HomeMy WebLinkAboutO-79-05 (1)ORDINANCE NO. 0-79-5 (1)
ADOPTION OF STANDARD OPERATING PROCEDURES
FOR PERSONNEL ADMINISTRATION, AND SETTING
AN EFFECTIVE DATE
WHEREAS, the City of Sebastian finds it in the best interest of
its employees and the public to adopt certain procedures for personnel
administration, including job descriptions,
WHEREAS, this procedure was adopted as an Emergency Ordinance
on August 28, 1979 , Ordinance No. 0-79-5,
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF SEBASTIAN, FLORIDA:
1. The attache~d Standard Operating Procedures for Personnel
Administration and Job Descriptions are hereby adopted and made a part of its
Code of ordinances.
2. All ordinances, or parts of ordinance's, in conflict'with or
inconsistent with the provisions of this ordinance and procedures adopted
thereby, are hereby repealed.
3. This ordinance shall become effective immediately upon its
pass age.
Mayor
A TTES T:
I HEREBY CERTIFY that the foregoing Ordinance was enacted as an
ordinance by vote of the City Council of the City of Sebastian, in accordance
with Chapter 166.041, paragraph (3) (b) of the Florida Statutes, on this
~, ID ~ day of ~ 1979.
City Clerk
(S E A L)
CITY OF SEBASTIAN
STANDARD OPERATING PROCDURES
PERSONNEL ADWINISTRATION
PURPOSE:
TO establish uniform personnel policies and procedures for all empio~ees of th.
Citg of Sebastian. Ail departments and divisions of the City are affected.
POLICY;
The Citw has developed Stmndaz~ OperAting ProoedureA which will outline the
general personnel poli cieA of the City.
This Procedure was enacted as A Policy Memorandum And becomss effective AA A
3. RESPONSIBILITY:
Ail department heads and staff are responsible for the continued implemsntatic
of these procedureA and to provide analysis and reco~ndations for the updating
of these procedures as required.
4. APPLICATION OF THIS SOP;
The effective date of this SOP IA .~..~~ /~.1979. Upon receipt of future
amsndmmnts, theW shall be incorporated with this Policy ~emorandum as the basic
portion of the SoP.
FAIR E~PLOYMENT PRACTICES
It is the policg of the Citg of Sebastian to hire and develop people beat quAlifi.
for emplogmsnt by virtue of their qualifications, regardless of race, creed,
national origin, sex Or age. The Clt~ regards quali~ of performance on-the-job
as the only criteria for place~nt, promotion, sA1A~ lncreases and all other
aspects of an emplowee's association with the C~t~.
The following guidelines are to be used in implementing fair employment practices
No one is to be denied employment, promotion or salar~ progress on the
basis of age, sex, race, creed or national origin.
Employment recruiting must not indicate any preference for age or sex unless such
restriction indicates a bona fide occupational quAlificAtion for the job in
question. In no case ma~ A preference for race, creed or national origin be
indicated.
Differences in salA~ ranges mag not exist for work responAibilities requiring
equal skill, education, experience and effort. Specificall~, no difference in p~
should exist solelg on the basis of age, sex, race, creed or nAtionAl origin.
The Citg of Sebastian complieA with the FAir Labox StandardA Act, the ~quA1
Emplowmsnt Opportunitg Program, and all 'other applicable Federal and State
Statutes.
Each public emploger and bargaining agent shall negotiate a grievance
procedure to be used for the settle~snt of disputes between employer and
employee, or group of employees, involving the interpretation or
aBplication of a collective bargaining agreement. Such grievance procedure
shall hav~ as its terminal step a final and binding disposition by an
impartial neutral, mutually selected by the parties. However, an
arbitrator or other neutral shall not have the power to add to, subtract
from, modify or a/ter the terms of · collective bargaining agreement. If
an employee organ/zat/on is certified as the bargaining agent of a unit,
the grievance procedure then in existence may be the subject of collective
bargaining and ang agreement which is reached shall supersede the previously
existing procedure. All public e~logees shall have the right to a fair
and equitable grievance procedure, administered'without regard to
m~mbership or non-me~bership in any organization, except that certified
employee organizations shall not be required to process grievances for
employees who are not m~mbers of the organization. A career service
employee shall have the option of utilizing the civil service appeal
procedure or a gr~ev~ce procedure establisheW under Sec. 447.401 o~
the Florida Statutes, but such e~lo~ee cannot use both a civil service
appeal and a grievance procedure.
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CO~FArC~ OF IN.RESTS
It is the responsibilit~ of the Cltg employees to maintain a position of trust in
relation to the City and its residents. Each department head, supervisor and
employee must conduct himself in such a way as to not only protect the interest of
the City, but to avoid situations where personal interests might appear to be in
conflict w~th those of the City.
Where any employee has an outside affiliation or a personal share in a proposed
transaction, which might be regarded to be in conflict with the interests of the
City, it will be his/her dut~ to make written summary to the Mayor who will determine
whether a conflict of interest is or could be involved.
NO employee may use City informaticm which could in any way be detrimental to the
interests of the Cit~.
Since offers of entertainment, gifts or other favors by outside interests inherently
impose an obligation upon an employee, such offers, gifts, etc., should be accepted
onl9 when they are of insignificant value and cannot be contrived in any way to be
obligatory. Where there is a question as to its value, it should be declined.
Supervisors and department heads should likewise be keenly aware of the same pitfall.
when accepting gifts, favors, offers of entertainment, etc., from employees they
supervise or from a member of the public or business world. Situations where
favoritism or obligations could be implied, should be avoided at all times.
COUNSELING
Counseling employees is a vital part of a supervisor's responsibility. This include.
both formal and informal performance appraisals, on-the-job training, andhelping
with employees' problems.
An employee's on-the-job progress is dependent on both the supervisor and the
employee who ma~ not be aware of his/her shortcomings. Through the counseling
process the supervisor may help the employee assess his own weaknesses and strengths.
PERFORMANCE EVALUATION
One of the important functions of management is personnel management and development
in the technique of "employee appraisal." This appraisal is an effective measurement
of performance and potential of the employee by his/her supervisor and will improve
his/her effectiveness, Also, it is a means of leading and motivating the e~lo~ee.
Based on the City's pattern of growth and future expansion, a continuous awareness
of future City direction must be applied in the selection and training of new
emp1 oyees.
.Training takes place mainly through:
Employee Orientation - Provide the employee with a reasonably comfortable
working environment from knowledge of the City's operation and lay the groundwork
to give job instruction.
On-the Job Trainin~- Enable the employee to understand the basic principles
of achieving the quality and quantity of production of particular tasks expected
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of him and to understand the relationship of his/her job to other functions
in the department and in the Citw.
Performance Reviews - & periodic discussion, at least once a wear in writing,
to let the employee know of h/s/her progress and to direct efforts toward develo~
ment of skills and knowledge necessarw to meet reasonable standards of
performance. O~e direction is to give positive recognition to the progress
made bW the emplowee toward the accomplishment of well-established objectives,
and to encourage an emplowee to discuss anW problems in connection with his/her
job responsibilities on which both employee and supervisor can formulate plans
for action.
Development of an emplowee's full potential necessarilw rests with the employee.
is the responsibilitw of the supervisor to encourage and motivate the emplogee to
assume initiative for his~er own development.
Regular performance reviews are one ~sans of encouraging emplowee ~tivation and
direction. This gives positive recognition to the emplowee's progress toward
accomplishment of well-established objectives.
Another is to encourage the emplowee to discuss anw problems arising from his/her
job responsibilities: A third is coaching and cross-training an emplowee in other
departmental responsibili ties.
In this training and developmant procedure, management and emplowees work together
to achieve the utlimate goal or personal and Citw objectives.
E~4P LOYEE SECURITY
It is the Citw's polic~ and dutw to avoid giving anw information which ma~ be a
disservice to present or former emplowees. All requests for personal or
empiowment information on present or former emplowees from sources outside the
CitW or from unauthorized Cit~ personnel must be referred to Cit~ Clerk or the
appropriate department head.
It is the responsibilitW of the CitW Clerk to handle credit references and
emplowment verification on present and former emplogees. Salar~ amounts for
present emplowees maW be verified; but, unless specific approval is given bW an
employee, the salar~ amount maw not be disclosed. In handling telephone inquiries,
obtain the emplowee's name and other identifying information (social security
number, date of birth, and/or present address) before releasing any information.
Lists of emplowee home addresses and/or telephone numbers are not to be Compiled
for any reason except for official Cit~ use onlW. List may not be distributed to
outside sources or unauthorized Citw employees. The Ma~or must approve anW
compiled list distribution.
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R3ENPLOYN~T AND/OR
The City will consider the rehiring of former employees whose past work with
the Cit~ and with subsequent employers has been good. Ail standards governing
the hiring of new employees are applicable to persons seeking reemployment.
Before a department head makes any commitment to rehire a former City employee,
he should check with proper personnel on the individuales past personnel record -
on-the-job performance, attendance, sick leave, reasons for terminating, etc.
Any employee who is rehired within three (3) months of the termination date can
be reinstated. A reinstatement restores the employee's original service date and
benefits based on continuous service.
An employee who is rehired after more than three (3) months from the date of
termination is termed reemplo~ed and eligibility for all benefits is based on the
date of reemployment.
All those rehired are to be processed exactly as a new employee.
EMPLOYEE CLASSIFICATION
Employees are classified as Fegular or part time, according to the number of
hours worked and the intent for permanenc~; of employment at the time of hire.
By definition:
Regular Employee - Works a regularly scheduled workweek, including rotating
shift employees and is eligible for all City benefits. Salary is expressed in
weekly, monthly or annual rates.
Part, time Employee~- Regularly works less than the normal workweek or works a
regular workweek for a brief, specific mutually agreed upon period of time and
is paid on an hourly basis for the exact number of hours worked in a given pay
period and is not eligible for City benefits.
If, after six (6) months of employment part-time, employees' schedules are
comparable to the number of hours worked by regular employees, they should be
transferred to regular status.
Any exceptions to the eligibility for benefits for part-time employees requires
the approval of the department head/supervisor and Mayor.
~ourlg Rate Emp!ogee -Regular and part-time employees according to specified
positions. Work a total of forty (40) hours per week or five days per week.
· Hourly rate employees are not entitled to overtime pay under.forty (40) hours.
. Special Risk Shift Empl..owe.e - Same as regular employee except classified as high-
risk employment and different maximum hours worked weekly or within a five (5)
day work period.
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RZR~NG PROCE/X~RE$
To establish a un/form procedure, the following guide should be used in the
hiring of all personnel~
1. Ail vacancies in all departments will be advertised in the newspaper and
interested emplogees may be considered for vacancies.
2. Ail applicants will report to the City Clerk, or appropriate department
head, to complete application form.
$. The City Clerk will contact the department head when an eligible applicant
comes in.
4. Department heads will then m~ke arrangements to interview the applicant.
5. If employed by the City, the department head will send the applicant to the
City Clerk to complete necessar~ paperwork.
6. If not employed, department head will comment on application and send back
to the City Clerk for file. The exception will be Police Departnw~nt application
which will remain on file in the office of the Police Chief.
7. When a person is employed, it is the reponsibility of the City Clerk to conduct
an initial orientation of the policies, procedures, benefits and overall city
opera ti ons .
8. It is the responsibility of the employing departmmnt head to conduct an incomin~
orientation, acquainting, the new employee with departmental policies and
procedures, a tour of the area and introduction to key personnel.
9. The department head is responsible to insure that final in-processing,
consisting of all procedures outlined above, has been completed.
10. The Citg Clerk will complete a b~ground check o~ incumbent's prior employment.
The Police Depa£tm~nt, however, will conduct its own such background checks on
new employees.
1I. Physical examination .will be required prior to acceptance for employment by the
City. Police officers will meet the physical requirements of the Police
Standards and Training Commission.
12. When an individual is hired by the Police Department, the department head
will furnish the City Clerk with copies of the application and other pertinent
information relevant to emplogment with the City.
13. Street Department employees will be required to have a chauffeur's license.
PROBATIONARY PERIOD
When an applicant is accepted for full time employment with the City, it is with the
full understanding he/she will be placed on.~r_ob.__~_tiOfl_ for a period of 90 days, with
the exception of the Police Department. This gives the Cit~ an opportunity to te~t
the employee's qualifications under actual working co~ditions and to determine whethez
the employee is fitted for the pertic~llar job to which he/she was assigned. ~ikewise,
it gives the employee an opportunity to decide whether he/she would like to continue
working for the Cit~.
During this probationary period, a formal evaluation is to be conducted.
aspects or areas needing improvement are to be discussed at this time.
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Non-satisfa6
At the end of
the probationarg period the emplogee has made a satisfactor~ adjustment to his
job, he/she will become a permanent employee with all benefits due him/her.
An employee in a probatioaarg status may be terminated at any time in the best
interests of the Cite without recourse. Such action must originate with the
~epartment head subject to the approval of the Mayor) Termination to be based on fai~
to make satisfactor~ adjustment or to meet normal, mental or physical standards
required for the position .
PROMOTIONS
Although the City recruits outside for personnel, the City still reserves
the basic policw to promote from within if qualified Personnel are eligible.
One of the prime responsibilities of management personnel is to develop people.for
greater responsibilitW. The truest messure of an effective supervisor or department
head is his success in developing people for future promotion.
