Affirmative Action Program Update Transitional Report
.'
. ! ~-
.~
.J
CITY OF SALINA. KANSAS
AFFIRMATIVE ACTION PROGRAM UPDATE
TRANSITIONAL REPORT
April 29. 1979 - December 22. 1979
.
TABLE OF CONTENTS
EQUAL OPPORTUNITY STATEMENT . . .
AFFIRMATIVE ACTION POLICY. .. .
AFFIRMATIVE ACTION ANNUAL UPDATE
STAFFING - Women ...
STAFFING - Minorities . . . . . .
STAFFING - Handicapped . . . . .
STAFFING - Veterans . . . . . . .
CURRENT STAFF ANALYSIS . . . . .
PAYROLL CLASSIFICATION SYSTEM . . .
AFFIRMATIVE ACTION GOALS AND TIMETABLES . . . .
PERSONNEL ACTIONS -- May through December.
PROGRAM SUPPORT . . . . . . . . . . . . . . . .
. .
1979
TRAINING. . . . . . . . . . . . . . . . . . . . . . . . . . . .
PERSONNEL ACTIONS concerning CETA personnel -- May through
December. 1979 .
PROGRAM GOALS . . . . . . .
SELECTION PROCESSES ... . .
PROMOTION PRACTICES . . . .
EMPLOYMENT PROCESS (chart)
DEMOTION PRACTICES . . . .
TRANSFER PRACTICES . . . .
LAYOFF PRACTICES . . . . .
TERMINATION PRACTICES . . .
MATERNITY LEAVE PRACTICES .
TRAINING . . . . . . . . .
COMPENSATION . . . . . . .
CLASSIFICATION DEFINITIONS . .
WORK FORCE DISTRIBUTION (chart) . . . . . . .
UTILIZATION ANALYSIS. FEMALE EMPLOYEES (chart)
UTILIZATION:ANALYSIS. MINORITY EMPLOYEES (chart)
UTILIZATION SUMMARIES . . . . . . . . . . . . . .
i
PAGE
1
1
2
2
2
2
3
3
3
7
7.
B
9
9
10
10
10
11
12
12
12
13
13
13
.13
14
16
17
18
19
.
1
EQUAL OPPORTUNITY STATEMENT
The City of Salina has a long-standing policy of nondiscrimination in the
matter of employment. Our Affirmative Action Plan constitutes a serious
commitment of the City of Salina to the continuing implementation of that
policy.
It is not enough for us to say that we will not discriminate. It is our
- legal and moral obligation to take positivecction to ensure the full
realization of equal opportunity for all who work or seek to work for
the City of Salina. We must make special efforts to identify promising
minority persons and women for positions in all areas and at all levels
in which these groups are unrepresented relative to their availability.
Then we must base our selections solely on the candidate's qualifications
to carry out the responsibilities the position requires. Such action can
only result in raising the quality and competence of our administrators
and staff.
All City employees share the responsibility of implementing and maintaining
an aggressive Affirmative Action Program.
AFFIRMATIVE ACTION- POLICY
It is the policy of the City of Salina to assure equal opportunity to
qualified individuals regardless of their race, color, religion, national
origin, ancestry, sex or physical handicap and to promote the full realization
of equal employment opportunity for minorities and women through a comprehensive
Affirmative Action Program.
The Affirmative Action Policy tovers all aspects of the employment relationship
including recruitment, hiring, assignment of duties, tenure, compensation,
selection for training, and termination. The policy applies to all units
and governs employment of all employees except part-time and temporary help.
The City officials and City administration are committed to and reaffirm
their support of the principle of equal employment opportunity and charge
each unit within the City structure to conduct its recruitment and employment
practices in conformity with this principle and in accordance with the Affirmative
Action Policy.
- -------:-....-,----_._~"._-_.- --~-=_..
2
AFFIRMATIVE ACTION ANNUAL UPDATE
This annual update covers an eight month period, from April 28, 1979, through
December 22, 1979. From now on the annual reporting period will be January 1
through December 31 of each year. This, therefore, is a transitional report
to span the time period from one twelve month reporting period to the next.
Please note that there will be a carry-over of personnel changes from month
to month and year to year since our statistics are based on the date of the
last day of the last pay period of each reporting period.
STAFFING - Women
The City continues to promote and hire women in different job categories throughout
the work force. During this eight month period one Black female was promoted to
the Administrative job. category, which now has a percentage of 9.09% minority
composition. The goal set for this category was met.
A Caucasian female was promoted to the Supervisory category. Females now represent
6.24% of this category.
In the Professional category, the City lost a minority female whose position was
not filled. The overall female percentage in this category is 7.89% and the
minority female percentage is 5.2%.
The overall female percentage for the eight months is 15.36%. The supply of
qualified women.available to fill vacancies throughout the work force continues
to be minimal. The City will maintain equal employment opportunity in all its
jOb categories. .
STAFFING - Minorities
City efforts to employ minorities in the Managerial, Professional and Technical
job categories are restricted to the labor force availability. In Saline County's
available work force there are fourteen (14) minorities, which is less than 1% of
the managerial, professional and technical categories county-wide. Statistics
still show that less than 1% of each year's graduating classes in these professional
areas is Black and only a handful represent other minority classes. Because of
the demand, those individuals are apparently seeking and finding employment in
other geographical areas or in other segments of business and industry. In order
to attract those few minorities, the City has advertised nationally and will continue
to be competitive in its efforts. The overall percentage of minorities in the
City work force is 6.42%.
