HomeMy WebLinkAboutMINUTES - 03131990 - 1.32 POSITION ADJUSTMENT REQUEST No.
E��tY
Date:
R
Dept. No./ R Er WED
Department Sheriff-Coroner Budget Unit No. 0255?� -. No. 2513 Agency No. 25
Action Requested: Classify one Sheriff's Specialist FEs la
41�
Proposed Effective Date: 3-1-90
Explain why adjustment is needed: Position needed to assume. duties of continuous recruitment
and testing of dispatcher candidates.
Classification Questionnaire attached: Yes No X
Cost is within department's budget: Yes X No _
Total One-Time Costs (non-salary) associated with this request: $
Estimated Total cost of adjustment (salary/benefits/one-time):
Total Annual Cost $28,000 Net County Cost $
Total This FY $ 21,000 N.C.C. This FY $
Source of Funding to Offset Adjustment: Revenue offset by current disp.Acher vacanizids.
Department must initiate necessary appropriation adjustment
and submit to CAO. Use additional sheets for further //PW Al V1.1
explanations or comments. (for) Department ea
Reviewed by CAO and Released To Personnel Department - Z-13-5, 0
Deput ounty Administrator Date
------------------------- ----------------------------------------------------
Personnel Department Recommendation Date: 2/28/90
Classify one (1) Sheriff's Specialist (64VE) at salary level C5-1639 ($2339-2843) and
assign to the Sheriff's Department Communications Division.
Amend Reso1 do "71/17 establishing positions and resolutions allocating classes to the
Basic/Exempt S lary Schedule, as described above.
Effective: day following Board action.
El Date (`r-)tbirecPr of Pe on el
---------- ---- _�-- -----
---- -- --------- ------------------------ --=--------
County Administrator Recommendation Date: -S— -q-C-_)_
Approve Recommendation of Director of Personnel
Disapprove Recommendation of Director of Personnel / /
Other: 1 fib o D e �(A ec'
(fo t) Coun in i sf ra k
Board of Supervisors Action Phil Batchelor, Clerk of the Board of
MAR 1 3
Adjustment APPROVED/D±S*PPR9� on 1990 Supervisors and County Administrator
Date: MAR 13 1990
By: � l�
APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL/SALARY RESOLUTION AMENDMENT.
P300 (M347) 7/89 (Rev. )
POSITION ADJUSTMENT REQUEST 3 No.
Date: 3/7/89
PEP." -Mr-NT
Iq Copers
o./
Department Hlth Svcs/Ofpr t
Dir. - u tN6549 Unit No. 0540 Org. No. - Agency No,. 54
Action Requested: �"�-O'r�- . Clerk-Specialist level position #54-1048 (H. Hand) to Secretary
Advanced level.
Proposed Effective Date: 4/4/89
why adjustment i^ needed: to properly classify the incumbent according to the
dutips she performs.
Classification Questionnaire n-ttached: Yes Q NO
Estimated cost of adjustment: cost is within Health 138 mo
Cost is within department's budget: Yes No Q Services projections and approved
county budget.
If not within budget, use reverse side to explain how costs are to be funded.
Department must initiate necessary appropriation adjustment. eo .d
Use additional sheets for further explanations or comments. Web Beadle, Personnel Officer
for Department Head
Personnel Department Recommendation
Date: ?�fa28f 9th
7'-
on,
fY- xamth-ati,on. Cle eci iP,tst-Uve I ;person 0485
el-twel Salary Level TD 1233
-a' �t6v,6-1- XC�1498 06-�249)-�to Secretary-:�Adf#n
-Wftkout E and. position #T
-5
SIM, -11
($2097-2684) .-
Amend Resolution 71/17 establishing positions andresolutions allocating classes to the
Basic/Exempt Salary Schedule, as described. above.
Effective: day following Board action.
�1q- o1-
Date for DytecAo -ff Personnel
County Administrator Recommendation(
; Date:
ecommendation of Director of Personnel
iPLisrappr)ove Recommendation of Director of Personnel
Other:
7 Kf ) County Administrator*.6rCOL
3oard of Supervisors Action MAR 13 1990 Phil Batchelor, Clerk of the Board of
Adjustment APPROVED/OtWPRME on Supervisors and County Administrator
)ate: MAR 13 1990 By: � b1t(V&kzeA
APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL/SALARY RESOLUTION AMENDMENT.