Promotions will be made on the basis of most qualified individual for the new
responsibility regardless of the employee's length of service with the City. Each
department may develop progedures for promotion criteria and evaluation methods.
VACANCIES
Ail vacancies in all depart~snts will be advertised in the newspaper and any
applications on file will be considered.
ATTENDANCE AND ABSENCE
prompt and continuous attendance on the Job is a prerequisite part of the
performance record each emplogee builds from the daW he/she is hired. Excessive
absence can result in dismissal.
The responsibility for maintaining good attendance lies with the supervisor9 staff.
Department heads and supervisors should explain City polic~ on attendance to each
new employee and counsel emplowees if and when attendance problems occur.
When attendance problems include repetitive single absences, absences on Mondaw or
Friday, absences preceding or following holidays, a counseling session should be
scheduled to inform the employee how his/her attendance affects their progress in the
City. The departn~nt head or supervisor should attempt to discover the reasons for
the problem and work with the employee to overcome the difficulty.
The time period (not to exceed sixtw (60) daws) should be set in which attendance
must show definite progress. If no real progress is shown by this time, disciplinary
· action maW be taken, up to and including dismissal.
Automatic discharge and loss of any accrued vacation time will be affected if
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en~plc%/ees have peen absent for one calendar week and have failed to report their
ahsenoes to their supervtsol~.
PAYROLL IWFORMAT~ON
Employees of the City are paid every week based upon a schedule of fifty-two (52)
pay periods a year. The payroll is prepared for distribution of salary checks
every Friday. The work week is Thursday thru the followlng Wednesday, for pay
purposes. Two working days pay is w~thheld from all new employees.
Ail payments made to e~ployees are based upon the employee's master payroll
record. Payments can onlg be as accurate and prompt as the information submttte~
b~ time sheet or records a~ submitted bg the department heads.
All inquiries regarding payroll administration are to be directed to the ¢~ty Clerk.
The City Clerk is responsible for assisting in problem; of payroll administration
and interpretations of ti~m~keeping polio9.
Social Securitg (FICA) contribution and Federal Income Tax monies are requfred by
law and are deducted each pa~ period. Employees may change number of exemptions
status b~ filling out new W-4 form for payroll.
iNSURANCE BENEFITS
Group insurance is available to all employees. Employees agree to accept group
insurance coverage as offered by the City.
NOTE: Special risk personnel are covered by additional life insurance on the
job as mandated by State.
REGULAR AND OVERTINE COMPENSATIO~
The United States Supreme Court rule~ on June 24, 1976, that municipalities would
not fall under the authority of the Fair Labor Standards Act.
In view of the above, all regularly scheduled employees will be compensated for
hours worked over and above the standard forty hours as determined by the City Council
as fol 1 ows:
1. Regular pay for hours worked in excess of forty hours, or,
2. Compensatory time off for hours worked in excess of forty hours.
The basis for overtime compensation will be for emergency reasons only and will be
approved in the following m~tner:
i. Non-supervisorw employees by the department head. The department head will
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will attach a memo to the weekly time record showing his authorization
and reason therefor for such overtime compensation.
2. overtime compensation for exempted supervisory employees will be
prohibited except with prior approval of the City Council, or emergenc~3
call-ins by appropriate authority. This memo of prior approval signed by the
Mayor or a men~ to the Mayor explaining the emergenc~ call-in by appropriate &uthorit'
will be forwarded along with the weekly time record.
Ail elected, appointed officials, professional, administrative and executive
personnel are EXEMPT from overtime pay.
VACATIO~ POLICY
After one y'ear (365 days from anniversar9 date of employment) - ten (10) working
days vacation. After six months' employment, new employees maW be permitted to
take one week's vacation.
O~e thru five years - 10 working days vacation.
After sixth year, one additional day is given each year until a maximum of 20
working days is attained at the end of the 15th year.
Personnel are encouraged to take vacations when earned. Employees will be permitted
to accumulate a maximum of 30 'working days vacation time. Any e;~cess shall be
forfeited. It is mandatory to take at least one week's vacation each year.
Employees will not be permitted to take pay in lieu of vacation time. Any deviation
from this polic~ shall be handled on an individual basis by the City Council.
Employees hired under any other vacation polic~ will remain on that polic~ until this
one supersedes it.
HOLIDAYS
Eight paid holidays per year, namely: New Year's Day, Washington's Birthday,
Memorial Day, Independence Day, Labor Day, Veteran's Day, Thanksgiving and Christmas.
If a declared holiday falls on Saturday, it will be observed on the previous day -
Friday. If it falls on Sunday, it will be observed on the following day - Monday.
The above are declared holidays of the City and should they fall during an employee's
vacation, he/she will be entitled to an additional day of vacation.
Employees must work the day before and the day after a named holiday to be entitled
to holiday pay. The only exception to this would be those employees who have
,regularly scheduled days off either the day before or the day after a holiday.
Personnel required to work on a named holiday shall be paid double time; only hours
worked shall be considered for double time, and only individuals actually on duty shal
be pai d.
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gmplogees ma~ observe other rmligious holidays than Christmas b~ peradt~ed
absence from work with the ~ollowing options..
Declare such absenc~ a 'religious holiday" and compensate bg working during a
regularly scheduled holiday with department head approval, or the Mayor's
approval ~ or,
2. Dec/are such absence "leave without pay" with approval of department head, or
the Mayor's approval.
SICK L~AVE
Ail personnel shall accrue sick leave at the rate of one (1) day a month. Sick
leave shall be used for bona fide illness only and shall be substantiated .by a
doctor's certificate or approved by the individual's supervisor when out for a
period of more than three (3) da~s.
Personnel may accrue up to sixty (60) days sick leave. Said sick leave will not be
used as vacation or for any pur~ose except illness, and the City will not pay any
individual for unused sick leave. Sick leave is a privilege, not a right.
FUNERAL LEAVE
In the case of a death in his/her immediate family, an e~plo~ee will receive salar~
for absence amounting to three ($) working days,through the day after burial.
The immediate family is defined as employee's mot~rkWather, husband, wife, child,
brother, sister, mother-in-law or any relative residing with the employee.
In the eve~ of death of other relatives, the employee is paid for the day of the
burial only.
Funeral leave is chargeable as excused personal time for immediate family.
For other relatives, funeral leave will be charged against vacation time.
EMERGENCY LEAVE
Emergency leave will be granted as a special exception upon the approval of the n~yor
and is chargeable as noted under funeral leave ~bove and against regular leave for
all other. Advance emergenc~ leave must be approved by department head and Mayor.
Supervisors are responsible for scheduling rest breaks within their departments,
seeing to it that the privilege is not abused. At no time will combined breaks exceed
thirty (30) minutes on any one work day. -
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VOTING TIN~
Normally the polls are open from 7..00 a.m. to 7:00 p.m., and an employee should
be ruble to arrange his tim~ to vote without being late for work or without leaving
early.
~UR~/WIT~SS
An employee who is called upon to serve on Jur~ duty or appear in court will be
paid full salar~ during the period of service, except a~ noted below. If court
sessions do not contu[nue throughout the entire work day, the employee is expected to
return to work for the remaining hours of the day. He is also expected to repc~.rt
to work on any regularly scheduled working day when the court is closed for a holiday
not recognized by the City. Fees received b~ the employee are not deducted from
the employee's regular pay.
No allowance of pay will be made to an employee who is summoned to court as a result
of an infraction of the law on his part.
WORKMENS COMPENSATION INSURANCE
Workm~ns Compensation Insurance as required by law is provided b~. the Citg of
Sebastian on all employees. If an em$1c~ee is injured on the Job, he must
i~m~diately report the injurW to his supervisor, no matter how minor it may seem.
The City Clerk will complete the Work,ns Compensation report and turn it in to
the necessary authority as soon as possible. The City is required by law to report
all WC claims within seven'(7~ days of the accident, if the claim is not reported
within the seven (7) daws, the State can fine the City $100 for each late claim.
Therefore, it is important .to file all claims promptly.
UNEMPLOYMENT COMPENSATION
The City now comes under the Unemplogmant Compensation Act which is paid out of Cit~
funds.
it is important that employee turnover be held to a minimum and careful attention
be given to charges levied agai~t the Cit~. Ail unfounded claims, that is where
the employee left the City without good cause, should be contested. Major causes for
disqualifications are:
1. Voluntary resignation.
2. Dismissal for misconduct.
3, voluntary termination due to pregnancy] or other marital obligations.
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The following guidelines should be used in handling unemployment claims.
Personnel should respond keeping a cope of the reply in the personnel file in the
event of further requests for information or notice for a hearing. When the final
notice of the disposition is received, copies of the notices and relevant corresponden
should be filed in the Personnel file.
Personnel records should be accurate as to reasons for termination. In case of
dismissal, the file should show whether or not the employed person was given
advance warning or placed on probation.
if notice of claim is in regard to a former emplogee eligible for rehire, offer the
claimant a job b~ letter, if he is qualified and a suitable job opening exists for him
RETIREMENT
Current Plan as adopted March 1, 1979 - PRUDENTIAL INSURANCE COMPANY
INVOLUNTARY TERMINATIONS
A voluntary termination is resignation initiated by the emplcalee and should be
in writing, and include the resignation date, reaso~ for leaving and be signed
the individual. Two weeks notice will be considered sufficient, except in the
instance of supervisor~ personnel or department heads.
Ail City uniforms and/or other Cit9 propert~ must be accounted for before final pay
check is given.
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FRO~I :
DA T~ :
pawroll /Personnel
SUBJECT: Terminati on
This is to cerCtfg
(nares of terminating emplogee)
has returned all Citg property, in~icated below, to ~e o~
(date)
I. D. Card (attached)
Ke~S
Uni forms
Tools
Weapons
A~mni ti on
Books
Equipment
Other
( s peci £g )
(signature of terminating em~logee)
(signature of department head)
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EXIT IHTERVI~W GUIDE
Reason for leaving.
What are the two or three mo~t important r~aso~s for gout leaving?
initial orientati~ to the City.
1. What was your first impression of the City?
What is ~;our impression now?
Briefly, what were the duties and responsibilities of ~our Job
as explained to you?
How do you feel about your present salary?
C . Training.
i. How do ~ou feel about the training you received?
2. Who did the instruction~' Was it adequate for what was required of you?
3. How could your training have been improved?
D. Supervision.
1. How effective was the supervision you received?
2. Were you able to easily obtain information from or make suggestions
to your Supervisor?
3. other?
E. The Ci
1. What didn't you like? Whatdidyou like about working for us?
2. What particular policies and/or procedures do ~;ou feel were fair
and equitable?
3. What policies and/or procedures do you feel were unfair, inequitable
or did you Just not agree with?
4. What do you think about the work area, equipment and general
facilities the Citw provides its employees?
F . Common ts.
G. Interviewer's Counts.
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VEHICLE ACCIDENT
In the event an employee is involved in an accident while operating a City
vehicle, the first and foremost responsibility of the employee is to notify
the local Police Department immediately. If the accident occurs in the
City of Sebastian, the Sebastian ~olice Department will notify the Indian
River County Sheriff Department, or State Highway Patrol, to conduct the
investigation to assure no accusations of favoritism can be made. Then,
at the earliest possible tiros, the employee must report the accident to his
supervisor/department head and complete an Accident Report in triplicate. The
original Accident Report is to be sent to our liability insurance carrier,
one copy to the Nayor and the third copy for the City Clerk's files.
If the other part~ is at fault, the City's carrier will be responsible for
notifwing the other party's insurance company.
Ail Other Accidents
The immediate supervisor of an employee will report all other accidents to the
department head immsdiately and at the earliest possible ti~ complete an
accident report in detail. At no tl~s will the submission of this report exceed
forty-eight (48) hours. The department head will determine if an investigation
is required and forward results to the City Clerk for necessar~ action. If an
accident is due to an emplogee's negligence, disciplinary action should be taken
by the departmsnt head.
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OFFICE OF TH~ CiTY CLERK
The City Clerk performs all duties as may be prescribed by ordinance, and/or
direction of the City Council and m~st be ever ~indful of being neutral and
impartial, rendering service to all and to record all that is true and entrusted
to them as if it were their own. Must have a broad knowledge of the city
ordinances in order to aid City Council in conducting city business and preclude
improper actions.
The clerk's office can be called the hub of local government as it is the clerk
who is the contact between the citizens and the government itself. It is to this
office complaints are invariably brought, answers to questions are given, and
public confidence rests.
Qualifications include such areas principles of bookkeeping, clerical training,
business education, office management, use of business machines, psychology,
personnel and financial administration. Also includes the ability to e~tablish
and maintain effective working relationships with city officials, employees and
general public, ability to conduct city elections in a competent and efficient mann
DUTIES - Some of the administrative duties are providing notary service,
issuing licenses, furnishing me~ia information, keeping bond records and insurance
policies, handles and directs incoming correspondence, etc. to various departmsnts
and council for action. Maintains personnel records.
As secretary to the council, records official minutes of council meetings and
prepares meeting agendas, h~dles correspondence both incoming and outgoing, as
directed thru clerk's office or as requested by council. Processes, records, files
and advertises ordinances, resolutions, notices, bids, and advertises and records
all phases of the municipal budget. Clerk also handles liaison work between the
public and the council as occurs and/or as council may direct. Also administers
and records oaths of office, maintains custody of all official records for the
Ci
As secretary of the City, maintains custody of municipal seal, signs the majority
of official documents and/or witnesses same, maintains receipt of service and
legal documents.