STAFFING - Handicapped
It is the policy of the City of Salina to give preference to the handicapped in
filling staff openings. This practice is an important segment of our total
affirmative action program. Approximately 2% of the City work force is handicapped.
Some of these positions tend to eliminate the seriously physically handicapped person
because of the nature of the jOb. The City will continue to make every effort to
hire the handicapped.
3
STAFFING - Veterans
The City's applicant screening and interviewing procedures have always included
inquiries as to current and past military service. The current staff roster
indicates that approximately 45% of the male staff have served in the military
and 14% are veterans of the Vietnam war era. Membership in Guard and Reserve
organizations is encouraged. Veterans preference considerations are a definite
part of our affirmative action program.
CURRENT STAFF ANALYSIS
The City staff is divided into eleven (11) jOb categories which are, in turn,
divided into eighty-four (84) classifications. These classifications have salary
ranges based on job responsibility. As of December 22. 1979. there were three
hundred and fifty-eight (358) municipal employees. excluding the unclassified
positions. The breakdown into classifications is shown in the following table.
PAYROLL CLASSIFICATION SYSTEM
Managers
Assistant City Manager
Administrators (Department Heads)
$24,396 - 33,012
Director of Engineering and Utilities
Police Chief
22,068 - 29,868
20.040 - 27.120
Director of Planning
& Community Development
Director of General Services
19.032 - 25,752
18,864 - 25,512
19,500 - 26,388
Director of Finance/City Clerk
Fire Chief
Director of Personnel/Safety
Director of Human Relations.
,
17.496 - 23,664
16,740 - 22.644
14.568 - 17,808 .
Director of Human Resources
14,568 - 17,808
Director of Data Processing
Administrative Assistant
17.100 - 23.124
12,912 - 15,792
Supervisors
Assistant Police Chief
16.452 - 22.260
17,100 - 23,124
Assistant City Engineer
_ , 4 ,_.~
4
PAYROLL CLASSIFICATION SYSTEM - (continued)
Supervisors (continued)
Assistant Fire Chief
Water Systems Superintendent
Chief Building & Zoning Inspector
Sewerage Systems Superintendent
Assistant Planning Director
Park Superintendent
Sanitation Superintendent
Street Superintendent
Police Sergeant
Office Supervisor
Garage Supervisor
Water Plant Supervisor
Waste Water Supervisor
Maintenance Supervisor
Sewer Maintenance Supervisor
Water Distribution Supervisor
Golf Course Manager
Professionals
Traffic Engineer
Police Captain
Fire Marshal
Police Lieutenant
Fire Captain. Training
Fire Captain
15.348 - 18.756
15.096 - 18.456
14.064 - 17.184
14.064 - 17.184
14.568 - 17.808
13.812 - 16.884
13.812 - 16.884
13.812 - 16.884
12.444 - 15.204
13.164 - 16.092
12.708 - 15.540
12.708 - 15.540
12.708 - 15.540
11.724 = 14.328
11.724 - 14.328
11.724 - 14.328
11.484 - 14.028
15.396 - 20.820
15.432 - 18.864
14.064 - 17.184
13.788 - 16.860
13.560 - 16.572
13.560 - 16.572
PAYROLL CLASSIFICATION SYSTEM - (continued)
Professionals (continued)
Assistant Director of Finance
Fire Lieutenant
Housing Conservation Specialist
Housing Rehabilitation Assistant
Neighborhood Center Supervisor
Neighborhood Center Activities Coordinator
Technicians
Engineering Technician
Senior Engineering Aide
Laboratory Technician
Planning Technician
Principal Data Processing Equipment Operator
Water Meter Repair Technician
Senior Data Processing Equipment Operator
Parking Meter Repair Technician
Engineering Aide
Data Processing Equipment Operator
Protective Service Workers
Po 11 ce Offi cer
Firefighter/Engineer
Firefighter
Office and Clerical Workers
Administrative Secretary
Administrative Aide
Secretary
Principal Clerk
5
16,740 - 22,644
11,832 - 14,460
12,264 - 14,988
11,064 - 12,228
8,640 - 10,560
7,296 - 8,~16
13,164 - 14,556
11,064 - 12,228
10,862 - 12,024
8,832 - 10,800
8,832 - 10,800
10,056 - 11,112
7,908 - 9,660
9,469 - 10,464
9,360 - 10,344
7,296 - 8,916
10,524 - 12,852
10,284 - 12,564
9,528 - 11,640
9,528 - 11,640
8,832 - 10,800
8,832 - 10,800
8,160 - 9,972
6
PAYROLL CLASSIFICATION SYSTEM - (continued)
Office and Clerical Workers (continued)
Account Clerk
Senior Clerk
Clerk
7.968 - 9.744
7.416 - 9.072
6.900 - 7.620
Operatives
Equipment Operator
Water Plant Operator
Sewerage Plant Operator
Lead Water Plant Operator
9.996 - 11.052
9.924 - 10.968
9.360 - 10.344
11.844 - 13.092
.
Laborers (unskilled)
Senior Custodian
9.384 - 10.368
Humane Officer
9.384 - 10.368
8.808 - 9.744
Water Meter Reader
Laborer/Relief Driver (assignment differential) 8.892 - 9.828
Laborer
8.364 - 9.252
8.364 - 9.252
Custodian
Meter Violations Checker
Gate Attendant
7.164 - 7.908
7.824 - 8.640
Service/Maintenance Workers
Senior Maintenance Worker
Lead Maintenance Worker
10.116 - 11.172
9.384 - 10.368
11.004 - 12.156
Maintenance Worker
Skilled Craft Workers. Craftsmen
Electrical Inspector
Mechanical Inspector
Plumbing Inspector
Housing Inspector
12.036 - 13.308
12.036 - 13.308
12.036 - 13.308
11.928 - 13.308
, .. _n __.. __...... _ _>_. .._._._ _____..