)1nn (MIA7) 910r,
SECRETARIAL DEEP CLASS
CLASSIFICATION QUESTIONNAIRE
Holly W. Hand Health Svcs Department Office of Medical Director
Name Department Division Work Unit
Secretary (Advanced Level ) 20 Allen Street, Martinez
Job Classification Work Location & Address
Percent of Description of Work :
Time
A brief description of the function of my work unit is
included as part of this classification questionnaire. In
addition to practicing medicine two days a week at the
Family Practice as a staff physician at Merrithew Memorial
Hospital , Dr. Walker' s duties as Medical Director and
Health Officer for Contra Costa and his responsibilities
with the California Conference of Local Health Officers
and the Health Officers Association of California, result
in his being away from the office between 75-80% of the
time. Coordinating office affairs in his absence, which
is the rule rather than the exception, is the most impor-
tant part of my assignment, requires a close working rela-
tionship and understanding of ongoing issues at a
department, county and state level and the ability to work
completely independently with only occasional directions
as to what is to be accomplished. Work is not routinely
reviewed by anyone.
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40% OFFICE AFFAIRS
I screen all incoming mail , making an initial deter-
mination of who material should be routed to for action
and/or information. I sort and prioritize all material
coming into the office, ensuring that those matters
requiring immediate attention and/or of a sensitive nature
are called to the attention of the Medical Director. This
requires a clear understanding of the objectives, func-
tions and activities of the Department and the divisions
that report to Dr. Walker: Public and Environmental Health
Divisions, Emergency Medical Services (he serves as the
Medical Director), and Department Medical Directors. I
refer action items requiring immediate attention to the
appropriate division director in Dr. Walker' s absence
(maintaining a copy indicating action taken) requesting
that action be initiated. Activities relating to the
California Conference of Local Health Officers and the
Health Officers Association of California require frequent
travel to Sacramento. Calls come in relating to a wide
variety of subjects: County health issues, the AIDS epi-
demic, disaster planning, the trauma system, environmen-
tal health and toxic waste, infectious disease, complaints
about care received, calls from Dr. Walker' s patients
regarding their condition, calls with lab results, upset
patients, pharmacacutical companies, pharmacies/patients
calling about prescription refills, physicians calling for
clinical advice, etc. Handling these calls/inquiries
requires familiarity with: (1) current issues at a
department, county, and state level , including those mat-
ters being considered by the California Conference of
Local Health Officers and the Health Officers Association
of California, (2) pending legislation on health issues,
(3) department policies and procedures; (4) names, posi-
tions and importance of individuals involved in the
variety of issues at all levels, and (5) his patients and
their general condition in order to decide matters require
immediate attention, which can wait until his return and
which should be referred to another staff member and/or
physician for action.
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At a department level , this involves coordination with:
(1) Dr. Walker' s division directors, (2) his nurse at the
clinic to make adjustments to his clinic schedules, to
make special arrangements for patients to be seen unexpec-
tedly, (3) appointment clerks to ensure schedules are
updated/revised as needed, and (4) members of the Senior
Staff of the Health Services Department. I have dealings
on a daily basis with individuals from State and local
governments, Health Officers from other counties within
the State, representatives of CCLHO, HOAC, local hospital
medical staffs, the general public and administrative and
medical staff of the Health Services Department. This
requires the ability to work independently, to communicate
effectively with others, to establish and weigh priori-
ties, and to make sound decisions. Errors in judgement
could result in wide spread embarrassment of the
Department and/or the County.
I established and maintain a system to insure that deadli-
nes are met in a timely manner, gather pertinent infor-
mation either from files or from sub-divisions that report
to Dr. Walker and forward this material to Dr. Walker for
review. I screen all incoming phone calls, and determine
which should more appropriately be handled elsewhere,
making such referrals. I handle many calls personally,
either by providing the information that the caller is
looking for immediately, or after gathering information
from other sources, return the call . For calls requiring
Dr. Walker' s personal attention, I obtain as much infor-
mation as possible, gather any related materials such as
correspondence, medical record and/or files, and often
calling others that I know are or might be involved in an
issue to obtain any background information they might have
to accompany the message.