As election official, the city clerk may register voters, certifying existing
vacancies in the city, maintain receipt of any and all petitions when requ/red
by city code, provide ballot lagout for all elections (to County Supervisor for
machine preparation), furnish material for elect~ons and maintain receipt of
election results and perform such other duties as State law provides.
For a city clerk, good public relations are most essential and they must, therefore,
respond with actions that are in the public interest in an impartial and courteous
manner as the clerk's office is the oldest office of municipal government and is
constantly under close scrutiny.
CEMETERY
Since there is no Cemetery Department to handle any business for the City owned
Cemetery, all the work pertaining to this department is assumed by the City Clerk's
office. This includes handling sales of lots, helping to map out grave sites until
such qualified personnel is available to act as a sexton at the Cemetery, issuing
deeds, keeping accurate cross reference files, supervising the care and maintenance
of the Cemetery as it pertains to perpetual care (including 9rassing over of graves,
planting of trees, bushes and flowers).
-16-
JOB DESCRIPTION
C~T¥ CL~RK
1. Give notice of all council and special meetfngs.
2. Keep a journal of all its proceedings.
3. Shall authenticate by his/her signature and record in full in a file kept
for the purpose, all ordinances and resolutions.
4. Administer oaths of office to City officials.
5. Custodian of the City Seal.
6. Attend all meetings of the Council and keep regular minutes thereof.
7. Develop and implement City Clerk's budget /and employee supervision.
8. prepare agenda~ for all City Council msetings.
9. Publish all public notices as ffequired by 1~ or as directed by the Council.
10. Take affidavit~.
11. Administer oath to any witness in any cause, suit, hearing, investigation,
proceeding or other matter before the Council.
12. Custodian of all contrscts, deeds, ordinances, resolutions, Journals and
other records and documents of the City; maintain accurate and current records
of same. Post copies of all ordinances and resolutions.
13. Initiate and prepare correspondence for the mayor and other council~n.
14. Serve as point of contact between the public and the City Council. Serve as
liaison officer to citizens seeking help fxom City Hall.
15. Supervise city elections.
16. Undertake projects at the express direction of the Council or as directed by
Florida Statutes. '
17. Must be bondable.
18. As City officer, must be a resident of the City by end of probation period.
19. The Cit~ Clerk is also designated as City Treasurer and as such receives
and accounts for all monies, fees or other funds of the City and is custodian
of all such funds as a bonded officer of the city.
20. Issues all occupational licenses.
21. Attest all contracts, bonds, franchises and all other official documents.
22. Custodian of Personnel files.
23. Payroll Clerk.
24. Checks all bills for Council action.
25. Abilitw to manage bookkeeping and administer CETA programs and reports.
26. Handle all death registrations and information for the Cit~ of Sebastian.
CANDIDATE PROFILE FOR CLERK
I. Extensive knowledge of records maflagement.
2. Extensive knowledge of the legal requirements and procedures involved
in the custody and use of Official Municipal Records.
3. Knowledge of the conduct of council meetings and municipal elections.
4. Ability to take and transcribe dictation.
5. Ability to twpe, spell, and have extensive vocabulary.
6. Ability to manage the activities of 2, 3 or 4 other clerk/secretaries.
7. Ability to work without supervision.
-17-
:t:~l Cle£]c - #2
CANDIDATE PROFILE FOR C~ERK
Good disposition~ health~ outlook, m~ntall~ and physically.
9. Abilit~ to organize s multiplicity of ongoing projects at any time.
10. Ability to act as registrar of elections and to perform the duties of
Clt~ registration officer.
-18-
DEPUTY CLERK (Where applicable)
1. Give notice of Council meetings.
Keep journal of all its pmoceedings.
3. Be able to file and keep records o~ all contracts, ~eeds, ordinances,
resolutions, Jour~sls ~nd other records and documentm of the City.
4. Ability to take and transcribe dictation.
5. Ability to type, spell and have extensive vocabulary.
6. Shall be able to record in full in a file kept for this purpose, all ordinances
and resolutions.
7. In absence of City Clerk, mag administer oaths of office to City officials.
8. In absence of City Clerk, has cu~to~ of the City Seal.
9. Attends all meetings of specific commissions and keeps regular m/nutes thereof.
10. Types agendas for all City Council ~w~etings and certain commissions.
11. Nay publish all public ~otices as required by l~w or as directed by the Council.
12. In the absence of the City Clerk, mag administer, oath to any witness in any
cause, suit, hearing, investigation, proceeding or other matter before council.
13. Be able to prepare correspondence for the M&yor and other Council~n as directed
by the City Clerk.
14. May assist City Clerk with electlo~m as needed.
15. Be bondable.
16. Undertake projects at the express direction of the City Clerk or as directed by
Florida Statutes.
17. Good disposition; health~ ~utlook, mntally and physically.
Clerk's
B~okkeeper must have a thorough knowledge of advanced bookkeeping procedures
and be able to apply the G~vernmental S~s~em of Accounting required by the
State of Florida. The following are the primar~ requiremnts for this advanced
bookkeeping/accoun ting pr~;edure :-
1. Nust understand double entr9 bookkeeping.
2. Ability to use efficiently office ~achines, including typewriter.
3. Ability to take Trial Balances, periodic reports on budget standing, and
departmmntal reports as needed.
4. Compose letters and t~pe as it pertains to billing.
5. Balance ched~books.
6. Arrange for bank deposits as needed.
7. Undertake additional duties as requested b~ the City Clerk.
8. ~e bondable.
-20-
S~Ca~ARr (Ci t~ Clerk' ~ Offie.;
1. Assist Clerk with anw and all requirements as needed.
2. Be bondable.
3. Be able to file and keep records ~n all contracts, deeds, ordinances, resolutions,
journals and other records ~nd documents of the Cit~.
4. Undertake projects at the express direction of the Clerk or as directed bg Florida
Statutes.
5. Abilitw to take and transcribe dictation.
6. Ability to type, spell, and have extensive vocabulary.
7. Abilitg to work without ~nstant supervision.
8. Attend meetings of specific commissions and keep accurate minutes thereof.
9. Be able to prepare correspondence /'or the Ma~or and other Council~n as directed
b~ the City Clerk.
-21-
BUILD~ OFFICIAL
The City Council shall appoint a Building Official who shall have not less than
five (5) years experience as a general contractor holding a certificate of
competenc~ and in effect at the ti~e of his appointmsnt, provided that the
provisions of this section are not applicable to the persons acting as
building officials in the incorporated areas on the effective date of this
ordinance.
EMPLOYEES: The Building Official shall have the authority to delegate duties
and assignments to employees working under his authority.
RIGHT OF ENTRY: Upon presentation of proper credentials, the Building Official
or his duly authorized representatives may enter, at any reasonable time, any
building, structure or pxem/ses under constructio~ for the purpose of inspection
or to prevent violation of the City
STOP-WORK ORDERS: Whenever any building work is being done contrar~ to the
provisions of this Code or is being done in an unsafe or dangerous or ~workmanlike
manner, the Building Official ma~ order such work stopped, or may order the violati~
corrected within a reasonable period of tiros, by notice in writing served on
the person or persons engaged in the doing or causing, of such work to be done;
and such persons shall imm~diately stop such work until arrangements in compliance
with the provisions of this Code and satisfactor~ to the Building Official, have
been made, at which time he may authorize the work to proceed.
CONCEALED WORK: The Building Official may order portions of the structural
frame of a building and/or structure under construction to be exposed for inspection
when, in his opinion, there are good reasons to believe that a'building or portion
thereof is in an unsafe or dangerous condition or that there is wilful or negligent
concealment of a violation of City Code.
OCCUPANCY: Whenever any building or portion thereof is being used or occupied
contrar~ to the provisions of the Cit~ Code, the Building Official shall order
such use or occupancy discontinued and the building or portion thereof vacated.
Such order shall be by notice in writing, served on the person or persons
using, or causing to be used, such building or portions thereof. Within a reasonabl
period of time after receipt of such notice or order, such building or portion
thereof shall be made to comply with the requirement of City Code; however, in
the event of an emergency, Sub-Section 202.5 shall apply.
INSPECTION OF UNSAFE BUILDINGS AND STRUCTURES: See Chapter 7, Section 7-8,
Citg Building Ordinance.
POSTING:
See Chapter 7, City Building Ordinance.
EMERGENCY ACTION: 'When in the opinion of the Building Official, there is actual
or immediate danger of the failure or collapse of a building or structure, or
there is a health, windstorm or fire hazard, he may order the occupants to vacate,
temporarily close for use or occupancy the rights of way thereto, sidewalks,
streets or adjacent buildings or nearby area and institute such other temporar~
safeguards, including securin9 and posting of the building or structure, as he may
deem necessary under the circumstances, and may employ the necessary labor and
materials to perform the reguired work as expeditiously as possible.
NOTICE OF VIOLATION: See Chapter 7, Sec. 7-8, City Building Ordinance.
-22-
RECORDING OF NOTICE OF VIOLATION: (a) If the owner of the property concerned
has not complied with the requirements as stated in the Notice of Violations
within the tiros stipulated, or has not appealed the action of the Building
Official as stated in the Notice of Violation within the time specified, the
Building Official may file an appropriate instrument in the office of the Clerk
of the Circuit Court, to be recorded.' in the public records of this county,
indicating that violations of the South Florida Building Code, and of Section 202
thereof, exist upon the property involved.
(b) The recording of such notice shall constitute constructive notice to all
concerned, as well as to any subsequent purchasers, transferees, grantees,
mortgagees, lessees and all persons claiming or acquiring interest in said
property.
(c) When the violation specified in the Notice of Violation has been corrected,
the Building official shall file for record a certificate certifying that the
violation has been corrected, upon being paid for the filing fees incurred.
APPEAL AND REVIEW: The owner or anyone having an interest in a building or
structure which has been determined to be unsafe, and concerning which a
Notice of Violation has been served by the Building Official, mag appeal the
decision of the Building Official as stated in the Notice of Violation, to the
Unsafe Structures Board, if such appeal is filed prior to the expiration of the
tim~ allowed for compliance specified in such notice; provided, in no event
shall appeal period be less than fifteen (15) days. Such appeal shall be in
writing, addressed to the Se~retar~ of the unsafe Structures Board, and shall
he in the form of a certified statement, stating the reasons for such an appeal
and stating wherein they consider the ~utlding Official to be in error. Upon
receipt of the appeal, the Secretary of the Board will proceed to notify all
parties in interest as to the time and place the Unsafe Structures Board shall
conduct a public hearing on the matter. The procedure for the serving of, and
the form of notice is provided hereinafter.
If the owner, or other parties having an interest do not comply with the terms
of the Notice of Violation and do not file an appeal within the time stipulated,
the Building Official shall then apply for a public hearing to be conducted by
the Unsafe Structures Board, and the Secretar~ of the Unsafe Structures Board
shall notify all parties in interest of the time and place of such public hearing
on the matter. The procedure for the serving, and the form of notice shall be the
same as in the case where an appeal has been filed by the owner or other parties
in interest and such procedure and form of notice shall be as set forth hereinafter.
NOTICE OF PUBLIC HEARING: (a) When an appeal has been properly filed, or when the
public hearing is initiated bW the Building Official, as provided herein, the
Secretary of the Unsafe Structures Board shall issue a notice in the ~oard's
name, requiring the owner of record and all parties having an interest to appear
before the Board in person or by an attorney at the time set forth in such notice,
but not earlier than ten days after service thereof, and show cause why the
decision of the Building Official should not be carried out.
-23-
BI Official #3
Cb) As many alias and pluries notices may be issued as may be necessary.
(c) Service of such not/ces shall be bW certified or registered mail to the
last known address of the party being served, if known; however, failure to
receive such notice shall not invalidate the same as such notice shall also be
perfected by posting such notice on the property and by publishing a copw thereof
in a newspaper published in this countw, such publication to be for two times one
week apart.
{d) The time for appearing and showing cause as aforesaid, and a description
of the property shall be as set forth in such published notice; provided, such
tim~ shall not be less than ten daws after the last publication thereof.
(e) AnW person or party who shall not appear and show cause as aforesaid shall be
as fully bound bW proceeding~ taken as if he had appeared and shown cause.
PUBLIC HEARING: (a) O~ the daw established in the notice of public hearing
the Board shall review all pertinent evidence and hear all testimony from the
Building Official, the owner and other parties in interest and their respective
wi tnesses .
(b) The Board may n~difW, rescind, or uphold the decision of the Building Official
as recited in the Notice of Violatio~ and may order the owner or persons
responsible for the building or structure to vacate, or cause to be vacated
forthwith, to make repairs and to take necessar~ action to secure the building
or to demolish the building or structure and remove the salvage, contents, debris
and abandoned property from the premises, all within the time stipulated in the
order by the Board.
(c) Such order shall be entered in the minute book of the Board within three
(3) days after such public hearing and a copy of such order shall be forwarded to
the owner, and all parties in interest by registered or certified mail, and a
copy thereof posted on the premises.
