when an issue is understood.
Your actions affect the quality of the review. Are your eyes focusing on
13.
your employee, on a sheet of paper, or out the window? Your questions,
responses, and body movements also send a special message that may intim-
idate or inhibit your employee, which, in turn, may affect his or her
response.
Completing th~ Performance Appraisal Report
1. Fill out the employee's name, the reporting period, and the reason
for the report.
2. Review each duty from the Job description appearing on the per-
formance evaluation form and assign the appropriate performance
rating (1 - unacceptabl, to 10 - outstanding)·
Multiply the figure times the weight factor previously established.
This will equal the total rating·
4. Multiply 10 times the weight factor to get the total points possible.
®
Complete all the relevant sections pertaining to Personal Relations,
Administrative Supervisory Responsibility, and Human Relations Super-
visory Ability. Add the ratings for each sub-factor and divide by
the number of factors to get an average rating. Multiply this figure
times the weight to get a total rating. Then, multiply 10 times the
weight factor to get the total points possible.
Review the goals which you and the employee had agreed upon for this
current rating period, and list them on the report, if they are not
already listed. Then, assign the rating and multiply times the
weight factor to get the total rating.
Determine the future goals which you expect the employee to meet
during the next appraisal period. You will want to discuss these
with your department head to get his/her ideas before reducing the
future goals to writing.
You should also be aware that the future goals may be revised some-
what, at the time you discuss them with the employee.
Remember, goal-setting is a joint process between you
employee. His/her thoughts and suggestions should be given
consideration. Be flexible within reason.
and the
careful
Provide a narrative description for any part of the appraisal which
needs further elaboration.
Add up the total points earned on the appraisal report and the total
points possible. Divide the total points earned by the total points
possible to get the Employee Total Performance Rating.
10. Once you have given the employee a copy of the rating form and have
concluded the evaluation, have him/her sign and date it and provide
any comments s/he wishes in the Employee Comments Section·
14.
11.
12.
13.
Fill in your recon~ended performance adjustment for the employee
using the percentage spread listed in the Performance Evaluation/
Compensation System policy (Appedndix 2 No. I! of this Resolution).
Then sign and date the form, and route it to your Department
Head.
The Department Head will either recommend the same performance
adjustment increase or will revise it using his/her best Judgment.
He/she will sign and date it and route it to the City Manager.
The City Manager will award the performance adjustment to the
employee and will sign and date the form, sending the original to
the Personnel Division with copies to the department head, the
supervisor, the employee, and the Labor Relations Division.
Checklist - Summary of Some Helpful Suggestions
Beginning the Performance Appraisal Review Period
- Advise your employees that their performance will be
Let them know your appraisal schedule.
- Assure that your employees know what you expect
accomplish and which performance factors and
important to performing their assigned work.
During the Performance Appraisal Review Period
- Observe your employee's performance and behavior.
appraised.
them to
behaviors are
notes related to your
- Note (in writing) specific employee behavior.
- Continually "coach" your employees on their performance.
them get the job done.
Immediately Before the Face-To-Face Performance Appraisal Interview
- Advise your employees that their appraisal interview
pending.
- Plan the interview. Review your
employee's performance.
- Get a copy of the Performance Evaluation form.
- Review the material in this guide.
- Complete the Performance Evaluation form.
- Reserve a private meeting place.
Help
is
15.
Durin~ the Interview
- Minimize Wasted Time. Courtesy and friendliness
but time is a precious coi~odity. Use it wisely.
are
essential
- Pause. Yes, tLme is valuable. But a pause here and
may not only be refreshing but critical, allowing
parties to regroup their thoughts and to move ahead.
there
both
- Listen a~d Observe.
saying.
Focus on your employee and what s/he is
- Orient and Clarify. Keep the review on the
clarify, repeat a statement or ask a question.
subject. To
- Keep a__n Open Mind. Do not decide an issue until all the
information is at hand. Be careful not to be overly influenced by
unfavorable information.
- Summarize. At appropriate times, summarize what has transpired.
Increase the likelihood that everyone is on the same wave length.
- Follow-Up. Fulfill all obligations made during the review.
not make promises that cannot be kept.
Do
- Avoid Bloodbaths. Be careful with the information gathered in
a review. Do not betray a confidence. Your reputation for
integrity is at stake. This is where confidence and trust
begin.
- Above all, remember that your employee is also a manager, just
like you. Treat him/her with the courtesy and respect a
manager deserves. Your employee has been entrusted by the City
to perform a vital and important function. He or she needs
your support in order to get the job done effectively. More
importantly, he/she relies on you to assign the incentive the
employee receives with due regard to the actual performance.
This is one of the most important responsibilities facing you
as a manager. Treat it with the seriousness it warrants.
16.
IV. PERFORMANCE EVALUATION FORM
CITY OF SOUTH SAN FRANCISCO
PERFORMANCE EVALUATION FORM
FOR MANAGEMENT AND CONFIDENTIAL EMPLOYEES
Employee ' s Name
Employee ' s Title
Reporting Period
Reason for Report
From
(Date)
To
(~:Mte)
Probationary
1st Remedial
2nd Remedial
3rd Remedial
Other
Rating System
Performance Rating x Weight Factor = Total Rating
1 (unacceptable) - 10 (outstanding) x
i (unimportant) - 5 (very important) = Total Rating
10 x Weight Factor = Total Points possible
Duties From
Job Description
Performance Weight Total
Rating ~ Factor 5 Rating
Total
Points
Possible
1. X
Comments:
2. X --
Comments:
3. X ----
Comments-
4* X
Comments:
Duties From
Job Description
Performance Weight Total
Ratin~ ~ Factor Ratinq
Total
Points
Possible
Se
X
Comments:
®
x
Comments:
®
x
Comments:
Se
Comments:
x
x
Comments:
10.
x
Comments:
Personal Relations: Weight Factor
Average Rating (average of ratings below) x weight = Total Rating
1. Relations with executive managers
2. Relations with other management employees
3. Relations with subordinates
4. Relations with members of the public
Performance
Ratino
Average Total
Rating Weight Rating
Comments: x =
Total
Points
Possible
Administrative Supervisory Responsibility: Weight Factor
Average Rating (average of ratings below) x weight = Total Rating
2.
3.
4.
5.
Planning and assigning work
Giving clear instructions
Making decisions
Basing decisions on appropriate facts
Delegating responsibility
Performance
Rating
Average
Rating
x
Weight
Total
Rating
Co~ments:
Total
Points
Possible
H~man Relations Supervisory Ability
Average Rating (average of ratings below) x weight = Total Rating
1. Approachability by subordinates
2. Fairness and impartiality
3. Training and developing personnel
4. Maintaining morale
5. Maintaining discipline
6. Effectiveness in planning with other
management employees
Comments:
Average
Rating
x
Performance
Ratin~
Weight
Total
Rating
Total
Points
Possible
Accomplishments of Past Period Goals
Comments:
Average
Rating
Weight
x
Total
Rating
Total
Points
Possible
FuZure ~oals
Ratin~ Summary
Total Points Earned (Divided by) Total Points Possible
(Equals) Employee Total Performance Rating:
I hav~ read and received a copy of this evaluation, and my supervisor
h~s discussed it with me.
- - Employee Comments: (attach additional page(s), if necessary)'
Employee Signature
Date
Performance Adjustment Recommendation:
Supervisor/Evaluator Signature
Date
Performance Adjustment Recommendation:
Department Head Signature
Date
Performance Adjustment Awarded:
Approved:
City Manager Signature
Date
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