Files
Based on knowledge of department programs, issues and
priorities, I set up the filing system existing in the
office and revise and update it as needed. I maintain a
record of all professional memberships, subscriptions,
etc. and prepare and forward necessary documentation to
ensure timely renewal , resolving problems that might come
up.
10% Calendar
I handle Dr. Walker' s calendar, scheduling and rearranging
meetings and commiting his time based on a knowledge of
ongoing program issues and projects underway throughout
the department; and of the individual requesting the
meeting. I gather information, prepare and distribute
meeting agendas, following up to coordinate changes, coor-
dinate with food services, reproduce necessary handouts,
ensure proper equipment is available, on hand and in
proper working order, room set up and details necessary to
ensure that meetings run smoothly.
Travel
I make all of Dr. Walker' s travel arrangements personally,
submit travel requests and follow-up to ensure timely pre-
paration, calculation and submission of travel vouchers to
the County, the California Conference of Local Health
Officers and any reimbursements paid by outside agencies.
25% Typing
I type correspondence, reports, policies and procedures
from handwritten drafts and/or transcribe from a dictating
machine into final form utilizing typewriter, dictaphone
and word processing equipment.
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25% ADMINISTRATIVE RESPONSIBILITIES
Personnel
Having worked in the personnel field for nearly 10 years,
and most recently in the Health Services Department
Personnel Department as a Supervising Clerk, the
experience I have relating to the personnel system and
process allows me to coordinate many issues relating to
the hiring and reassignment of physicians thus relieving
Dr. Walker of matters in this area. I compose and prepare
written requests to the Employee Services Office to
appoint exempt medical staff physicians. This involves
coordination with the appropriate department chairperson
of the department into which the new physician will work,
the medical staff office to insure that the appropriate
paperwork is submitted to the personnel office in a timely
manner, identification of an appropriate vacant position
to which the employee should be assigned, as well as coor-
dinating with the analyst in the personnel office in order
to adjust position hours as needed. I coordinate with the
various department chairpersons to process extensions and
reappointments of limited term physicians and compose
correspondence directly to individual physicians advising
them of changes made to their status. I forward them
information needed to effect their reappointment,
following up to ensure timely processing of the
appropriate on-call and chief of service pay amounts. I
give advice to physician managers who report to the
Medical Director about personnel procedures, e.g. , basic
information on the examination request process, how the
referral of names is accomplished for vacant positions
such as family nurse practitioners, bid procedures, etc.
This requires knowledge of County and Department personnel
procedures, the various MOU' s and resolutions relating to
physicians, FNPs and management classes. I developed a
summary of physician benefits in response to a need for
prospective new physicians to have one document outlining
the basic benefits to which they are entitled. This has
been distributed to all current medical staff members for
their information and reference. I review physician
salary reports submitted for consideration of
approval/denial of salary increments to verify current
step and salary information is reflected and that the
appropriate incentive pay percentage is figured back into
the "salary -- resolving discrepancies with the Health
Services and County Personnel Departments as needed.
Having been the personnel staff member who coordinated the
Physician Incentive Pay Peer Review process for the past
two years, I regularly receive and respond to questions
relating to this process both from physicians and the per-
sonnel office staff. I review the Personnel Information
System that are distributed by the Employee Services
Office on a monthly basis reflecting information on
current medical staff positions and submit requests for
revisions and corrections to update the system, coor-
dinating with the personnel staff to ensure corrections
are accomplished in a timely manner.
Program Involvement
I am a member of the Prenatal Executive Committee, the
Childhood Injury Prevention Coalition, the S.T.E.P.
Project Advisory Board, representing Dr. Walker and the
Emergency Management Team. I actively participate in the
ongoing activities of these programs and keep the Medical
Director advised of the status of ongoing programs and
projects. I compose correspondence for signature of the
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Health Officer relating to program issues of these two
committees in response to needs identified. I review
incoming information of available grants and forward
recommendations of who might be interested in applying for
such a grant., based on knowledge of the various programs
and topics of interest to the Department.