(d) If the owner or those responsible shall fail to comply with the order
of the Board within the time stipulated there/n, and such order is to repair, or
secure the building to make safe, then the Building Official shall cause such
building to be vacated, if occupied; and shall through his employees or through
a contractor making the lowest responsible bid, secure the building or structure.
(e) If the order is to demolish the building or structure and to remove the
salvage, contents, debris and abandoned property from the premises, and the owner
or those r~sponsible shall have failed to comply with such order, then the
Building Official maw do so thereafter through his employees or through a contracto~
making tl~e lowest responsible bid.
(f) The Building Official maw sell to the highest bidder or bidders for cash
the salvage and the contents of such building or other structure so demolished
which have not been removed by the (~nuer of the land.
(g) If no bids are received for such salvage or contents the Building official
may destroy that for which no bids' are received.
(h) Advertisement calling for bids shall be published by the Building Official
one time in a newspaper published in the Countw.
RECOVERY OF COST= (a) The entire costs incurred pursuant to Sub-section 202.5
or Sub-section 202.10 shall be paid b~ the owner or occupant of the prem/ses
or b~ the person who caused or maintained the violation.
(b) The Building Official shall file among his records an affidavit stating with
fairness and accurac~ the items of expense and the date of execution of actions
authorized b~ Sub-section 202.~ or Sub-section 202.10.
(c) The enforcing agenc~ ma~ institute a suit to recover such expenses against
an~ liable person or ma~ cause such expenses to be charged against the property
as a lien or as a special assessment collectable according to established
procedures.
UNSAFE STRUCTURES BOARD; The Unsafe Structures Board is hereby created,
consisting of nine members who shall be appointed by the Cit9 Council.
ORGANIZATION OF THE BOARD~ A maJoritw vote of the Board membership present
and voting at a duly constituted meeting shall be sufficient to overrule, modify
or affirm any action or decision of the Building Official or to take any other
action within the scope of the powers and duties of the Board.
The Building Official, or his designee, shall be the Secretary of the Board
but shall have no vote.
The Building Official shall provide adequate and competent clerical and
administrative Personnel and such technical or scientific personnel as may be
reasonablw required by the Board for the proper performance of its duties,
subject to budget limitations, and shall maintain a record of all proceedings
in the office of the Buildin'g Official, including but not limited to a court
reporter's transcript of the proceedings, and shall make available for copying
ang and all portions of the record of the proceeding and may certif9 the same as
a true copy and make a reasonable charge therefor; provided the court reporter
shall certify the copy of his transcript.
The Building Official shall provide a regular meeting place for the Board.
-25-
$~CRE~AR~ TO ~ BUiLDiNG OFFICIAL
I. Serves as a personal assistant to the Building Official, handling on
own initiative any problems that arise in his absenoe.
2. Receives, monitors, analyzes and t~es care of personalI~ or refers
incoming correspondence to the Building Official, based on excellent
knowledge of the duties and responsibilities of the office. Through
immediate, but thorough research, provides the Building Official with full
background information, if any, on subject being discussed, based on a brief
request for such inform~tion or in anticipation of the need for it. This
requires superior Judgment, initiative and extensive research of a variety of
sources to secure pert/n~lt materl~/, to determine the extent of ~aterial to
be used, and to arrange in form best suited to present need. Brings important
details of the work of the offioe to the Building Official's attention based on
intimate know/edge of his views and ~olictes of the City.
Reviews outgoing corres/~n~enoe to asoertsin it is in accordance with established
policg , checking for format ~nd t~pographical accursog. Has full responsibility
for deciding what files are neomssar~ for the office. Sets up and changes
files using own Judgmmnt and initiative, Devises and maintains internal office
procedures and serves as the focal point on all administrative matters.
Hakes arrangements for conferences of the Sebastian Construction Board for which
incumbent serves as secretarg. Meetings of the Board are posted by the
secretar~ and minutes of the meeting are written and forwarded to the members
of the Board.
Serves as intermsdiar~ between the Building Official and building contractors.
Familiarity with the names, special knowledge and field of interest of these
persons has a direct relat~onehip to the smooth functioning of the office.
Maintains the Building O~ficialfs calendar of business appointments.
Accomplishes all administrative functions concerning issuance of building
permits after approval of the Building Official.
Is required to prepare numerous monthly reports and distribute to proper parties.
Excellent typing and shorthand skills are required.
-26-
PUBLIC WORKS D~ECTOR
This position will be in the administrative capacit~ with the individual
having a construction background ~n street construction and maintenance,
canals, carpentry, basic accounting, public relations and supervision.
MUSt be able to obtain a Florida State chauffeurs license at tim~ of
appo i n tmen t.
NATURE OF WORK
Work involves the responsibility for planning, assigning, coordinating and
directing the work of subor~nate foremen .and skilled, semi-skilled and
unskilled employees engaged in maintenance work relating to the City Public
Works Departmsnt.
Assigns work within the Public Works Department in the form of orders for
new construction and repairs as needed throughout the City.
Receives, investigates ~nd disposes of complaints.
Prepares and meets budget requirements for department.
prepares and relates activities of the department at all council meetings.
Directs equipment and laborers on public works construction jobs.
Authority to sUSpend with pay any subordinates within the department at any given
tiros until the Mayor and/o{ Personnel Director have made a decision.
Meet with employee on any grievance that may arise and recommend to the Mayor
and council the action taken.
KNOWLEDGE, ABILITIES AND SKILLS
Knowledge of the methods and materials used in construction fields.
Ability to mmtivate subordinates.
Ability to keep and maintain records within the department.
Understand and perform 'duties as outlined in blueprint drawings.
Ability to run grade stakes when needed.
EXPERIENCE AND TRAINING
Graduation from an approved high school or G.E.D. equivalency with adequate
knowledge of the construction field.
Ability to establish and maintain effective public relations within the City.
-27-
$~T SU~VZ$OR
NATURE OF WORK
This is technical supervisor~ work directing the construction and maintenance
of the City street system, canals, and other assignments under the direct
supervision of the Public Works Director.
Work involves responsibility for planning, assigning, coordinating and
supervising the work of subordinate foremen and skilled, semi-skilled and
unskilled emplc~;ees engaged ~n maintenance work relating to the City Public
Works Departanent. A~signm~nts are received fro~ the Public Works Department
in the form of orderm for new construction and reports of needed repairs and
improvements. In addition, the e~lo~ee also makes periodic tours of the City
to determine the need for preventative maintenance. Work is performed under
the general supervision of the Public Works Department Head who reviews work
reports and cost records, and confers with the employee on unusual problems.
ILLUSTRATIVE TASKS
Plans, assigns, coordinates and supervises the work of foremen, equipment
operators, and skilled and unskilled laborers engaged in maintenance and repairj
assigns crews to projects. Assigns tools, mater/als and equipment and coordinates
their use to meet changing work conditions.
Assigns and supervises the work of subordinate foremen.
Assigns and supervises crews engaged in the construction, maintenance of streets,
culverts, curbs, canals, bridges, and other City related projects.
Receives, investigates and disposes of complaints.
Supervises and participates in the maintenance of time, materials, work repair
orders, time sheets, and equipment use records.
Requisitions supplies and materials! participates ~n the purchase of needed
equipment wl th department head.
Performs related work as required.
KNOWLEDGES, ABILITIES AND SKILLS
Thorough knowledge of the practices, techniques, materials, tools and equipment
used in street, canals, construction, maintenance and repairs.
Considerable knowledge of the operating characteristics and maintenance requiremen
of light and heavg construction equip~snt.
A knowledge of blueprints, specifications, materials, schedules, quantities is
essen ti al.
Knowledge of effective supervisorg techniques and some knowledge of office
admini s tra tion.
Ability to obtain a Florida State Chauffeurs license at the time of employment.
-28-
Knowledge of street construction, canals, and other related City maintenance.
Ability to coordinate the use of men, equipment, an8 materials in geographically
separated areas.
Ability to plan and supervise the work of others in a manner conducive to full
performance and high morals.
Ability to keep records and prepare reports, and to express oneself clearly
and concisely, orally and in writing.
Ability to aid in setting up a departmental budget and to operate the department
wi thin the budget.
DESIRABLE EXPERIENCE AWD TRAINING
Considerable supervisor~ experienoe in the construction and maintenance of
streets, canals, drainage s~steme, and other related projects within the Cit~.
-29-
Directl~ responsible to the Public Works Supervisor.
NATURE OF WORK
This is supervisor~ work la conjunction with construction, maintenance
and repair of streets, sewers, canals, city clean-up, m~wing, and other related
duties ·
work involves the supervision of ~ On assigned projects and routine main~nance.
The coordination of labor, materials, construction equipment o~ projects, sewer
and drainage maintenance pr~gral throughout the Cit~. Supervision of City clean
up, canals, and other assigned duties.
Performs manual labor and related work as required.
ILLUSTRATIVE TASKS
Assists the Superintendent in assigning work, supervising the crews, and helps
coordinate the use of all equipment ~eeded to complete a given task, inspects
work in progress and provides instruction and advice.
Performs manual labor and related work as required in assisting men on completion
of work assignments.
I~OWLEDGE ~ SKILLS, AND ABILITIES
Considerable knowledge in the metho&s, materials, techniques and equipment used
in the maintenance relating to work assigned b~ the ~epartment head.
Ability to create a working relationship with all employees under his leadership.
Ability to understand and interpret effectively, written or oral instructions
accompanied by assignments issued to him.
Ability to keep records and prepare reports.
Physical strength and abilit~ sufficient to work out of doors, occasionally
under adverse weather conditions.
EXPERIENCE AND TRAINING
Two years experience in the construction, maintenance, and repair of sewers,
canals, and other related work assignments; with fox, er lead man experience, etthez
by outside work historw or within the department.
DESIRABLE QUALIFICA TIOW'
Ability to obtain a Florida State Chauffeurs license at the time of employment.
-30-
GENERAL
(Laborers)
NATURE OF WORK
This is semi-skilled work in the performance of tasks involving manual
labor. Some degree of manipulative skill is required. Work is subject
to Foreman's supervision at all tiros.
ILLUSTRATIVE DUTIES
Patching pot holes with a~phaltic ~xtures, use of hand tools to perform all
twpes of laboring task including ~aintenance of streets, sidewalks, curbs,
docks, and other related w~rk. Oc~asionall~ operates trucks and other light
equipment as sewer clewing equipment, backhoe, mowers, and other related
equip~snt for genera/ maintenance of Citw. Builds or assists tn the performance
of brick, masonrg, and cemnt work in the bu]ldings, rebuilding and repairing
catch basin inlets, and other related duties relating to building maintenance, or
street maintenance.
Digs and backfills trenches for se~ers, cleans drainage ditches, both with
machiner~ and hand tools, cleans storage areas, public work yard, and other Cit~
property. Maintains all areas throughout the City as to refuse pick up and
other materials necessar~ to beautification of the Cit~, and other laboring
tasks required of him. .
KNOWLEDGE f ABILITIES AND SKI~LS
Ability to perform work tam, lying physical strength and endurance and to withstand
exposure to variable weather and ~ditions.
Abilitv to understand.an~ interpret effectivelg, written and oral instruGti~n~.
Knowledge in the meth~d~, ~terials, techniques and equip~ent used in the
maintenance and repairs of sewers, 6rsinage ditches, canals, streets, and other
related duties.
Soma knowledge of the mthods, tools and materials ~ed in the construct~,
maintenance and repair of equip~snt and buildings.
Abilitg to obtain a Florida State C~muffeur's license at the time of emplowm~nt.
DESIRABLE EXPERIENCE AND TRAINING
Experience to perform manual labor.
Abi li t~ to work wi th other emplogees.
-31-
Is directl~ responsible to the Supervisor, Public Works Department.
NATURE OF WORK
This is a skilled mechanic in the repair and maintenance of automotive,
truck, sm~ll gasoline engines, body work, painting, and general servicing
of gasoline powered equipment.
Work is subject to inspection or cheok while in progress and upon completion.
This position will requi~e knowledge and ability to ~eld all t~pes of metals
and equipment.
Assignments and/or instruction~ ly ~e received orally, written and from
blueprints, rough sketches or penciled layouts which z~quire the e~logee to
exercise considerable independent ~udgs~nt in the safe co~pletion of each projectl
however under the general supervisio~ of the Street ~u.pervtsor.
ILLUSTRATIVE DUTIES
Repair and maintenance of all city owned units.
Servicing of all gasoline powered units; oil changing, greasing equipment,
tire changing, etc.
Maintain tools and welding ~uipment.
Ma~ be required to perform body work and painting on all types of equipment
including automobiles, trucks, tractors, etc.
Reguired to keep records as necessarg Pertaining to ti~ worked, parts or materials
used.
NINIHUH QUALIFICATIONS
Considerable knowledge in the repair and maintenance of gasoline powered engines.
Ability to read blueprints, shop drying, rough sketches and/or pencil la~outs.
Certification from accredited welding school or apprenticeship training (documented)
or one (1) ~ear of practical experience in all metho~ of wel~ing.
Skill in bod~ work and painting of auto~biles and trucks.
Skill in the use and care of hand tools, and machine tools emplo~e~ in gasoline eng~
repairs and adjustments.
Aptitude in the use and ~aintenance of hand and machine tools.
At least o~e (1) ~ear exper~[ence a~ ~ mechanic
Abilit~ to obtain a Florida State ChsuffeuWs license at the time of employment.