7
PAYROLL CLASSIFICATION SYSTEM - (continued)
Skilled Craft Workers. Crafstmen (continued)
Garage Mechanic .
Structural Inspector
Concrete Finisher
11,256 - 12,432
10,920 - 12,072
10,404 - 11,508
AFFIRMATIVE ACTION GOALS AND TIMETABLES
Based on the City's experience during the program year 1979 from May 31 through
December 22 with respect to staff turnover, retirements and new hires. there have
been seventy-three (73) full-time regular employees hired and sixty-four (64)
full-time regular employees terminated. The makeup of minorities and WOmen is
reflected in the following chart.
PERSONNEL ACTIONS'-- May through December, 1979
HIRED:
73 full-time regular employees, as follows
79.45%
9.59%
8.22
2.74
100.00
TERMINATIONS: 65 full-time regular employees, as follows
50 resigned -- 36 Cuacasian males
8 Caucasian females
6 Minority males (4 BIM & 2 S/M)
9 were dismissed -- 7 Caucasian males
2 Black males
6 retired -- 6 Caucasian males (1 was a disability retirement)
Percentages -- 49 Caucasian males
8 Minority males
8 Caucasian females
65 TOTAL
= 75.38%
= 12.31%
= 12.31%
100.00%
8
PERSONNEL ACTIONS -- May through December, 1979 (continued)
PROMOTIONS, DEMOTIONS, TRANSFERS & FORMAL DISCIPLINARY ACTIONS: affecting
a total of 20 full-time regular employees, as follows
Reclassification -- 1 Caucasian male (from Acting to Assistant City Manager)
Promotions -- 12 Caucasian males
1 Minority male (I/M)
3 Caucasian females
1 Minority female (B/F)
17 TOTAL
= 70.59%
= 5.88%
= 17.65%
= 5.88%
100.00%
Transfers .- 2 Caucasian females (both also listed above in promotions)
Disciplinary actions -- 1 Suspension (Caucasian male)
1 Merit increase denial (Minority male - Indian)
(Please see separate listing for personnel actions concerning Comprehensive Training
Employment Act (CErA) personnel.)
Although goals and timetables were established for the Affirmative Action Year of
1979 and the City's efforts to reach those goals fell short in the Office and Clerical
Job group, we can say that, through promotions and up-grading, goals were met in other
Job groups where goals were established. In the Administrative category a minority
female was appointed as Director of the Human Resources Department. The position was
filled by promoting and up-grading staff personnel. Eighteen and eighteen one-hundredths
percent (18.18%) of this Job category is now minority personnel. In the Supervisors
category a female was promoted to Office Supervisor. This position was previously
held by a male. This female was previously locked into a clerical position. There
are three and twelve one~hundredths percent (3.12%) minority representation in this
Job group and six and twenty-four one-hundredths percent (6.24%) female representation.
There has not been any problem hiring minorities and women in the Professional,
Protective Service Workers, Operatives (semi-skilled), or Service/Maintenance Workers
job categories. The City will concentrate its efforts on the Office & Clerical Workers,
Technicians and Skilled Craft Workers/Craftsmen Job groups. .
PROGRAM SUPPORT.
Our Affirmative Action Program is, in effect, supported by the entire administrative
staff. Recruitment is done by the Personnel and Human Relations Departments. The
role of the Personnel Department is to advertise positions in newspapers, trade
publications and professional journals as well as to formulate and implement personnel
policies and procedures. The Human Relations Department monitors the personnel
procedures and sends notification of all job openings to minority, women's, educational
and civic organizations. The Director of the Human Relations Department is also the
City's Equal Employment Opportunity officer. Persons within the organization are
encouraged to contact the Human Relations Department on any matter related to equal
employment opportunity concerns or complaints.
9
PROGRAM SUPPORT - (continued)
These and other personnel matters are reviewed regularly with other Department
Heads and, as a matter of practice, their recommendation and concurrence are
solicited -- particularly in employee performance evaluations.
TRAINING
The City's training program is done by on-the-job training (OJT) and utilization
of the Comprehensive Training Employment Act (CETA). See following chart.
PERSONNEL ACTIONS concerning CETA personnel--Mav through December, 1979
(Please note that prior to this time CETA employees have been included in the
reports as part of the general City work force. From now on they will be
treated separately as trainees and reported as such. Their status has not
changed, just the method of reporting.)
HIRED: 10 CETA full-time employees, as follows
2 Caucasian males
2 Black males
6 Caucasian females
10 TOTAL
20.00%
20.00%
60.00%
100.00%
TERMINATIONS: 1 CETA full-time employees, as follows
3 resigned -- all 3 were Caucasian males
_~~___.....o.-..___" _.__.__~,.'_____
10
PROGRAM GOALS
The City's Affirmative Action Program goal is to achieve better ratios of female
and minority group employees throughout the work force. By offering equal oppor-
tunity, the City's intent is to continue making these needs known by every available
means. The City stresses its policies to schools and universities and community
agencies and makes every effort .to offer employment to minority persons who meet
minimum jOb requirements in a serious attempt to achieve our goals.
SELECTION PROCESSES
Written and personal interviews are basic requirements in the City's selection
process. .When staff positions become available, those positions are advertised
in major area newspapers, trade publications, and with the Kansas State Department
of Human Resources, the placement offices of area educational institutions, community
minority organizations as well as local radio and television stations. The City
also receives continuing numbers of unsolicited applications from people seeking
jobs. These applicants are reviewed in our selection process.
