02/10/1998 (2)
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CIVIL SERVICE BOARD
CITY OF CLEARWATER
February 10, 1998
Present:
Colbert Henley
Bill Carroza
Wayne Brett
Catherine Adams
Elizabeth M. Deptula
Steven Rosenthal
~eslie Dougall-Sides
Brenda Moses
Chair
Board Member
Board Member
Board Member
Board Member
Interim Human Resources Director.
Assistant City Attorney
Board Reporter
ITEM # 1 - Meeting Called to Order
The Chair called to order the regular session of the Civil Service Board at
5:00 p.m., in the Human Resources Testing Room at the Municipal Services
'Building, Clearwater. In order to provide continuity for researchr the Items will be
listed'in agenda order although not necessarily discussed in that order.
,Chair Henley welcomed new Board Member, Elizabeth Deptula.
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ITEM #2 - Aporoval of Minutes of December 9,' 1997. Meetina
9 The Chair requested the attendance list reflect him as Chair and Member
Carraza as a Board Member. Member Carroza moved to approve the minutes as
amended. The motion was duly seconded and carried unanimously.,
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ITEM #3 - Action on HearinQ Officer's Recommended Order re: Charvll Jones vs.
Citv of Clearwater
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Member Carroza moved to allow 15 minutes for presentations, 5 minutes for
rebuttiJls, and 10 minutes for summations from each party regarding the case of
Charyll Jones versus the City of Clearwater. The motion was duly seconded and
carried unanimously.
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Interim Human Resources Director Steven Rosenthal said ex-employee
Charyll Jones had violated Civil Service Rules and Regulations Number 14, Section
1, Paragraph C. Assistant City Attorney Leslie Dougall-Sides said specifics on the
case had been distributed to CSB (Civil Service Board) members prior to this
meeting. The Chair accepted the documentation including all City Exhibits.
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Charyll Jones said on July 21, 1997, she was terminated. In August 1995,
she transferred from the Solid Waste Department to CGS (Clearwater Gas System)
to pursue promotional possibilities. She said when eGS Supervisor Belinda Massey
became her supervisor, problems arose. Ms. Jones felt she had been a valuable
City employee for 9 1/2 years, including the year she worked at eGs. eGS
: management ridiculed her, rather than offering encouragement. She had organized
department files into a manageable systeml and always endeavored to help others.
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1
02/10/98
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She felt her job evaluation was fabricated and pre-determined In order to terminate
her.
Ms. Dougall-Sides said reasonable cause existed to dismiss Ms. Jones for
poor performance. She received an unsatisfactory evaluation in 1995 after
, transferring to CGS, and had developed many performance and attitude problems.
Some employees stated they were afraid of Ms. Jones at times. Her position
involved basic clerical work, not of a difficult nature. She received specific training
regarding the tasks associated with her position, including pertinent handbooks,
memorandums 'from supervisors, staff meetings regarding departmental procedures
and updates, and a great deal of discussion.with her supervisor. She was sent to a
mandatory EAP (Employee Assistance Program) and CGS department staff worked
with Iier to develop an action plan for improved performance. The action plan
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involved a specific outline regarding her work schedule. Ms. Jones' performance did
not improve after 3 months, and she received a second unsatisfactory evaluation.
Ms. Jones had also received a 4-day suspension for leaving work after arguing with
a supervisor. In April 1997, Ms. Jones received a warning letter from Managing
Director Chuck Warrington explaining the consequences of continued performance
problems. The City feels that all possible avenues were explored to help Ms. Jones
improve her performance. She would either not do the work or would not perform' .
to City standards.
Mr. Warrington said the department worked extensively with Ms. Jones for
over a year. She had multiple problems with many assignments. She was
uncooperative, frequently tardy, created problems with lunch schedules, and
numerous other issues. She had received coaching and training to improve job
performance, to no avail. .
Ms. Jones disputed the reasoning for the 3-month evaluation she received
after her transfer to CGS, and said it was not customary. She said a clique existed
at CGS and her performance evaluations were "botched up" purposely to terminate
her. In 1995 she had received a satisfactory rating by Supervisor Sandy Harriger.
She became an active customer service representative in February or March 1996.
When Belinda Massey became her supervisor, she was still performing some of her
old duties along with new ones. She said she became upset because of a family
situation, but continued to try to find ways to become promotable. She felt CGS
management had done everything possible to impede her progress. She had
requested taking all the training courses she attended, not management. At one
point in time, she asked the EEOC (Equal Employment Opportunity Council), the
Union. and the Civil Service Board for assistance. She felt issues involving her were
constantly misconstrued. She indicated her dismay at not being given responsibility
for the new telephone system.
Ms. Dougall-Sides said Ms. Jones had never been promised a promotion upon
her transfer. At the time Ms. Jones was considering a transfer to CGS, the former
Human Resources Director had explained to her that more promotional possibilities
may exist in that department. Regarding an EEOC charge filed by Ms. Jones, it was
explained the EEOC had indicated they found no cause for action. They had
suggested Ms. Jones hire an attorney if she chose to pursue the case on her own.
mcs0298
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02/10/98
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Human Rela'tions Director Eleanor Breland had testified at the Hearing 'Officer
hearing she had been approached by Ms. Jones, researched Ms. Jones,'racial.
discrimination complaint, and had found none existed.