I have recently become involved in disaster planning. I
have been coordinating with the disaster committees of
local hospital medical staffs and city disaster planners
to schedule briefings to update them on the status of
disaster planning in the county and have attended several
planning meetings at local hospitals relating to the con-
cept of establishing casualty collection points throughout
the county in the event of a major disaster. I am a
member of the Department' s Emergency Management Team and
will be called by Dr. Walker to assist him in responding
to any multi-casualty incidents or disasters that occur.
Health Officer Call Schedule
I develop and issue the On-Call Schedule for Health
Officer, which is distributed throughout the Hospital ,
Sheriff' s Dispatch, the County Administrator, the Office
of Emergency Services, the Health Services Emergency
Medical Services and the Health Services Administration.
I coordinate coverage adjustments that become necessary
due '°to scheduling changes and ensure proper notification
of the frequent changes to all individuals with a need to
know.
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effectively initiate the appropriate action. Many issues require imme-
diate attention. Inattention to deadlines could result in
embarrassment to the Department and the County, could result in loss of
funding for special grants and/or could result in sensitive matters
being mishandled. I also frequently communicate with Dr. Walker's
patients regarding their physical condition and medication needs, com-
municating this information to Dr. Walker in a timely manner. It is
important to determine which matters require immediate attention and
which can wait until his return. A wrong assessment of the urgency of
their condition could potentially have negative consequences to their
health. As a representative of Dr. Walker' s office at the various
committees I attend,' it is important to be knowledgeable of the issues
being discussed and to communicate his position on the matters effec-
tively.
ffec-
tively.
6. What is the most difficult or complex work you perform and why?
The most diffult and complex aspects of my work relate to the admi-
nistrative assignments that have been delegated to me by Dr. Walker.
These assignments require knowledge of department policies and proce-
dures, familiarity with resolutions concerning exempt medical staff
salary and benefits, legislation relating to health issues of interest
to the County and the Health Services Department, the ability to com-
municate effectively verbally and in writing and to weigh information
and make sound decisions. The committees at which I represent Dr.
Walker deal with program issues such as childhood injury prevention,
prevention of vehicular injuries and county disaster planning. It is
important to stay informed of matters relating to these issues to be
able to represent Dr. Walker effectively. Because of the wide range of
duties and responsibilities Dr. Walker has (see #1 above) , keeping up
to date and clear on which issues relate to which role and who the key
individuals are is often difficult but necessary in order to respond
effectively to the inquiries that are received and to be able to pro-
perly identify and prioritize incoming correspondence.
7. What parts of your job involve the greatest responsibility and why?
As mentioned elsewhere, Dr. Walker' s duties and responsibilities result
in he being away from the office between 75-80% of the time. The work
that I perform is performed with a maximum amount of independence
requiring the ability to: (1 ) plan and organize my time effectively,
(2) effectively deal with individuals at all levels, -- within the
Department and at County and State levels to respond to their requests
and needs in a timely manner, (3) determine which matters require imme-
diate attention and the ability to initiate the necessary action, (4)
follow-up effectively on matters in progress to ensure deadlines are
met, (5) update Dr. Walker on issues that have developed in his
absence. Representing Dr. Walker at various committees also carries a
great deal of responsibiity. My work is not routinely reviewed and
errors would only be detected after the fact and could potentially be
very embarrassing to the Department and the County.
8. List the names and job titles of employees to whom you are assigned to
provide lead direction.
Not applicable.
9. Do you deal with extraordinarily difficult, angry or potentially explo-
sive persons? Provide an example and indicate the frequency of these
contacts and what your responsibility is in these situations.
I occasionally have dealings with very difficult, angry or potentially
explosive persons. An example of this would be patients calling
complaining about service/treatment received. Last week , for example,
I received a call from a woman who was angry that her daughter, who had
recently delivered here at Merrithew, had been screened for drugs. The
drug screening was positive and the grandmother had become aware that
the Children' s Protective Services had been notified. This woman
wanted to know why the Hospital was saying that her daughter was a drug
addict (which she WAS NOT! ) and whether CPS was going to be taking
custody of the child. She was very angry and, since Dr. Walker was the
Medical Director of the Hospital , she wanted immediate answers. I
would not say that I have a high frequency of this type of interaction.