The first stage of the selection process is a gross prescreening by telephone or
brief personal interview, during which the Personnel Department evaluates whether
the applicant's interest and experience fit the job requirements. Next, applicants
are tested for those positions that require special skills. The Personnel Department
evaluates the test scores and ranks the applicants. Applicants are interviewed
by the head of the department in which the position is open. If qualified, the
applicant still must pass. a security check, a reference check and a physical exam
before being hired. A recommendation is made by the Department Head to the City
Manager for final approval. The last stage is to offer the job to the successful
applicant. (Please see the chart on the following page.)
In the process of screening and selecting individuals for employment, no consideration
is given to the discriminatory factors which may have been made known by application
data or made apparent in a personal interview. The City's final selection for
professional and sub-professional positions is made solely on:evalliation of the
applicant's educational background and experience. In filling the non-professional
positions for the City, which involve in-house training, less emphasis is placed
on education, but applicants are evaluated on their skills and experience. The
City concentrates its efforts to meet the goals of its Affirmative Action Program.
PROMOTION PRACTICES
It is the policy of the City to fill all vacancies for skilled, supervisory, and
upper-level positions from the ranks of present employees wherever possible and
practical. All employees seeking promotion shall be expected to meet the quali-
fications for the classification to which they seek promotion. Employees shall
be made aware of promotional opportunities by posting of notices on department
bulletin boards. The Director of Personnel shall promptly distribute such notices
to all Department Heads as soon as the position(s) become(s) available.
- -.. -~-~ .
11
EMPLOYMENT PROCESS
.
_____APPl ication
~ection ~ 1 --_
Testing
Rejection.Interview~ 1
~Selection Interview
Rejection~ 1
Department Repr~sentative scr~
Security Check 'Rejection
Reference Checks
Job .Offer
APPoinfment
Rejection/
""'''rum
(final -approval by
City Manager)
--- -~-_._--,_..._------- --_.-.~-,.._--_..---'----_.-_.. .--.----.-..-.-....-.---.....-.---..---.... --.----- .--- .
12
PROMOTION PRACTICES (continued)
The City promotions within the organization come entirely as a result of the
individual's job performance. Promotional opportunities are often further
enhanced by continuing education and study and by an individual's evident ;,
interest in new techniques and equipment.
DEMOTION PRACTICES
A demotion may be imposed for any of, but not limited to, the following reasons:
incompetence, unreliability, or neglect of duty; insubordination or serious breach
of discipline; willful violation of written rules. policies. or regulations;
intoxication or consumption of intoxicating beverage while on duty; neglect or
misuse of City-owned equipment or facilities; causing or contributing to conflict
between employees; offensive conduct toward the public. City officers or other
employees; being under the influence or illegal use of drugs while on duty;
falsification of an employment application or any type of report; abuse or improper
use of authority; conviction of a violation of the law other than minor traffic
offenses.
On the rare occasions when an individual has been unable to work at his or her
assigned level, usually the person has either ,resigned or has been terminated.
TRANSFER PRACTICES
Every employee shall have the privilege of requesting a transfer to another
department at any time there exists a vacancy for which the employee desires
consideration.
It shall be the responsibility of every supervisor and Department Head to give
deliberate and impartial consideration to each such request within their respective
departments.
The Director of Personnel, Department Heads and supervisors of all departments
shall see that notices of all vacancies within the municipal organization are
promptly posted so that every'municipal employee shall have the opportunity to
request or make application for transfer if he/she so desires.
LAYOFF PRACTICES
The City Manager may separate any employee without prejudice because of lack of
'funds. curtailment of work, reorganization or reassignment of responsibilities.
Any employee being laid off shall be given at least two (2) weeks advance notice.
Whenever a classified position is abolished or a reduction in force becomes necessary,
layoffs shall be accomplished in the following manner:
A. The first employees to be laid off shall be those designated as temporary,
part-time or probationary;
B. Second shall be those employees who received a rating of "below average"
or "unsatisfactory" on their last performance evaluation;
C. The remainder of employees shall be retained 'on the basis of those who.
in the opinion of the Department Head, are best qualified to perform the
work.
13
LAYOFF PRACTICES (continued)
Employees who have been laid off and who had a satisfactory or above rating at
the time shall have priority, in reverse order of termination, for rehiring
within one (1) year to a position having the same or lower classification for
which the individual is qualified.
A person who was laid off due to reduction in work force and who is considered
for reinstatement within one (1) year shall be exempt from all required tests,
other than a physical examination. Any person rehired at any time subsequent to
being laid off due to reduction in work force shall be credited with tenure,
sick leave and retirement benefits earned prior to termination, subject to laws
or regulations controlling the particular retirement plan.
TERMINATION PRACTICES
Any employee may be dismissed, for just cause, without prior notice. Such action
shall be taken only when other forms of disciplinary action or penalties are
deemed inappropriate or have proven ineffective in dealing with the particular
employee. This form of disciplinary action shall be exercised by written recom-
mendation of the Department Head and approval of the City Manager. A supervisor
may recommend the dismissal of an employee to the Department Head.
MATERNITY LEAVE PRACTICES
Disabilities caused or contributed to by pregnancy, miscarriage, abortion,
childbirth and recovery therefrom, are, for all job related purposes, temporary
disabilities and shall be treated the same as any other absence related to
illness so far as the use of sick leave or the granting of a leave of absence
is concerned.
