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COM 1505.000 2006-2008
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COM 1505.000 2006-2008
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Last modified
6/19/2009 11:25:41 AM
Creation date
10/10/2008 1:15:46 PM
Metadata
Fields
Template:
Communications
Communications - Type
COM
Communications - Council Term
2006-2008
Communication
1505
Point
000
Author
William Takaba; Finance Director; Harry Kim, Mayor
Communications - Referred To
FC
Document Relationships
AGE COUNCIL 2008/11/07 2006-2008
(Related To)
Path:
\Council Records\Agendas\2006-2008\Council
AGE FC 10/21/2008 2006-2008
(Related To)
Path:
\Council Records\Agendas\2006-2008\Finance Committee (FC)
REP FC 343 10/21/2008 2006-2008
(Related To)
Path:
\Council Records\Reports\2006-2008\Finance Committee (FC)
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r i <br />NEW POSITION INFORMATION FORM <br />Department: <br />Finance <br />Date: 10/06/08 <br />Division/Branch: <br />Property Management <br /> # of Similar <br /> Pay Fund Pos. in <br />Class Title Grade Sala Source De t. <br />Clerk III SR 10 $2,313. County <br />Give reasons how new duties arose. (statutes enacted, ordinances, newly <br />authorized programs, basis for increased workloads, etc.): <br />The Property Management Division was established to comply with Ordinance 05-85. <br />In 2006, when the division was established, there was noway to gauge the clerical <br />workload associated with the Public Access, Open Space, and Natural Resources <br />Preservation Commission. The existing clerical position is unable to meet the <br />demands of the commission, activities related to easements, encroachments, <br />acquisition and disposal of other County properties, and the additional fiscal <br />responsibilities related to facilities lease agreements. <br />2. Can new duties be dssigned to existing positions or handled in other way such as <br />short term contracts, etc. <br />Clerical duties of are not new. Initially, when allocating the existing Clerk III position, <br />the percentage of time listed for duties related to commission matters was listed at <br />20%. In actuality, the percent of time spent on commission matters is 40%, double <br />the amourit of time originally anticipated. As the division has evolved and the <br />clerical workload defined, it has become evident that the current clerical staff is <br />unable to efficiently maintain the workload of the commission related duties as well <br />as duties relative to property management functions. <br />Assigning these clerical tasks to the higher-level positions would take away from the <br />management functions of these positions, decreasing overall efficiency of the <br />division. <br />Clerical duties and responsibilities are ongoing and cannot be handled by short- <br />term contracts. <br />
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