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Ms. Jones said Ms. Breland never gave her anything in writing regarding her
findings. She said the EEOC told her she had a right to sue. She filed a report with
the U. S. D.istrict' Court in Tampa, but did not pursue any further action because of
the financial burden involved. She was told by the EEOC that she would experience
retaliation because of her complaint. She felt the reason her temporary replacement
is doing so well is because she had done an excellent job organizing the filing
system before she was terminated.
In response to a question, Ms. Dougall-Sides said "right-to-sue" letters are
generally issued by the EEOC when they find no discrimination to the charging
party. If they had felt there was just cause, they would have represented the
charging party. Hod a charge been returned to the City by the EEOC, the City
would have been required to investigate those charges.
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In response to a questionl Ms. Jones said she had been tardy at times
because she had no automobile and used public transportation to and from work.
! She had tried to make sufficient arrangements regarding her work schedule. She
said other employees' work schedules weremo're flexible than hers. She felt.
situations involving her were manipulated to the advantage of management. She
asked the CSB to consider the consequences to other employees should
~J~ management be allowed to manipulate the facts, as was done in her case.
In response to a question, Ms. Dougall-Sides and Mr. Rosenthal explained
action plans are additional counseling tools afforded employees to address specific
performance issues. Ms. Jones' supervisor and other staff kept extensive detailed
records regarding Ms. Jones' performance and behavioral problems. Ms. Dougall-
Sides asked the CSB to uphold the Hearing Officer's decision.
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Mamber Carroza moved to uphold the decision of the Hearing Officer. The
motion was duly seconded and carried unanimously.
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ITEM #4 - Director's Reoorts
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Mr. Rosenthal distributed a copy of a letter sent to CSB members concerning
City employee Dane Heatherington. The letter stated Systems and Technical
Services Manager George Denty had met with Mr. Heatherington on August 14,
1997, to discuss a promotional matter.
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Mr. Rosenthal distributed information regarding the new SAMP (Supervisory,
Administrative, Managerial, and Professional) pay plan highlights. He will discuss
,the new pay plan at the next CSB meeting.
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ITEM #5 - Old Business - None.
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'~J ITEM #6 - Other Items for Board Discussion - None.
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mcs0298
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02/10/98
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ITEM #7 Emolo~ees/Citizens to be Heard
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, A member suggested when departmental transfers are involved, the City give
input from the employee'.s previous supervisor on evaluations. Mr. Rosenthal said
that process Is currently practiced. Supervisors contact an employee's previous
supervisor whenever possible for input prior to employee evaluations.. It was
questioned if some City departments are lax in disciplinary action jf an employee
works in a department for a number of years, transfers laterally, and is unable to
adequately perform in their new position. It was remarked two similar jobs can
involve two completely different functions within that position, resulting in the
employee~s inability to perform. A comment was made that personalities could also
create performance problems.
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City employee Dane Heatherington questioned the validity of the Civil Service
Rules regarding promotions. He said there is no consistency regarding job postings.
Some. positions are posted internally and externally, others are not. He questioned
the City's justification for hiring external candidates for some positions, when other
positions are only offered internally. He said he has received no co'rrespondence
from Human Resources regarding his previous request regarding positions for which
he had previously applied and been denied. Mr. Rosenthal said posting of vacant'
positions are left to the discretion of the department supervisor. Whenever
possible, internal candidates are chosen over external ones, based on qualifications
a~d experience. He'requested Mr. Heatherington meet with him regarding these
issues.
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One City. One Future.
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City Manager Mike Roberto presented One City. One Future., a
redevelopment concept. Commissioner Karen Seel said the City Commission is
attempting to reach all residents through various modes regarding the concept. The
City Manager said it is important to select a single direction and work together to
accomplish goals.. The process will take time and teamwork. Feedback will be
compiled, plans put in place, and timeframes set. Public participation will be vital to
the success of the concept. Five keys areas of focus in the redevelopment concept
are: 1) Gulf-to-Bay Boulevard corridor; 2) downtown; 3) the beach; 4) North
Greenwood; and 5) the LOC (Land Development Codel. Gulf-to-Bay Boulevard
serves as an entrance and exit for Clearwater. Beautification of that corridor must
be enhanced. Downtown must offer a niche, attract more activity, and serve as the
"east beach." The beach and waterfront must be more pedestrian.friendly. A
better transition between residential and commercial areas of the beach is needed.
Coachman Park should be expanded to encourage more activity. North Greenwood
will be most impacted by downtown changes and p'ossible movement of the Phillies
baseball team. The LDC will define the physical character and development of the
community over the next 20 years. The City is in a redevelopment mode and LDC
revisions will bring value to the City.
In response to a question regarding Countryside residents, the City Manager
stressed the importance of interrelationships. Every neighborhood has a stake in
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02/1 0/98
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same type of 'community effort 'as was evident in the passage 'of the Penny for
Pinellas tax..' ,
"ITEM #8
Adiournment
,The'. meeting ,adjourned a~ 6:21 p.m.
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02110/98