TRAINING
Each department shall determine and provide necessary training, beyond that which
is a prerequisite to employment, for its employees. Any training which will
require the employee to be out of the city, or will incur any obligation on behalf
of the City,shall first be recommended by the Department Head and approved by the
City Manager.
COMPENSATION
Salaries for all municipal employees are established by the City Commission. Each
jOb classification has a minimum and a maximum salary assigned. All intermediate
steps are scheduled on an annual basis.
----,--_._----~--------_.._._----,_.__._-_..._- ~------_._----~~--------~---"-----_._~--_.-
14
CLASSIFICATION DEFINITIONS
Officials. Managers and Administrators
Occupation requiring administrative personnel who set board policies. exercise
overall responsibility for the execution of these policies or provide special-
ized consultation on a regional. district. area basis. or direct individual
departments or special phases of a firm's operations.
Supervisors
Occupation requiring good techniques in supervision and interaction of human
relations. Requires some administrative knowledge and execution of policies
and knowledge directly related to motivation of personnel and improvement of
productivity.
Professionals
Occupation which requires specialized and theoretical knowledge which is
usually acquired through college or experience of such kind and amount as to
provide ~ comparable background.
Technicians
Occupations requlrlng a combination of basic scientific knowledge and manual
skill which can be obtained through about two (2) years of post high school
education. such as is offered in many technical institutes and junior colleges.
or through equivalent on-the-job training.
Protective Service Workers
Occupations in which workers are entrusted with public safety. security. and
protection from destructive forces.
Office and Clerical
Occupation in which workers are responsible for internal and external communi-
cation. recording and retrieval of data and/or information and other paper
work required in an office. predominantly nonmanual. though some manual work
not directly involved with altering or transporting the products is included.
Skilled Craft Workers/Craftsmen
Occupations in which workers perform jobs which require special manual skill
and a thorough on-the-job training and experience or through apprenticeship
or other formal training programs. Exercise considerable independent judgement
and usually receive an extensive period of training.
Operatives (semi-skilled)
Workers who operate machine or processing equipment or perform other factory-
type duties of intermediate skill level which can be mastered in a few weeks
and require only limited training.
15
CLASSIFICATION DEFINITIONS (continued)
Laborers (unskilled)
Workers in manual occupations which generally require no special training.
Perform elementary duties that may be learned in a few 'days and require the
application of little or no independent judgement.
Service/Maintenance Workers
Occupations in which workers perform duties which result in or contribute
to the comfort, convenience, hygiene or safety for the general public or
which contribute to the upkeep and care of buildings, facilities, grounds,
or public property. Workers in this group may operate machinery.
--
- ~.- -_.~~-- ~._-- "-.----.
. -~--~oR .dd - . - -- 16 -
,. :,. ~ ~ 0 ;~ ",. '" ,. _:00 I " S:~
~~ >&g~~ n", g~ .., ~ .~ c == -0
er: I'll ... '" " Z II ~.....
r;:':s a ... i ... I'll i~ Ii -<
~ .., n~ ill n i~ ~. ~. c
.., ."." ~i ~n I'll - ... ... !;g .n X~
~~~. ~~;;1...~ .. ... .n III ... "'II> ':00
~n j II> Ii .. ... ... .... ~ Ii ,. . ->I ...
c ':00 0 . 101, :;~
~( ~[~ ~[;jl ~ :~ C ID n l'I z Z lil C)
... .t- '11> :00 "'(! r- .-
.:!i = - 101 II> t; 0 ....-
"';;<;'" -in _ .. .. .ID .i:: 101 is .. ~~
!;! ,.. ,..." .. ...
ctl n:E ~n!!l r- ! ... .... II . -0 ..>e II 101 0.'
.,.. ... ... ... .~ ... ...
~ :::~.=:: . ! ~ ... ..... "J n .. ... c
~ ::; !. !. ... - ...~
... ="'"
iil ;:;. .
- Cl
z...~ ."
n",
;5 ~ m~
~w w w gEE: "'0
'" '" 1::: '" .... N W' Cl:> 0- w w ... ."...
W ..... "'.... ,10 W. W 10 W ..... N Cl:> N - -- ....l:'tC>t ..,
~ ........t-
"lSlZ N
~ N
.
Z.. -
> "'z !!3
Cl:> Cl:> ~w ~ S ~~ 10
WN "'W
\0 . 0 . 0 '" W N Cl:> W W - ::;=1;_
0)0"l WO"lW ~w \0 W .... \0 - --l>o ..... U'I 0 0 -
'" I~ t-t;rt.lt"'I
.;,..... .... .~ C)
- ... _. I~
.w W N - - N .... - - - -
::c
.' ii:~ 0
z ..
... l'I
.....Il! ! ..,
ns=", .. 0
~I~ ~ ..
, . n
~1 ...
I ~ .
t- el
N N N - - == IX ...
...... to
; s=j ..
..
...
- . !~!f3Q . 111
C
i- :00"" '"
:..zo ...
W .... .... - N - ~:;:"'li:i 0
!=f;!=o Z
z' I" .
;:;...
!115"'~
... .... ... I I I I =EI
"'''' "'''' U'IU'I I I I W I
. ..... _N.... . U'I I I \0 I N W '" W N - I .....'OE>'
.... '" W "'... t-
'" N '" "'z
.... .... .... IJlQ
- - ZCl ,
!!i'"
.... '" .... .... - N - i!l~
,- - -
.
ite 'Z
...
!
- ......! ..
f;!S=:oo ...
of
Zl: ..
...
:00 S
"'Z
z..