-32-
EQUIPNENT OPERATOR
IS directl~ responsible to the Foreman.
NATURE OF WORK
This is skilled work in the operation of heav~ and complex earth mmving and
cons tructi on equi pm~n t.
Work involves responsibllit~ for the safe and efficient operation of heavy
c~nstruction equipment involved in street and sewer construction and maintenance.
Emplo~ees must exercise ~l~erable skill in operating road gra~ers, rollers,
in excavating deep trenches and in c~struction and reshaping roads, and in
excavating for sewer and canal c~nstFuction work. Work ma~ involve a degree of
hazard to individual operators. Supervision is received from a supervisor who
instructs emplowees in work to be performed and reviews progress bw personal
inspection.
Normallg work is performed on a variet~ of t~pes of equipment for varying periods
of tim~, though in soma instances emplo~ees perform work on the same
equipment during seasonal per/ode. Operators may be required to make minor
operating repa/rs and adjustments.
Employees also will be required to perform manual labor and will be responsible
for maintenance of equipment' while operating the machinery.
ILLUSTRATIVE DUTIES
Operates construction equipment in street repair, maintenance, and construction
acti vi ties.
May operate a diversit~ of automotive and heav~ equipment as the occasion arises
in furthering a variet~ of public works projects.
May operate a standard truck, tractor, loader or other light auto~tlve equipment
as requ/red bw departmant workI~d.
Makes minor adjustments and repairs on equipment.
Fills holes, repairs road shoulders, ~k~es ditching, and drainage construction with
graders, bulldozers or other construction equipment.
uses lo-boy to move tracked machiner~ to other public works projects, unloads
lo-boy.
Makes some field repairs on equipment operated, and keeps equipment clean; greased,
oiled and otherwise cares for equipment.
Ability to understand, carr~ out, and transmit ora/ or written orders.
KNOWLEDGES, ABILITIES AND SKILLS
Knowledge of the methods and techniques used in operating and moving heav~ equipment
and machinery.
Knowledge of the operating principles of internal combustion engines, and of the
methods and materials used in servicing and making minor repairs and adjustments
to automotive equipment.
Ability to obtain a Florida State ChauffeuWslicense at the time of employment.
-33-
KNOWLEDGES, ABILITIES AND SKILLS (toni'd) Equipment Operator
Sufficient physical strength and agility and freedom from disabling defects to
permit equipmsnt operation and to perform strenuous laboring tasks, often under
adverse co, dj tions.
SPECIFIC DUTIES AND RESPONSIBILITIES OF MOTOR EQUIPMENT OPERATOR
a. Daily operations.
The following services are to be performed daily on the vehicle to ascertain
that it is ready for operations:
I. Fuel, oil and watar.
Check the fuel, oil and water levels.
2. Ti res
Check tires for proper inflation, unusual wear, and penetration of foreign
objects.
3. Leaks -- General
Check the vehicle for indication of fuel, oti, water, gear oil or broken
system leaks.
b. When in operation.
Observe operation of instruments, breakers, steering, engine and power driven
units. Report all unusual noises or improper operation on prescribed form.
c. Weekl y.
The following weekly services will be performed by the drivers, as scheduled:
1. Clean equipment.
Wash vehicle, clean interior of cab and body and clean engine compartment.
2. Battery.
Clean batter~ carrier and terminals. Check and lubricate connections.
3. Assemblies and belt.
check carburetor, generator, regulator starter, and water pump for l~ose
connections or mountings. Check adjustment of fan and drive belts.
d. Drivers operating light pick-up trucks (3/4) ton or below or passenger vehicles
which are equipped with lug wrench, spare tire, and jack are required as a part
of their duties to change tires when necessary.
DESIRABLE QUALIFICATIONS
Experience in the oPeration of autommtive equipment such as trucks and tractors;
and completion of the eighth grade of school.
-34-
NATURE OF WORK
~X~ING MAINTENANCE
PARKS AND RECREATION DEPARTMENT
Th~s is a position involving the responsibility for the maintenance, repair
and modernization of municipal buildings and recreational facilities. The
work is performed under the general supervision of the Public Works Department.
A moderate degree of independent judgment is needed in determining the methods
of satisfactory completion of work assign~ents. This position wi'il also involve
the maintenance of lawn and other related duties for beautification of the
bui 1 di ngs.
ILLUSTRATIVE DUTIES
Maintain, repair and modernization of municipal buildings and recreation
facilities.
Groundskeeping and maintenance of the municipal areas, park, and other City
owned recreation facilities. Also required to mow and maintain area around
Chamber of Commerce Building.
Work is performed in accordance with written and/or oral instructions.
Work assigrm~nts may include painting, plumbing, electrical, maintenance,
carpentry, roofing, .repair of mechanical equipment, or other work as desig-
nated by the Public Works DepaJtment.
MINIMUM QUALIFICATIONS
Skill in the use of power and hand tools and their maintenance.
Knowledge of painting and maintenance of municipal buildings, rough and
finished carpentr~ and concrete work.
Knowledge in landscaping and landscaping maintenance.
Knowledge of occupational safetg precautions.
Ability to act as public relations representative dealing with the public
concerning the use of municipal buildings and parks.
Cleaning of toilet facilities in municipal buildings and recreation facilities.
Ability to obtain a Florida State Chauffeur's license at the time of employment..
- 35 -
NATURE OF WORK
This is semi-skilled work in the performance of tasks involving manual labor.
Some degree of manipulative skill is ~equired.
Employees perform laboring and maintenance tasks requiring an average degree
of skill and knowledge, usuall~ acquired by experience in nurseries, landscaping
firms, parks or allied work. Ail wor~ is subject to inspection while in process
and upon completion, although these employees ams expected to work without close
supervisic~ on all regular phases o~ work assig~ed.
ILLUSTRATIVE DUTIES
Operates small tractor ~wers , wmlkin~ mowers, tri~ng, drives trucks, r~. p~irs
sprinklers, repairs equip~mmnt, maintains storage shed.
Hark off grave sites for burial mez~c~s.
Naintain_$, fertilizes, ~ows, prmles, edges grass, plants, shrubs, flowers,
and trees in cemeterg.
Keeps records as required.
Maintains and keeps tools for general ~aintenance work.
Performs all related tasks required to properly maintain cemeter~ in a high degree
of beautg as possible under existing soil and climatic con~itions.
KNOWLEDGE ~ ABILITIES AND SKILL~
Ability to understand written and oral instructions. Some knowledge of the
methods, tools, and materials used in park maintenance.
Abilitw to obtain a Florida State Chauffeuf s license at the time of appointment.
DESIRABLE QUALIFICATIONS
Abilitg to perform heavg ~anual labor.
- SOJ ECT:
CLASSIFICATION SPECI~TION - Police Officer
JOB SUI~IAi¥
T!~is job is located in the Police Delmrtm~t ·nd is the entry l. evel position for
.,ll .~,orn officers. Prior to initial Job a··tgnment~ the ~mployee is required
:,, ~ucccs~fully complete colle[~ level work tn the Indian ~iver C~unity College
;',,l ici' Academy as prcscribed by the Florida Police Standards and Training C~iselon.
"~.,,n completion of the Acad~y~ tb~ officer Is no,ally assigned fl~ld duty.
,t,~'v consists of both r~tine and c~plex law enforc~nt responsibilities.
::~ :,, ral job functions include: (A) reportin~ and doc~tation; (~) enforc~t
,: 1,,,'al.. state and federal l~vs; (C) preliminary tnvesttg~tion; (D) preservsti~
,~ ,,:~ft. ty, pi, nco and securityl ~nd (E) ~lscellane~s.
r!,,., cn~ployee usually work· lndepend~tly ~hlch neces·ttate·a hish de[res of self-
.l,~cipltne, ietegrity and de¢lsio~ lnaki~ ability.
},i,,,?ort lng arid
:~,, 'tunt,nt :it ion
DUTIES All) RE~ON$I~Ii. ITIE$
The police officer performs · vide range of tasks which require
the officer to make formal narrative reports. These reports ara
both verbal and ~ritt~ and ·re for the purpos~ of recordin$
and docun~tt~ events, info~ati~ a.d evidence. Some s~pl~s
Completes a Unlfon~ Traffic Citation for~ by writing in the
required information in order to legally charge a traffic
offender in county court.
Prepares a narrative summary report of details of traffic vio-
lations for ~ourt officials.
Completes a Florida Accident Report by writing in the required
information as well as co-posing a narratlvo summary of the
details of the accident and its tnves~igation in order to legally
discharge hi· duties as an accident investigator.
Cc~nplete· an offense report in a narrative style on any and all
tasks perished and information gathered in the investigation
of felonies ·nd more ·ertm~s ~tsdemeanor· in order to ~acher in
loEtcal sequence the details of · crime and its investigation.
Dictates narrative reports on tasks performed and information
gathered off all called for services.
Completes Medical Examiner Reports by writing in the required
informs·tins and compiling a narrative description of the details
of an unattended death and its investigation.
Completes Juvenile Referral Forms for the Florida Division of
Youth Services by ~rittn$ in the required information and cmn-
Conducts far,mi end informal lnnpectl~n of personnel and equip-
sent under his command.
.'I iscel ]aneous
In addition to the preVious job functions, lieutenants must par-
form numerous other ~ob related tasks. Some examples are:
Testifies itt court.
Drives police vehicle in order to be available for assistance
to subord~nntes and citizens and to furnish operative super-
vision.
Porks yachts the heedq~arters butldbq tnteraittantly providtu8
pr eo~t ·
At tenda/portictpetem mm an active member on departmental and
pl iveco ceuemtttomm mod boards.
~svers corroepoedencn providinK lnforuetion as needed.
JOB WE({U IRE~NTS
I.~ addition to requirins the same abilities, skills and knovledse of the lesser
,-.mklng officers, but to a hllher qualitative degree, the lieutenant should also
{.,~st;ess the follovin$:
~'kill i,3 personnel manasemenC.
,:,~owledge of techniques of problem salvage.
..\i, ility to It. ad by example an~ to apply intelligent metJ~ods of leadership.
~'~,owl~-dge of the elects, criteria ~ f~ctors o~ foml evaluations.
~,~o~]~.dg~ of and the ability to apply the ~ovledne of ghe many facets of recos-
hazed principles of police n~inistratioa.
IYALUATIQIi CP, ITltRIA
l~ifficulty
The lieutenant must identify the problems end needs of the
asslsnd division amd initiate plans and direction to correct
them. Jlio choice of ~ubordinat~' task performance viii
deterub~o the dtvioio~'s quality of output.
Decisions are frequently based on abstract variables and
feedbeck is often subtle and couples, Accuracy is requital in
decisions and the Ii.tenant is ~ld accountable for the
c~ ~ ~r~al octl~ Or active tak~ by subordinates,
The dtffi~lty of tb ~sitt~ is elewt~, for t~
subordbotoo* to~o are vari~ n~d c~plex and require dis-
cretl~ ~udB~ont, C~ntrol over subord~ates' co~itionn
of mplo~t is liuit~. ~r~8 niiht tine, holidays and
SUBJECT: CI.&SSIFICATIO# SPECIF*ICATIOM
- Lieutenant
jOI
Thl~ Job is located tn the police department and is both an administrative and
opt~rative supervisory position. Entry to this classification is limited to
promot$on from the rank of strlmmnt or detectiv~, ~ lieutenant is normally
assigned within one of the f~r police divisions. ~ese divisions are uniform,
det~.-~iv~, auxiliary and a~l~ts~rativ~. O~n~ral ~ob functions ~re: (A) Reporttn~
and Docu~entatt~; (B) Tr~l (C) ~forc~nt of [~ral, ~tate and local lavsl
(D) Preliminary inve~tl~tio~sl (E) ~r~s~ati~ of safety, peace and security;
(F) ~or~ pl~nnin~ and or~anisatl~l (G) ~rk assignment and revtev~ (H) Persmmel
5upe~t~ion and (I) Htsc~lla~ous. I~ ~ddttion to ~h~ skills, knowledges and
abilities ~eneric to th~ classiftcation~ there m~y be positions with ~dditional
requir~ment s.
jOI FUNCTIONS
Rept,rt lng and
Doc ~u, eat at t on
AlthouIh the lieutenants* job functions in the area of repart-
iai and documentaries remain essentially the same as with
those of lesser ranks, because of additional duties imposed
by the n~ture of the classification, the quantity in the same
area is soee.~lmt disintshed.
Tra inane
Functions in this area are essentially the same as for a
sar&sent.
Enforcement of
Federal, State and
Loca 1 La~s
The lieutenant must have a knowledge of and be able to perform
a wide ranis o! lev e~forcement duties. These dutit's are
defined by and r~ulated by federal and stati laws, city
ordinances, camm Imam, departmental policies, procedures,
~les m~ relulati~s m~d recognized methods and techniques
of creWel.and traffic enforc~t. $~e examples are:
Arrests suspects and offenders when probable cause exists.
vcitel traffic citations to violatorl of state and city traffic
v relators.
Shoots pistol to defend self and others.
Responds to appeals for service, help and complaints and
endeavors to smtiafy the needs of those citizens requesting
aid.
Verbally warns offm~dera to cease illegal behavior in order to
prevent further breeches of the lay. Tbs determining criteria
for either warninE or arrestin$ lies in the extenuating cir-
cumstances surroundi~l the situation.
