8.3. SR 07-31-1995 - Laserfiche WebLink

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Phase 1 Tob Descriptions: During our meeting we discussed job descriptions for your 34 job classes. Staff explained that job descriptions have not been updated to comply with the Americans with Disabilities Act (ADA) in that they do not indicate essential elements of each position, and there are several jobs without job descriptions. We would be prepared to present you with some examples for as many positions as we have available, review each job description in draft and final format, schedule departments to perform updates (one department at a time), and provide telephone and fax assistance. This assumes that you will have a project manager at the City that I can work with throughout the process. We also discussed that you would like to do as much administrative work as possible, in-house. I would provide you with samples, you would use your current job description to reformat and insert ADA requirements, then forwazd to me (by department) for review. Once one department is complete, we would move to the next. We estimate the above services at two hours per job class. This would include review, administrative time, telephone and fax assistance, and facilitating the process. As previously stated, this assumes that the typing of each job description would be completed in-house, and that you would have a project manager to work with me on the process. We bill actual hours, so if one position took 1.50 hours, you would be billed at 1.50 hours. Likewise, if a position took 2.50 • hours, you would be billed at 2.50 hours. (As a note, when offering the entire process for creating job descriptions, the League normally estimates 4.50 hours per job class. This includes an interview with an employee from each job class and creating a job description where outdated ones or none previously existed.) Administrative, telephone, and fax time - 68 hours @ $60 hour =$4 Q$Q..QQ $4,080.00 Phase 2 Performance Evaluation System: Once the job descriptions are up-to-date for each position, we can begin the process for the performance evaluation system. At our July 10, 1995 meeting we reviewed a completed sample of a performance evaluation form and how it would pertain to the position of City Administrator, and the fictitious Pat Patterson. As we previously discussed, this form is used in conjunction with your job descriptions (Part B), which allows for position specific evaluation. There is also a portion of the evaluation that pertains to general traits necessary for all employees (Part C), such as teamwork, communication, . decision-making, organizing and planning, initiative, dependability, etc. Part D asks for goals for the next review period, and is designed to get supervisors and employees talking about