=.. ~
......
s=&l
z
.
l/l"'~lIln
c: lIC' ." =
~s=""-'"
- N N .... - i .. Z I": ..
:Pi 1-1 loll too( >
ZlIl&ll/lZ
, ~=,"=i=..?
~~ i~ I ~I;\;\ I ~I~~~~ I ~!l
I I I u:nrotml ':l'lOU>>
~ ~ I I.... \C N I I
... ... ::i !~ ~ ~
,..-- - - ._--,-~ -.- .-----..-- _.-~--'-_._-_._""""""""_._._---------_. ------------.---.---------.-..---.--.--.--
17
UTILIZATION ANALYSIS
FEMALE EMPLOYEES
JOB CATEGORIES Total Employees Total Females Total Minority
(Including MinoriUes) (Including Minorities) Females
Managers 1 0 (0%) 0 (0%)
Administrators
(Dept. heads) 11 1 (18.18%) 1 (18.18%)
Supervisors 32 2 (6.25%) 0 (0%)
Professionals 38 3 (7.89%) 2 (5.26%)
Technicians 12 5 (41. 67%) 1 (Spanish surnamed)
(8.33%)
Protective Service
Workers 87 3 (3.45%) 1 ( 1.15%)
Office and Clerical 33 32 (96.97%) 0 (0%)
Operatives (semi-skilled) 29 0 (0%) 0 (0%)
Laborers (unskilled) 43 9 (20.93%) 1 (2.33%)
Service/Maintenance
Workers 63 0 (0%) 0 (0%)
Sldlled Craft Workers/
Craftsmen 9 0 (0%) 0 (0%)
TOTALS 358 55 (15.36%) 6 ( 1. 68%)
18
UTILIZATION ANALYSIS
MINORITY EMPLOYEES
J08 CATEGORIES
TOTAL employees
(including minorities)
Minority
Males
Minority
Females
Minority Per-
centage
Managers 1 0 0 0
Administrators
(Dept. heads) 11 1 1 18. 18%
Supervisors 32 1 0 3.12%
Professionals 38 3 2 13.16%
Technicians 12 0 I(Spanish 8.33%
Su rnamed )
Protective Service
Workers 87 3 1 4.60%
Office & Clerical 33 0 0 0
Operatives (semi-skilled)29 5 0 17.24%
Laborers (unSkilled) 43 2 1 6.98%
Service/Maintenance
Workers 63 2 0 3.17%
Skilled Craft Workers/
Craftsmen 9 0 0 0
TOTALS ..358 17 6 6.42%
.
19
UTILIZATION SUMMARIES
Analysis of, the utilization of minorities and women in each job group follows.
Managers
Discussion: Past documentation supports the fact that this classification is
characterized by long-term employment. The City Manager's position opening
was filled May, 1979. This position was held previously for fourteen (14)
years. The Assistant City Manager's position has been held by the same person
since the creation of that position. Presently there are no openings in the
Managers job group and none are anticipated.
Conclusion: Because there are no openings or anticipated openings, it would be
unrealistic to establish a specific goal. However, the City will use every
available source in its advertising program to employ minorities and women
when positions do become available.
Administrators (Department Heads)
Discussion: Goals set for this job group for 1979 were met. A minority female
was appointed to the position of Director of Human Resources. There are two (2)
minorities in this job group, which represents 18.18%.
Conclusion: Because of the longevity of persons in this job group, the City'
does not anticipate any openings. However, it is reasonable to state that the
City will utilize its resources and continue to emphasize recruitment efforts
in hiring minorities and women as positions become available.
Supervisors
'Discussion: The percentage of minorities in this job group is three and twelve
one-hundredths percent (3.12%). Goals set for 1979 were met. A female was
promoted to Office Supervisor, a position which was held by a male previously.
This is an area of underutilization of minorities and women. It has been a
history that openings in this job group occur when personnel retire. The City
does not anticipate any openings in this job group for the year of 1980.
Conclusion: Because there are no openings or anticipated openings for 1980, it
would be unrealistic to establish any goals on a short-term basis at this time.
However, training programs in lower classifications will allow upward mobility
when positions become available. The City will continue to promote full oppor-
tunity for advancement of minorities and women.
Professionals
Discussion: Minorities represent thirteen and sixteen one-hundredths (13.16%)
percent in this Job group. There was an increase of two (2) minority males, one
(1) minority female and one (1) Caucasian female. There is no underutilization
of minorities and females. However, the City will continue to hire minorities
and women in this Job group.
.
20
UTILIZATION SUMMARIES (continued)
Professionals (continued)
Conclusion: Since minorities represent 13.16% of this group and women represent
7.9%, the City will continue its efforts to recruit minorities and women to
fill future openings that occur in this job group.
Technicians
Discussion: There have been no job openings in this job group during the reporting
period. In fact, two (2) positions have been eliminated, making the total for this
group twelve (12) employees. The City does not anticipate any openings during the
year of 1980. This job group does underutil ize minority males and females. Since
there is no turnover and a decrease of staff in this job group has been implemented,
no realistic goals can be set. The City will make every effort to hire minorities,
both male and female, when openings do occur.
Conclusion: Assuming that there will be no turnover in this job group, it would
be reasonable to state that no hiring will be anticipated. The City will continue
to promote the hiring of minorities and women.
Protective Service Workers
Discussion: At the present there are three (3) minority males, one (1) minority
female and three,(3) Caucasian females in this group. Total minority representation
is four and sixty one-hundredths percent (4.60%) and three and forty-five one-
hundredths percent (3.45%) female representation. There was an increase of
, a total of two (2) minorities and women during the reporting period. Two women
are now employed as police officers, one of them a minority. One minority male
was also hired, one later resigned. The City's effort in hiring minorities and
women were successful and estimated goals were met. The City will continue to
make special efforts to hire minorities and women in thi,s category.