Re~ovea abused et nellected children from their immediate
environment and places them in custody of state services.
Because of the nature of the duties inherent in the classifi-
cation, the lieutenant's function in these areas are diminished
end duty, th· liel~Rm~t is responsible for ell ~ce
personnel ections~hd handling of emergency situal~iq~ns, both
operational ·nd ·dutnistrative.
In addition to the above he is also subjected, to a lesser
deltas, t® those sm· difficulty factors as the police officer,
corporals ·ox'leant ·nd detect·v·.
)~t,~rpersone!
Rel at ion·hips
Interp·raonal rel·ticmshiPs are ·east·ally the same as the
t;erie·nts, but to both · higher qunntitative and qu&litativ·
delree.
~orklng Conditions
^1! positions withte this classification require the lieutenant
to work rotaries eilht hour shifts tn · staggered tine sequence
tmder all ~mvtrormenta! conditto~·. Ne must be able to adjust
efltinl and al·spiel habits accordinsly, Ne occasionally
encounters both health end safety hasarde and may be subjected
to bodily hnru with the possibility ef loss of life. Ne is
subjected to e~erseecy call-outs n~l ·steaded touts of duty.
The Ii·ut·meat mot attend staff mttnss and partic~lmt·
o~ hoards ~&lch My bo held on hfs off duty tiM.
l~e lieutenant ~ust k~ a~le to ride amd drive a motor vehicle
for ~tendd porimle amd to ~ithstnd obnoxious odors and
v ie~ helloes crtsm lptd ·cc·dent sceB~.
~ecistona ·re frequeetly made under stress ctmdttions ·nd in
stress situ·tionn m~d have far rsnchin$ effects on th· depa~t-
nent~ the IMdblic and the individual. All sworn classifica-
tions ara subject to internal, public, social sad family
pressures ·nd stress which are directly related to the workin~
condition.
ica]
The criteria in this area is the same ss for all other sworn
per snobol ·
' ,u p,,rv is ion
The lleutennnt receives ienez"olized work assign~ents from their
immediate ~upervisots or other superiors, end most often is
without detailed instruction. The lieutenant*s work is
periodically r~te~ and ~nitord by the i~ediate supervisor
by m~ns of perfo~ance eval.~tl~s and by viewin~ tasks beins
perfo~ ·
Personnel supervision responsibilities include officers frou
the r~nk of police officer throuih sersennt or de~ective and
at night, holidays and weekends extends to ell d(partmental
personnel, includin8 civil.inn personnel. Span of control
var·os .with the position assignment.
'r,,'hnlcal ?slice
A. ', ]vities
Ceuneels v~lsb_subordtnntes during and off con-
earning bo~epartmental and personal F ·
T~a captain must have s knowledge of and perforn s
wider range and variety of law enforcement activities
than those of lesser rnnk. T~se act~vltle~ nrc relat~
te departn~tel policies, pre.urea, rules, rqulat/ona,
f~eral and state laws, city ordinances, case la~,
r~nlz~ t~tques of crlmlnal and traffic tnvestSSa-
tl~ human relations, personnel matmgement and police
administration. Some examples are:
Determines the need for other agem'les, authorities and
police specialists at the scenes of major crLme.~, acc,-
dents or disasters.
Asatmes couun&nd of accident, crime or disaster scene
when the ranking officer present and nature of acttvLty
is within the authority of his division.
Arrests suspects and offenders ~hen probable cause exists.
Provides tnfor~tton to tndtvidusl~ and groups seeking
assistance in solving crt~i,nal and civil matters.
Formulates policies, procedures, rules, regulations,
changes and ne~ laws and ordinances, etc.
In additt°n to those duties already mentioned in connection
vlth personnel such a~'work planning, organization, assign-
meat end review, and personnel supervision, the captains
are considered a part of management and in such capacity
are active in the re~ulatie~ of conditions of ser~ce
such aa wcationa, ~ick ]sews, transfers, hour~ of work
end attendance end the provision of effective machinery
for iintainin~ department discipline.
Division Captains assist the Chief in budget preparations
by supplying continuouMy updated lnforeation concerning
needed capital trees as well es everyday vork~8 exp~dt-
rural and the necessary doc~tett~ concerninl ue~e
and ne~. ~ administrative captain prepares the ~dlet
for the entire depart~ent tn m technical ~ense subJ~t to
eu~lesttona aaa criteria set forth by the Chief of ~oltee
a~ ether captains.
In addition to the previous Job functions, captains must
par[ora numereus other job-related tasks, gome examples
ere:
Drives police vehicle in order to t,e available to sub-
ordinates for supervlsional assistance.
Mi.~cell aneous
Fotu~lstea, ~ves and ultimately enforces art-
mental policies, procedures, rules and regulat(ons.
Prepares or supervises the preparat to~ of all budget
estimates end controls the ultimate expenditures.
Orlanttee t~ depertm~t es t~t related police ta~ks
ate Itoupd for alst&~ent, unclog c~npetent supervision
for efftct~cy ~d effeettv~eee.
~stabltshe. e~ maintains n l~ica], and efficient chain
of c~a~ ~tth definite ch~nela of co~untcation,
responsibility end authority.
Nakee or eppr~es all personne~ assignments within the
d epa r t~nt.
~l~ates ~th~/ty e~ ree~eeibiltty to subord~ates
~ he ~$ wecee~ry a~d p~t.
Dtr~tly ~viflo the divttifl captains.
b~tnino strict discipline tbrou~ut the department.
C~t~la t~ ~ of ,all p~o of disciplinary actions.
la a~itt~ to the Job functi~s fllready described, the
Chief be n~$ other duties ~tch are ~ob-related.
~e exa~les ate:
lepre~ts the department and the city in all external
tel at toes.
~Ol Ri~U ltENEh'T S
E~;t;entially the requtremaa~ts for the Jab of Chief of Police are stellar to those of
a captain, but at a substamtielly el~etml level, lncludins an ability to corr(-lste
the actions of all the separate divisive vith~ the d~artment and also the
actions of the department with other ~tty de~ttnente ~d organizations.
EVALUAT IOn CItlTERIA
D if f iculty
The Chief of Police must identify and isolate needs and
problems both af the departumflt and those of the city as
they lie within the capebilitiee of the police department;
add telerate pines a.d dtrectioe to correct thee.
lecisioal, place end direction are frequently based o~
abstract and cemelo~ variables. Fe~back is often subtle
~ c~lex. Accuracy tn hie d~isiono is requtr~ ~d
~ ts ~ld ult~tely resp~eible for those decisions
as ~11 oo the active of ~brdtnateo. This res~nsi-
btlity to ~t~ by tb varied and c~lex nature
of t~ tasks ef tb suberd~ateo and the necesstt~ of
tr~o dioctetto~ty ~U~m~t. Control over the
Wozkins Conditions
Phvstcal
Superv i s t on
subordtnste.O~__rkin$ conditions ts diminl:teo~by bar-
{einins contracts and city personnel te~ul ~s, lie
ia subject to till-out it I~y t~e and his vorklng
bouts are centrolled by necessit~ on a day-to-day
Aa vith the calKe~ns, slt~h the possibilities of en-
counters · f tmelth sad esfety hszsr~s ts diminished
Is c~p~rtm ~i~h l~ss~r r~nks, it s~ill exists, even
~o t~ ~ssiktlity of losl~ life. Decisions are
frequ~tly ~e ender stress conditions and have a far
reacht~ eff~t ~ the de~rt~nt, the citizenry, the
city l~ermet aha the individual. This classifi-
cation is subJ~t to internal pressures, ps,Itc critt-
ci~ and s~iel pressures.
Criteria tn this area are sLeilsr to those of the
captain.
~ Chief of I~olics il supervised, in In infrequent
very broad end le~eraltzed maker, by ~
As a ~blt: ee~ent end mployee and displayed in the
~blie eye thresh n~s m~tm, his actions are in effect
~pe~tsed by the $eneral ~blic. For the most part
he is ~pe~is~ by initiative and intelligently derived
priorities. Nra ~tk is r~l~d on an obse~ance of
outc~e basis by the ~bltc a~ the City
Personnel supervision responsibilities include the entire
persoflnel of the department.
posing a short n~tive descrthin$ the details
gat ion and the ·~ll~he~ston of · juvenile,
Completes · State's Attorney form for al! felons arrested by
writing in the required tnformntLon and composing short
sum·aries in a narrative style describing der·ils of the
offense and Its subsequent tnvestilatton.
Completes Attest Affidavit fores for ell non-traffic arrests and
for ·11 persons for ~ It ts desirable that arrest warrants be
issued by ~rlttng tn the req~tred Information and a summarizm~
narrative descrtbin~ the essential details of the offense for
which t~ subject ~ms charged.
Co·pi·tea various other report forms by ~rritin! in the required
information, such ·s correction notices, courtesy notices,
faulty equipment notices, evidence nnd property ch·in of
forms, park~8 tic~eto, jail cards, vehicle i~ndment inven-
toP-ism, refusal to su~it to ch~ical trot for intoxicaCl~
fo~, r~oot fo~ bl~ analysis roms, request for la~rnto~
analysis of evid~ce fom, vol~tnry waiver form and all tho
various b~ln8 fo~.
I! the Police Officer is s qualified bresthalyser technician
and/or a radar operstoe, he has further responsibility for
alcoholic influence report for'ms, bl0~l alcohol concentration
iotas, bresthtlyzer test lo~s and radar arrest lo~s.
'ii a breethalyzer mot·term·ce operator, he is further responsible
f~,r the monthly bresthalyzer m.~tntenance for~ and checklist.
Discharges many of his duties 1,y verbal cc~municetlon with the
public.
Testifies in court by verbal con·mn·cation.
The officer.m~st have a kno~lodge of and be ·bl.e to perform a
broad range of lev enforcement duties. These duties are defined
By and regulated to Federal and State Laws, City Ordinances, Case
Laws, Depertme~tal Policies, Procedures, Rules end Regulative
and recoint~ net~odu and techniques of criminal end traffic
esi·rcm·at. Some ex·plea ate:
Arrests suspects and offenders when probable cause for such
arrest exists.
~rites traffic citations to violators of State and l,ocal Traffic
l,aws,
Shoots pistol to defend self and others.
Inspects licensed establishments to insure compliance with State
and City laws.
Patrols assigned zone by driving a Police Vehicle, observing
people and things in order to act el $ crime deterrent.
i'] .,! iminary
!~,,,..~! t~:;l! ions
'~'~ ,trity
Responds to appe~for service, help, and complines and
endeavorl to zltil~y the needs of those citizens requesting aid.
Verbally warns offenders to cease illegal behavior in order to
prevent further breaches of the peace. The deternining factor
for eSChar ~arnir~ or arrest lies in the extenuating circum-
stances aurre~ndi~ the situati~.
Removes abused or nql~ctt~d childrmn from their immediate sur-
roundi~a amd envirmmsmt and places them in the custody of
st ate lei=vices.
The officer performs diverse tasks which involve the recoEni-
ties, collection, preservation nnd analysis of evidence and
information. These tasks often require the officer to use
initiative and creativity. So~e examples are:
latervi~w/interrogates victims, suspects and witnesses.
Inspects buildings to locate unusual activity, criminal activity,
or suspicious people et activity.
Executes search warrants for vehicles, buildings and people.
Acts/role plays in · required manner to assume the character
image of many diversified groups to accomplish his task goals.
The officer assists groups and individuals preventin~ oppor-
tunities for crime. Officers aid and give cumfort to those who
are in distress. Some examples are:
Assists stranded motorists by sun~oning the help they need.
Directs and controls traffic by giving hand slKnals and blowing
a whistle in order to maintain traffic flow.
Talks with ~itlzenz to provide advice/information on criminal
and civil Inv, Bares directions or aids people in solving
criminal probl~-e.
Determines if a person tm dangerous to himself or others and
re~ponsible for their actions by evaluatin~ the mental stability
of the individual.
Elves first aid to victims of crimea and/or accidents in order
to preserve life and prevent further injury.
Recovers stolen property by any legal means available such as
being diligently alert for known articles, being aware of aus-
picious circmlltaWCel which tend to indicate the possibility
of the whereabouts of stolen property, answerinl and follouiml
leads provided by tips received from personally developed
s~urcez of informati~ az well as open calls from citizens
offering information and assistance.
Performs inspection services which include, but are not linitad
to routine and non-routine physical examination of doors and
~indo~a of busin~Ptses and ho~es Which may be potFfitiel targets
for burglary, garages and parking lots for potential auto
thefts, and parks, bowling alleys, pool halls, bars, theaters
and any place where people gather in order that his presence
will help reduce the.initiative of a potential criminal a~/or
~roubln ~or ~d failing this. ~ t~C he might be clos~
.mou[h t~ a probl~ ~en It occurs t~t hn night apprsh~d t~
~ron[ d~r or at lense ntntntz~ his m~l-secial efforts.
In addition to above listed ,TO! FUNCTI~$, the officer must
perform many other Je~ related tes~a. Some of these are:
Talks on police radios to cormunicete vtth headquarters and othel
officere.
Naintains police revolver and other uniform equipment.
Verbally commnicatea with other officers to exchange ideas,
tnforumtion ami solutions to l~v euforceuent problem,
Verbally notifies parsmts and guardians of the arrest or detentic
of a ~uvonlle.