My responsibility in this type of situation would be to listen to the
caller' s explanation of the incident, to gain as much information as
Holly W. Hand
EMPLOYEE NAME
1. What is the function of your work unit?
The function of the work unit is accomplish the duties and fulfill the
responsibilities of the Health Officer and Medical Director for Contra
Costa County. These duties and responsibilities include the following:
A. Supervision of all clinical activities in Merrithew Memorial
Hospital and Clinics through three Outpatient Medical Clinic
Directors, the Director of the Residency Programs and the Chief of
Medical Staff Affairs. The Medical Director has responsibility for
all personnel actions involving salaried, temporary and contract
physicians.
B. Overview and supervision of activities in the Public Health and
Environmental Health Divisions. The directors of both of these
divisions report directly to him.
C. Serves as Medical Director of the Emergency Medical Services. In
that capacity he serves as clinician in charge of the EMS system as
well as chairman of the bi-county Trauma Audit Committee for the
Trauma Audit System. Responsible for Medical/Health planning and
response in the event of a disaster.
D. The Medical Director practices clinical medicine in Family Practice
and Rheumatology two days a week . Patient interactions and
requests are handled through his administrative office.
E. The Health Officer serves as President Elect of the California
Conference of Local Health Officers. In that capacity, there are
frequent interactions with health officers from other counties,
representatives of the State Health Services Department, and legisla-
tors.
F. The Medical Director participates on the Senior Staff of the Health
Services Department and is involved in major policy decisions and
activities of the Department.
G. The Medical Director/Health Officer role requires frequent interac-
tions with community groups, local hospitals and medical staffs,
and memberships in community groups such as the Contra Costa Health
Coalitiion Board of Directors.
2. For whom or for what group are you providing clerical support?
I provide administrative and clerical support directly to the Health
Officer/Medical Director.
3. Designate the name and title of the person who supervises your
position. How is your work reviewed?
William B. Walker, M.D. , Health Officer/Medical Director
My work is reviewed in terms of finished products. There is no close
systematic review of the work accomplished.
4. Where is your supervisor located in proximity to your desk?
I sit in an office next to Dr. Walker' s office.
5. What are the most important assignments you perform and why?
The most important assignment I perform relates to managing the office
affairs in Dr. Walker' s absence, which is a majority of the time.
There is a large volume of information that comes into the office in
terms of correspondence and telephone inquiries/messages. It is impor-
tant to read all correspondence, to stay up to date and informed about
issues and to know which matters require immediate attention and to
: possible from the caller, to be courteous and to give assurance to the
caller that the matter will be investigated and resolved. In cases in
which the caller had been transferred around to various phone numbers
in an attempt to reach the appropriate individual , I have often apolo-
gized for the inconvenience and promised the caller that I would deter-
mine the proper number and would call them back with the information.
Often the manner in which such calls are handled can represent an indi-
viduals first impression with the Health Services Department, there-
fore, it is important to communicate to upset callers that you
understand their frustration and are taking them seriously.
10. How long have you been in your current position?
I have been in this position since July 1987.
11. Where were you assigned before this position?
I was a Supervising Clerk in the Employee Services Office of the Health
Services Department.
LILL-
Signature Date
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COMMENTS OF IMMEDIATE SUPERVISOR
Do you concur or disagree with the statements of the employee? If you
disagree, be specific as to why.
I have reviewed this job description and feel that it accurately reflects
the duties and responsibilities of the position.
What parts of this job do you check or review closely and why?
This job description indicates the program responsibilities I have delegated
to this employee. Her level of performance is such that detailed review of
her work is rarely necessary.
Signature �.(� ✓J �� , /�Q Date Z Z
COMMENTS OF DEPARTMENT HEAD/DESIGNEE
Comment on the statements of the employee and supervisor. If you disagree
with the employee and/or the supervisor, be specific.
Signature
Date
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