Conclusions: Since this job group underutilizes minorities and women, the City
will continue its efforts in meeting its commitments to hire minorities and
women. The goals for 1979 were reached and the City will endeavor to hire even
more minorities and women in 1980.
Office and Clerical
Discussion: This Job group underutilizes minorities. Goals set for 1979 were not,
reached. There is no minority representation in this group. There is now one (1)
Caucasian male. The City's efforts to attract minorities have not been successful.
Conclusion: Assuming that vacancies will occur during 1980, a stronger effort will
be undertaken by the City in recruitment of minority applicants for Office and
Clerical positions. The City is hopeful 'that the goals will be met and intends
to work toward those goals with renewed vigor.
Operatives (semi-skilled)
Discussion: Seventeen and twenty-four one-hundredths percent (17.24%) of this
job group consists of persons from minority groups. Minorities have never been
underutilized in this job group. The City will continue to encourage and promote
full opportunity to minorities and women for advancement into this job group.
.
.
21
UTILIZATION SUMMARIES (continued)
Operatives (semi-skilled) (continued)
Conclusion: Since minorities represent over 17.24% of this job group, it is
not an area of underuti1ization. The City will continue to give training for
upward mobility and advancement to minorities and women into this category.
Laborers (unski11edt
Discussion: Since this job group includes seasonal and temporary employees,
it is difficult for the City to keep a consistent work force in this category.
At the time of this reporting the job group, as it relates to minorities and.
women, is, however, consistent. The City will encourage and promote full employ-
ment opportunity for minorities and women in this category.
Conclusion: Since there is a significant amount of turnover' in this job group,
the City has no problem hiring minorities and women. Minorities and women will
continue to be given equal opportunity for any future job openings.
Service/Maintenance Workers
Discussion: This is the second largest job group in the work force. Minority
representation is three and seventeen one-hundredths percent (3.17%) in this
group. I We can assume that there will be turnover in this job group if we look
at past experience. Every effort to hire minorities and women in this group
will be made.
Conclusion: The City. set a two year goal and timetable to hire two (2) .minority.
males and two (2) females in this jOb group. Every effort will be expended to
to achieve these goals. Efforts to recruit will be made in an affirmative manner
in order to reach the goals.
Skilled Craft Workers/Craftsmen
Discussion: There has not been any change in this jOb group. There has
not been any turnover in this category for the past three (3) years. This is
10n9 term employment for those in this job group. Openings usually occur by
retirement. No retirements are anticipated in the year of 1980, therefore, no
openings are expected. Every effort will be made to recruit minorities and women
for this category when and if openings occur.
. Conclusion: . Because there are no openings or anticipated openings, it would be
unrealistic to establish any goals for this category. However, in furthering
the City's Affirmative Aciton Program, minorities and women will be given equal
opportunity for employment when openings do occur in this category.
__ ~_._'_' _...._.__ ~_.. '_'.'._'___" .~____~~__, ;-:-______~_ .__.____.__--;c-.. __.~_._" _ ~__.. ._._.__....._..__._.__=::-..::--==:--~__
,
,
VISUAL CHART OF CITY OF SALINA FULL-TIME EMPLOYEES IN EACH DEPARTMENT BY RACE & SEX
These figures refer to employment status on December 22, 1979.-
Legend:
d' = Caucasian Male
fi = Minoritv Male; Be"=Black Male, I f/= American Indian Male,
sfi'= Spanish-American Male, 0"= Oriental Male
~ = Caucasian Female
, = Minority Femal e; Ii' = Black Femal e, I' = American Indian Femal e,
S,= Spanish-American Female, 0'= Oriental Female
TOTAL NO.
EMPLOYEES DEPARTMENT
EMPLOYEE CLASSIFICATION
NUMBER, RACE & SEX
(each symbol = one person)
ADMINISTRATION, PLANNING & COMMUNITY DEVELOPMENT Total = 11
Assistant Citv Manager d'
Director of Planning and 6
Community Development
Assistant Planning Director d
Planning Technician . - surnamed}
S T (Spanish
Secretary ~
Senior Clerk ~
Housing Conservation 6
Special ist
Housing Inspector (j
Housing Rehabilitation sfI
Assistant
Director of Data Processing cJ
Senior Clerk ~
6 Administration & Planning
5 Community Development
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ~
NOTE: Any Department which encompasses more than one section is followed by a line of
asterisks to separate it from the next Department.
,
,
VISUAL CHART. CITY OF SALINA EMPLOYEES
page 2
TOTAL NO.
EMPLOYEES
EMPLOYEE CLASSIFICATION
DEPARTMENT
8
City Clerk
Director of Finance/City
Cl erk
Director of Personnel/Safety
Principal Data Processing
Equipment Operator
Administrative Aide
Account Clerk
Senior Clerk
NUMBER. RACE & SEX
(each symbol = one person)
c:5
d
9
~9
~
99
2
City Manager
Administrative Assistant
Administrative Secretary
(j
~
ENGINEERING. INSPECTION & UTILITIES Total = 80
7
Engineering
Assistant City Engineer
Traffic Engineer
Engineering Technician
Senior Engineering Aide
Engineering Aide
Senior Clerk
6'
d'
dd'
d'
~
9
Inspection
6
Chief Building & Zoning
Inspector
Plumbing Inspector
Electrical Inspector
Structural Inspector
Mechanical Inspector
Senior Clerk
d'
d'
a
d'
0'
9
VISUAL CHART. CITY OF SALINA EMPLOYEES
page 3
TOTAL NO.