Verbally confers with the Stat.~ Attorney in order to answer
questions or give advice concerning all aspects of a criminal
case.
Occasionally performs special.izod duties such as, but not limite~
tOg
a)
Breathalyzer Technician. which involves intensive trainin~
to receive a basic knowledge of several physical, scientific,
chomical end math~tical principles in order to effectively
function.
~)
Radar~}perator, Which Also involves training in excess of
that received in the basic academy in order to effectively
function.
Ability to control personal elettcms and reactions,
Ability to communicate effectively both verbally and in writinS.
Ability to make decisions.
Ability to adapt.
Ability to learn.
Ability to interact with others.
Ability to maintain high ethics.
Ability to maintain
Abliity to develop good pove~ ®f ohoe~ti®n a~d of ~ry.
Ability to develop and mintain physical qllity and strm~th.
EVALUATIO~ CRiTERZA
Difficulty
This Job consists of yell situstiot~s which are of a non-report~
tits nature. NaRy coq~lex decisions are based on concrete and
abstract variables r~irins a h~h dqree of accurecy. This Is
partt~rly evict ~ lif, or tsith sittmti~s. Decision~ are
frequ~tly ~de ~der stress and the officer is held accounta-
ble for the ~ re, It ~ ~11 as t~ l~sll~y by which that
result w~ r~chd, li~u~tio~s occur which ~ly result In the
tik~ of ~oth~r ~rs~*s life is ~11 ss the loss of his ~.
Interpersona!
Relationships
The mployee 'r~utinely talks/confers with individuals ~nd groups
of all ~ocio - economic levels to pro~lda lnfonmtion, direct
their ~~ta smd ~lve pr~l~ of ~tual interest utilizin~
te~elo~ ~d ~r~l~gy c~sistet ~ith their subculture.
~e officer ~rko closely with other l~ enforcement a~encies,
other officers e~ ~her pFofeooi~lo ~ch ao lawers, doctors,
Ju es, etc.
Working Conditions
The officer is subjected to stress rosularly. Nest positions
vt thin this cllssifieation require the individual to york on
rotatlJ~ .eitbt I~ur shifts under all envir~ental conditions.
~e to tb shift retails, the officer must be able to
renault oat~ ~ ol~s
The ~l~ye~ routiuoly ~wcmmt~rs both health end safety hazards
of l~o ~ life. ~ il ~bj~t to mrgency call ~ts and
occasi~lly ext~ t~ro ~ ~ty. Frequently the officer
req~lr~ t~ t~tify ~ e~rt ~r~ his off duty
offi~ ~et ~ ~1~ t~ drive · ~e~ v~tclt for ~t~nded periods
~f t~ ~ ~st ~ ~lt to vithst~g obnoxi~s odors ~nd vi~
hein~o cr~ ocen~ ~ accident Keneg.
Stress sttu·t ~re frequently encountered ln~tornance az
the position's [es end responstbiliiies, Thi~ls evident
situation· lnvelvin$ ht~h speed c~ses, ies~ifyin~ tn c~r~,
shootouts~ tim~ listts~ publtc criticism, socisZ pressure sad
dealtn~ always with the subtleties and vaBaries of civil ri[hCs
interpretations.
The officer must be able to defeml hinself end others tn
physical combat, Officer uust be able to lift or move people
and very hear7 objects. The lndividaal has to ~n for versus
~istances, sv~ varies distances ~d climb, J~p or othe~loe
~u~oun~ physical obstacles.
l'he ~loy~s r~lv~ [~nersltz~d wor~ assi~men~s fr~
i~edis~ ~p~iso~ or o~ber superiors and ~os~ often
~.it~ l~t~llg instruction. T~lr work is sub~ec~d to p~ri~l
review by their l~tste supe~isor by ~eans of p~riodic
formanc~ ~v~lus~l~ vis~sl ~onttorl~ of tasks perfo~
revl~ of r~ports.
~cccptcd as a Police Officer in the Sebastian l~oltce Department, the employee
have first ~ained the approval of tbs Florida l~olice Standard· and Traininl
' ,,.,~Ission. To ~atn this appzoval, the followlnR criteria re,st be met:
ls 18 years or older and is · United States Citizen. Copy of birth
(.,.rtificate mu.~t he furnished.
2. ,~lust have a High School Dlplo~ or cq. ivalent.
3. If hc served in the Ar~ed Forces, must have a copy of 91)214 shoving an
It,morabl e DI schar~a.
lt.~s been f ingerprintenl and those prints processes for criminal history
~ith the Florida ~ureau of Inveotisati~ and t~oe prints filed with
thc Florida Police St~dards and Training Cmiesion.
5. ~ust pass a complete physical exmeination, including an EKG,
6. ls of good moral character and hee not been cenvicted of · Felony or
a ~tsdemeanor lnvolvtn~ moral turpitude.
7. ~ust pass a pre-e~ploy~ent written examination,
8. ~u~;t pass a physical ~ility test.
SUBJECT: CLAS$IFICATIO~ - Cor[~rel
JOB St~OMJqY
Th'~s job is located ia the Police Depart~t. Entry to this classification is
1 ;~:',ited to promotion fro~ the rank of l~olice Officer. T~e Corporal ts usually
a,,,' tgned to provide for on*the-Job tr~lnl~s to · probationary officer. ~ties
c,,.~tst of both routine sad c~lez lev ~forcemen~ resp~slbllities. General job
f~t~,'tton~ include, but are ~t necessarily limited to: (A) Reportinl and Docu-
~...:~ation; (B) TraSeal; (C) ~forc~eat of Federal. State and Local
(!'~, Preliminary lnvestia~tioeel (~) ~rese~tion of ~fety, Pe~ce and Security;
i'" Occasional Personnel Supe~ision; end (C) ~iseellene~s.
f:..},orting and
D,~,-u.~ent at ion
Duties Nd resp~sibtlities in the ores of reportinS end d~cu-
mentetlN are the sma as for a police officer with the ~t-
ties of t~e foll~l~
Completes field traintnS checklists for probationary officers.
Cl~plet~ issued equl[~ent roms for prober{chary officers.
The Corporal ~tves o~-the-Job tratninB to ney sworn personnel
and evaluates th,~ir ~eork pro~reas o~d development, in coopera-
tion with the
l.eada, re~iev and approves reports mede by the new officer and
r~akes SuBBestions for. chan~cs when the report, is found inouf-
J'icient.
Instructs/Demonstrates the u~e of rcmttne and specialized work
equipments
Dt,monstrete~ and explains work methods and techfliques,
J'~forc,.:~m~t of Local,
and F~,dcral Duties and responsibilities in the area of enforcesuent of l~al,
state ~nd federal la~s are the sem~ as for a police officer with
the addlttoa of the following:
:'~,,lim inary
I ::vt,,,,t iF. at ions
!':-,.server ion of
,f,.ty, pc~ce and
·
~, c;lsion,iI Per.~orlnel
.' ~pt.l'%, is iorl
Patrols assigned zone/area by drivinB a police vehicle, obaarvin
people and thtnBI in order to act es a creme deterrent.
Duties nod responsibilities in t~ area o~ preliminary lnveeti-
~ations ere the s~e as for a p~lice officer. *
The duties and responsibilities in the area of preservtion of
safet'~, peace ~nd security are the sane as for a police
officer.
The Corporal, on occasion, finds himself the ranktnS officer
within a unit who is available for supervisory assistance ~
supervision. On these occasions, for a short period of time
Ni scs! laneous
Duties mad respoeatblltties in till uiscelllneous aree ere tlr
sase ee fo~ · p~ltce dficer.
JOB
.%bility to give on-the-Job trsinin$.
it>, to cvaluate work performance.
%ktll in recognizing and ide~tifyin8 criminal acts.
!;kill in motivat~nS and de~elopis8 desirable traits is trainees.
Ability to apply invettigoti~o techniques end procedtree.
C,,ow],.dr, e to tuvantle pro~e6um.
~btlttv to adapt to vartof ~ situations.
Abe] ity to assume coum&ud fee a temporary time a~d then relinquish it.
..xbility to apply a cmuuoud $1tu~tio~ is the manner is ~d~ich his ismedtate superior
, onsistently approves.
In addition, all those ]ob roquiremeute as applied to the police officer classifi-
l.at ion specification.
Di ff ict, lt y
~I~;ALUATIO~J CRIT£RI~
Thio job. consists of the sam difficulty criter~ as does that
of the ~olice of fleer. In additiot, the cor~oral co~frouts
precarious w~ oituatt~s aM obltane~oly m~ltors, leiden
In! t.i pcrsonal
',,'1 at ionships
A corporal's interpersonal reletio~ships are identical with
tho~ of a police officer with the a~ditim of bei~ is close
md cmltmt c~t vith n~ ~lice trainees.
~?orking Conditions
)'hyaical
This job co, stets of the smue ~o~ktnS conditions as does that
of & police officer.
The physical demmds are siuil~t in this classification as ~n
the imltee offices classification.
;uperv isles
The corporel roceivog gupervieiou of the some Sorters! netwre
as does the police officer. In addition, he is himself
trsinis8 faf a mt~et-~isory role end t~s occasio~lly ao~o
t~r~lly a ~to~y statue.
ECT: CLASSI~ICA?ION
JOB SU~OIARY
'l'hts Job is located in the police departuent, Entry to this position is limited to
l,romotion from the rank of corporal or lateral movement from the classificatim~ of
;,,~lice detective, l.ateral transfers will only be mede st the discretion of the
I~hief of Police.
.sergeant is normally assilned to a unit of police officers comprising a shift,
unit, and assumes an operative supervisory position within the unifo~ divisi~
ti,:TM police department. O~erel Job functions include: (A) Reportini ~d
1~cu~entation; (B) Traininl; (C) Enforcment of federal, state and local
Preliminary Investtl8tions; (E) Ptese~ation of ~fety, peace and
Personal supervision; (G) Limitd t~ica] police sctlvitiet; (H)
~,ark assig~ent and regal (1) Lbttd technical place Ictl~itiesl ed
~iscellaneous. I~ oddilia to tb ~ills, ~fl~l~ and abilities
1he classlficati~, there ~ b ~iti~s ~tth ~lti~el re~irments.
:4aport ins and
'~t'~lr~ent at ion
Duties amd responsibilities in tke ares of reporting end docu-
mentatimt are the ease 0% r,,r a corporal.
'rra ining
Duties ami responsibilities tn the area of training are th·
sm as fur a corporal, with the addition of occasionally
performing the J~ of fame] instructor, dep~dins upon the
m~nt ~ ~pertfse in a partJculir ~bJect area, in depart-
u~t ~-oe~tce training sessile ns ~e]l an.for the Xndtan
River ~tty Col]qe Police Ac~my,
Enforcement of
,%.dcral, State and
Duties ami respea~sibilities in the area of enforcement of
federal, state and local la~s are the same as for a corporal.
roi iminary
nx'~,st igat ions
Duties and responsibilities in the area of preliminary invest-
igations are the same as for · corporal.
{ ixnited ~,'ork plann-
and organize~
The serieant makes occasional and neces~ary changes ~lthin his
span of control in the organization of ~ork and the assignment
of functions to positions. Ne is responsible for workload
adjustments involving day-to-day changes; for plannin~ to meet
· these changes in vorkload; and for proposing to higher authortt'
needed revisions in york priorities. Exam. pies are es fellers:
Attends staff meetings vhen on duty to exchange ideas and
information.
Coordinates subordinates~ activities ~lth inve',tigationa and
functions being conducted by other units.
:'t (..~crvat ion of
Safety. Pease and
"-,.cur it y
Same as police officer and corporal.
Serseants rec~ assiinments o~d reaastgnmentOand reco$-
nltJou of ~tsta~iq perfo~once. ~ey are responsible
for attMince nad ]~ve. They hold corrective inte~evl,
~ssue Oral end vr~tt~ repr~mnnda ~ pTopose d~sclp~tna~
act~ to htibr nthottty. ~ exmp].es of this duty
responotbSllty are on follows:
Reads M explains neq~ laws and deportment procedures to
aubord Lsat os.
IteviM first hand information on Nbordinates and writes out
perto4ic wtk perfmlance evaluations.
Investiiates $rievneces from citizens in reference to actionl
taken by fmbordinates.
Recciliewle letters e( cov~(.,datioa for subordinates on out-
etandLs8 occoupltsbaeat s.
Counsels with subordinates durtn6 duty ho~ra by talkin$ about
and liltmiq to tbir probing rqnrdins ~memtic situatimi,
financial probl~s ae ~11 as p~e~el job relat~ probl~.
I iraited work
..',. ~;tgnmcnt and
~',, 'V i t'V
Sergeaflte assign work to subordinates on the basis of selective
considerations of the difficulty and requirements of the
assignment and the clpabtltties ~Bd qualiflcatio~l of the
c~ployoe. They issue special instructions for non-routine
assiinments. So~e exauples are:
Caves oral instructions to subordinates.
Assiinl routine and special investiaation to subordinates.
Eeassiins and ms, liars manpower assiintenta within his span .of
conLrol to assure personnel are equally aaslinod accordinl to
workload Md need e~d properly distributed within the city,
Coordinotal his subordinates~ duties and tasks et nnture~
and man-mede disasters.