EMPLOYEES DEPARTMENT
EMPLOYEE CLASSIFICATION
NUMBER. RACE & SEX
(each symbol = one person)
ENGINEERING. INSPECTION & UTILITIES (continued)
20
Director of Utilities/City
Engineer/Building Official
Office Supervisor
Lead Maintenance Worker
Water & Sewerage I
Maintenance Worker
Water Meter Reader
Senior Data Processing
Equipment Operator
Data Processing Equipment
Operator .
Principal Clerk
Senior Clerk
Clerk
d
9
c5'
deJa.
d'd'd 9
9
~
9
99
99999
Water System Superintendent c:J'
Water Plant Supervisor cJ .
Water Distribution Supervisor (j
28
Water & Sewerage II
Laboratory Technician
Lead Water Plant Operator
Water Plant Operator
Lead Maintenance Worker
Maintenance Worker
Water Meter Repairman
Laborer
d
cJ
d'd'd'd'dt5'd'd'B"B"B flIfI
d'
r:Jd'dor:JeJaa
d'
9
I .
VISUAL CHART, CITY OF SALINA EMPLOYEES
page 4
TOTAL NO.
EMPLOYEES DEPARTMENT
EMPLOYEE CLASSIFICATION
NUMBER, RACE & SEX
(each symbol = one person)
ENGINEERING, INSPECTION & UTILITIES (continued)
19
.Water & Sewerage III
Sewerage SystemSuperintendent<J'
Sewerage Maintenance
Supervisor
Waste Water Supervisor
Laboratory Technician
Maintenance Worker
Sewerage Plant Operator
d'
BtJ?
(f'
c5cJcJ<:J cJ<:J a s,j'
c1cJd'<1d"d'd'
: * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ~
FIRE Total = 71
70 Fire I Fire Chief d'
Assistant Fire Chief cJ
Fire Marshal d
Fire Captain cJrJ
Fire Training Captain a
Fire Lieutenant-Inspector d(j
Fi re Li eutenant cJcSrSc5cS6rJd666d56'd I tl
Fi refighter-Engineer c:5'dtf~c:Jdc5d'c5d'sct
Firefighter dd'cSd1c5dt)'drSd5c5<:5<JOjd'd" .
crcJcJcJcJeJds" ~
1 Fire II Senior Clerk ~
i * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * ~
GENERAL SERVICES Total = 86
3
Cemetery ,
Lead Maintenance Worker
d'
(jr:J
Maintenance Worker
VISUAL CHART. CITY OF SALINA EMPLOYEES
page 6
TOTAL NO.
EMPLOYEES DEPARTMENT
EMPLOYEE CLASSIFICATION
NUMBER. RACE & SEX
(each symbol = one person)
GENERAL SERVICES (continued)
2
Special Gas Tax
Maintenance Supervisor
Laborer
c:J
d
27
Street
~
Director of General Services ~
Superintendent
Concrete Finisher
Equipment Operator
Maintenance Worker
Laborer
6'
d'
d'dtX::5ct5
6cJ:5
d
(JBff
3
Traffic Control
Maintenance Supervisor
Senior Maintenance Worker
Maintenance Worker
d
d
d
Laborer
.***************************************************
Golf Course
3
Golf Course Manager
Lead Maintenance Worker
Maintenance Worker
c:J
d'
6'
2
Human Relations
Director of Human Relations
Senior Cl erk
B....
~
VISUAL CHART, CITY OF SALINA EMPLOYEES
page 7
TOTAL NO.
EMPLOYEES DEPARTMENT
EMPLOYEE CLASSIFICATION
NUMBER, RACE & SEX
(each symbol = one person), .
7
Human Resources
2
Municipal Court
14
Park
Di rector of Human Resources B ,
Neighborhood Center Supervisor~
Neighbo~hood Center ActivitiesB..t'BeB'
Coordlnator ., t
Senior Custodian
,",'
c5
Custodian
Senior Clerk
~
~
Sf? ,
6
(J
d
dcJdJd
dc5'd'6 <56
Princi pal Cl erk
Sen i or Cl erk
Superintendent
Maintenance Supervisor
Lead Maintenance Worker
Maintenance Worker
La borer
POLICE Tota 1 = 72
62
Police I
cJ
<:J
6'6
dc5c5c5dc5d
~~
Pol ice Officer dddc5dc56dddc5c5e5cJddd'cJdddd
d'd'dt5'c5c5d:5d1cm:5d6B6f ~S'
Police Chief
Assistant Police Chief
Police Captain
Po 1 ice Li eutenant .
Police Sergeant
_____n ____
---.._.~---_._"-----~_._.. ....._.__._-------_._~_._,-----_..._._-_.~----~_..__.-._--~_.__._.. - ._-----+~-_._._~--
.
VISUAL CHART, CITY OF SALINA EMPLOYEES
page 8
TOTAL NO.
EMPLOYEES OEPARTMENT
EMPLOYEE CALSSIFICATION
NUMBER, RACE & SEX
(each symbol = one person)
POLICE (continued)
Principal Clerk
Clerk
d9'?
9
99999 cJ
10
Police II
Humane Officer
: * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *.* * * * * * * *
358 TOTAL Full-time Employees as of December 22, 1979*
* Please note that this does not include unclassified City employees, nor Comprehensive
Employment Training Act (CETA) personnel or any part-time employees. It does, however,
include Community Development personnel.
amw.