Nonitoro work perforuance of subordinates to assure' they are
perfotuLsS their teaks ~tth efficiency and effectiveness and
are m®etimS the took standard criteria of the department,
~vaited Tt, chnical
;',,l ice Act iv it les
"' i:,t'('] ] allt'~)tlS
T~e aerSeont deterwines the needs for other aiencieq authori-
ties nnd I~lice s~ielists at the sctme of miler crime, s.
Provides inforuatiee to Individuels or groups seekLs$ assistance
in oolvLS[ crLsinal problems.
Dutie8 Md responsibilities in thio are~ are the smsa as for
a corporal vith the addition that his is the first authority
and reepenmibility for tho actions of subordinates am
as his mm.
JOB ItI~UIitEHENTS
ion to all those j~b requlrenants applied to a police officer and a corporal
Ability to sho~'ider supervisory authority ~nd resp~stbllity.
.l~ln~ and~miAish~l undersi~l~ traits.
.',billS? to be adaptive a~ e~J~etiva.
Skill in supervising others.
;;;:ill in solvlns problems.
:;kill in oral communicatious.
~::~owledge of human behavioral characteristics.
Plfficulty
I[VAtlIATION CItlTERIA
The seeSaont umet identify tbs P~oblons and needs of his
aos~ ~it od ~itiste pl~o a~ directl~ to carrot
th~. ~ c~l~ of ~bordinst~~ task ~rfor~nee viii
det~be t~ ~it'o q~lity ~ wtity of ~t~t.
Decisions ars frequently based on almtract variables and feed-
back is often Mile and co~lm, Accuracy la requir~
deciol~o ~ t~ ~8~nt il bold nec~ntabl~ for th~
c~ el ~re~l ~tl~ or attire tab~ ~ mubord~ates.
~ile hie ~r~l t~ks incl~ t~ sm ~tiee and
bilitie ~ t~ ~liee of fleet ~ tor~tal aM thus
difficulty lax h these respite, his diffinlty 1~
re. ire di~r~i~ Jvdis~t. C~trot ~er suborders*
c~tti,mo ef ~l~t are l~itd.
~t)! t.r personal
: ~la! ionshlps
~orking Conditions
In oddities to t~e om interpMrmomml ratmtiouships of t~
plies dfic~ d tb cor~ral, t~ sersemt mot M~ta~ a
~po~i~. ~ieeti~ ~t~ the oerB~t ~ his ~
la oddities te t~ semi vorkin~ emuditionm as for plies
offic~ M e~ul. decisive ~ free.sly be ~ M
itrM sit.tiM tkt ~ve far emhi~ dfecte ~ tb d~t-
mst, eittmmry M tb indivt~l. This ~oitt~ ti ~j~t t
~t~l pteeou~, ~blic crltiel~ ~ ~1 pressure.
l'}xy.~ical
?~q,ervis ion
The pJ~sical dem~uds iA this classification ars the same al fsi
police officer or corporal.
The merjeant receives seneraliled ~ork aasisrmentl fram him
implies ~periot, ~ ~st ~t~ is wit.S detail~
~st~ction, Nio vo~ ts p~rl~tcally [~i~ed and ~nit~d
by immediate oupe~visors by memBo of periodic performmoee
seriommt Mid by bio subordinates.
Persamuel onperYlsieu responsibilities include police
officers M eorporelo. His opm of control, mile Semmrelly
l't, ltminary
1 nye.st i gat t on
1' (,:;ervation of
S..~'ety. Peace and
.q,.curity
;;,,rk Planning and
t',t t'.;lll iisi toll
'dork Assignment
ion
T,.chnical Police
,',,'t ivit it, s
but lasteMI pstr~[ more [tene'~all~ o~ sn intermt
and then meetly ~e'a supervisory c~aclty.
nt b~als
Depending upon the division assignment, the lieutenant, in a
decreased capacity, performs the sma functions in this ares
as does tho police officer, corpor&~, sergeant and detective.
Job function in this area is esseetislly the same aa for
police officers, corporals, sar[easts and detectives.
The lieutenant makes changes within his span of control in
the or~ization of work and the asstgnnent of functions to
positions. Ne is responsible for ~orkload adjustments which
may involve more thmn day-to-day chew{es; for plannins Co
meet cha~el in workload; and for preposinl needed revllionl
in staf~la~ levels or in vork priorities. ~xnmples of thai
{unctt~ ire:
rrepares informal k~l~et and'plea I~rOposals for smnpovor end
i.quipnmmt indtcstiN au$$estions nmi conclusions.
Attends staff meetlnls to exchanls ideas and information.
~rttes end recommends changes in policy and procedure'.
Coordinates subordinates' activities with investigations bein$
conducted by other units.
Studies crime trends in field of assignment, and prepares
alternative plans to co. bat the problems.
l.ieutenants' function, s in this area are essentially the same
as for the aerleenta~ but with more authority and responsibility.
Functions in this area are essentially the same as for the
police sezseant.
The lieutenant suet have a k.novledle of and 'perfom a vide
variety of l~ enforcement activities. These activities are
related to departmental policies, procedures and regulations,
state sad federal love~ city ordlnimces, case lav and recoi-
nized uethodl or tecJmiquea of crininal and traffic investi-
lation and police odilinistratio~. ~amples of chis function
are:
Deterninea the need for other niceties, authorities and police
specialists at the scene of m~Jor crimes.
Arrests iuspectl nwl offenders vhere probable cause exlltl,
Provides Information to individuals or groups seektn$ assistance
In solvin$ criminal problems.
Records and documents events, ~nformetton and evidence.
lntervlM officers, witnesses end suspects concerntn$ crbainal
activities.
ECT:
CLASSIFICATIO~ S~ECI! 'iON - Captain
JOB $U~¥
This job is located within the police de~)artment and although mostly an administra-
ti~(. position it is also .n o~er. tive position. Entr]~ to this classification is
),~,nt.rally by pro~aotion fro~ ,ha rank of lieutenant; home. er, since the position ia
i.i i.aarilv one of delegated ~utbortty and responsibility direct from the Chief of
?,.lice, entry is solely .t his discretion.
captain is assigned as acbinistrative and fu,ctional head of one of the depart-
r,,:~t divisions. These divisions are uniform, detective, auxiliary and adnlnistra-
tire. C~,n~,ral job functi~s ~rs: (A) Me~rttng nnd ~cu~entatiog (B) Trainingl
Ellfori;t.ai~nt of federal, state and local la~s; (D) ~ork planning and organizing;
I~ork assignments a~ld r~i~ (F) Personal s.pe~isi~ (G) Technical polic~
:,,tivitiesl '(H) Personnel ~nsm~t; (l) Budget preparation; (J) Hiscellnne~.s.
addition to the skills, b~l~8e ~d abilities S~eric to the classification0
:,,:.titional refin~ents of those f~cti~g nra necessary, dependin~ upon ~ich
(:i~,igion flssig~ent Is reflect~.
IRITIES A~D RESI~(~SIBII,ITIES
I,'~,port ins and
',, ,ulllt, n! ii! ion
Depending on the division asslgnment~ captains are responsible
to · s~all, if only theoretical d~ree tar the same reportin~
and docum~nt~tt~ ~s ~re those officers tn lesser ranks. Ia
addition theirs is tb~ responsibility for statistical In~lysis,
doc~tatt~ ~nd r~rting. As th~ divisions thyselves ~rs
divers. ~ function, os too Is t~ function.1 and .~istre-
t lye tasks inherit within (.ach division. Some ex.plea are:
Unifor~ Division ... Per,~onnel overtime records kept for the
purpose of determining fair and equal overtime assignments;
Prelates budgetary proposals for the divioi~ indicates
suggesti~s and c~clusions relardins manpower and equt~eng;
~rites otoff papers concerning solutions to division and
departm~t problms for consideration of other ~nageriel
officers sad Chis[; A acctd~t statistics.
Detective Division ... Prepares budgetary proposals for the
division indicating suggestions ~d conclusions regarding s~n-
power and equil~ent; writes staff papers concerning solutions
to division and de~rtment probl~s for consideration o{ otb~r
manageri&l officers and the Chirr.
.A_.u.~ DiVision ... sa~e as Detective Division, s, read--ce.
Idministretiva Division ... Saa~ as detective division and
auxiliary division with addition ef the following:
Preparus departmental budget ami eppropriste correspondin~
backup statistics; monthly scheOuling f.orms; .ny and oil ora*
ti,tic,1 requests; ne~s releasaa; drafting or dictating ch~a~as
or additions to rules, regulations, policies or procedure;
applyin~ for and maintaining fedwral grant projects.
Duties &nd responsibilities in this area sre the s&~e as for
1 leu, Chant s.
r..~'-o ~ent of Federal, D~tias and
. SI,,t, Local Laws lesser del
officers.
)onsiblltttes in thcs area, ~e to a
are the same as with lesser~king
Planning and
~,,anizat ion
The captain makes changes within the division of the
orlanisation of work and the assignment of functions to
positions. Re is responsible for workload adjustments
which involve mare than day-to-day chart[es; for planntnl
te mt chaqa ~ vorklo~l a~ for pro.sins need~
r~toiono tn eta~ levels or tn york prtoFtttes,
h~lau ate eoo~ttally the oma as for lteutenanto,
but tn a htShet and mn~e enc~paautn8 desree
of t~u ~d
~:,,rk A;:signm~'nt and
Essentially the same as for lieutenants with a higher
delta of authority, responsibility and encompassing a
hilhst level vtthtn the orlentsatton.
l't,rsonnel Supervision
Captains recoemmd hlring~ treesferrtnl, suspendins,
l&y~ e~f, r~all~s, pr~ot~dischar8~8, assent,
m~it pay iKrflsts and disciplining of subord~atel.
T~y have nut.tit7 to adjust Irievances. They are
feasible f~ attendance a~ leaves. They ~ld
cott~tive interviews, issue ~al and written tape.ands.
~ conduct training of the~t subordinates as veil aa
au~tdtnatee in other deviates tn a staff authority.
~n assignS, in tho absence of tbs ~btef of Police,
the7 ase~e c~and of all depattnen~ personnel. Captains
~ta~ staff ~perv~ston over all personnel in the
depart~t in uniters directly related to their division's
re~nai~tltttee. ~ome ex~ples are:
Formulates. reads and explains new department procedures
md Imlicies to subordinates, both within his division
end in others.
Keeps aware of new lavE; and furnishes lnteri.retationa of
thm~ vhere they impact department policies or proceduras
tn the Chief's nme.
Re. isys infotemtion and personal observations on each,
lamed!ate subordinate and vrttes ~t periodic perfo~ince
evalua t t~s.
Reviews evaluations by subordinate supervisors and
mediates any srievance or necessary adjustments.
Analyzes results of ew~luations and recommendations as a
rasmlt of evaluations and develops plnns appropriate to
the recommtmdat ion s.
Investigates srievsnces from citizens in reference to
actions taken by subordinates.
Compiles pre-mploy~ent examinations and conducts pre-
employment interviews and investigations.
Co~iles promotional e~amtnattons and takes active part
in p~omotional oral review.
SUBJECT:
CLASSIFICATION SPECIFICATION
- CHIEF OY POLICE
This Job is located within the Police Department. It is the £×ecutive and
Ad~.inistrative Bead of the Police Depart..ent. Entry to this level is through
$1,polntment by the · with appr~al of the elected City Council.
The Chief is assigned as the Executive ami Administrative Head of the entire Police
[h,partment. General Job functions censlat of (A) Reporting and Documentation;
(B) Training; (C) £nforce~emt of federal, state and local laws; (D) Department
Administration; and (g) Niseellaneous.
DUTIES A~D ItESI~ONSIIILITIES
Reporting end
Do cument at ion
Chief's'teel~easibilities ia the area of Reporting snd
IN~euem~totiN ate ~$~nt tkr~h~t the entire depart-
ilth~lh ~t n~eisnrily involved vlth the actual
pr~ratl~ of t~ reports, it ia his responsibility that
ire stedirdlzd and acceptable. Some ex.pies are:
Uniform Crtn~e Reports, ss specified by state law,' are the
responsibility of the Chief Executive of the law enforce-
meet &lency sad ~less ptepar~ and submitted as specified
within'the lev, the executive as veil as those others
responsible are subject to charles and up~ conviction,
f~es ~d/or i~rtsoment.
Crieinal History information dissemination are also
covered by state end federal guidelines and laws with
sintlat penalties for ~ishandlinl as described above
with the additional possibility of loss of teletype communi-
cation with other a~encies, the Florida and the National
Cr~e ~nfo~tloe C~ters.
The preparation and documentation of annual budgets is
the responsibility of the Chief of Police.
Tra it~ lng
The Chief's responsibilities itl the area of training are
to see that suitable training o~d education opportunities
are available to mesa~eta of tbs department both as career
developnent incentives and es dete~ departmental
nebs,
Federal, State and
L,,' al Laws
The'Chief's res¥onstbtltties in this Yield are stnllar as
with those of lesser rank with the additional burden of
the responsibility of a~y actie~ taken by any of his
subordinates.
Pepartm~.nt Administration The Chief*a is the ultteate responsibility for the a~tn-
lotteries of all aspects of the police department. Sage
ex~lea are:
Exercises general and specific supervision over all
personnel, equipment and activities of the departm~nt.