98-970Conncil File # �'
ORlG1NAL
OF
Presented by
Referred To
RESOLUTION
PAUL, MINNESOTA
�
Green Sheet # 62957
Committee Date
An Administrative Resolution approving a pilot project entitied, Information Services
Reorganization and 7ob Family Modeling Project, including the new salary ranges
containad therein, in accordance with Civil Service Rule 8.A.6, and the accompanying
memorandums of agreement with AFSCME Locals 2508 and 1842, PEA, and SPSO,
which govem administration of the project.
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WHEREAS, it is the mission ofthe Information Services (IS) Division ofthe Department of
Technology and Management Services to promote information technology as a strategic asset of the City and
to create a healthy information and technological environment that supports the attainment of city-wide as
well as department and office strategic goals, and
WF3EREAS, there has been continuous change in IS technology resulting in many new systems and
processes and a highty competitive IS job market, and
WHEREAS, IS customers need and expect techmcal assistance in implementing and utilizing this new
technology,and
Wf�REAS, the IS Division has been having difficulty assigning, hiring, retaining and promoting staff
in a manner which effectively supports the mission of the unit, and
WHEREAS, the eacisting IS ciassification and compensation system is outdated and no longer
provides the duty assignment fle�bility and employee development potential required by the IS Division in
responding to customer needs and in recruiting and retaining IS staff, and
WHEREAS, the IS Division and the Office of Human Resources have conducted a coAaborative
process that has developed a new IS job classification/compensation system, and corresponding administrative
procedure, and
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WHEREAS, this new system and procedure was designed to provide maximum flexibility in duty
assignments based on employee demonstrated competencies rather than on narrowly defined class
specifications, and
WE�REAS, this new system and procedure was designed to provide employees with clearly defined
cazeer ladders, professional development opportunities and competitive sataries, and
Wf�REAS, t3ils new system and procedure was designed to better support the mission and objectives
of the IS Division, and
WFIEREAS, Civil Service Rule 8.A6, pernrits the Human Resowces Director to conduct pilot and/or
research projects designed to enhance recruitment, selection, employee career development programs, and
referra] and/or appointment processes for filling City positions, and
Wf�REAS, the City of Saint Paul Office ofHuman Resources and AFSCME Locals 2508 and 1842,
PEA, and SPSO, representing the employees and job classifications affected by the IS Restructuring and 7ob
Family Modeling Project, have met and have agreed upon the terms and conditions of employment
contained within the pilot project document and have agreed upon the modification of cartain Civil
Service Rules in the administration of this pilot project, now therefore, be it
RESOLVED, that the City Council of the City of Saint Paul hereby approves the attached
Memorandums of Agreement governing the administration of the IS 3ob Reorganization and 7ob Family
Modeling Project, and be it
FURTf�R RESOLVED, that the City Council of the City of Saint Paul hereby approves
the attached IS Reorganization and Job Family Modeling Project, including the IS 3ob Family System pay
gades and salary ranges contained within the attached project document, and be it
FtIRTI�R RESOLVED, that the effective date of the new IS 3ob Family System, including individual
position allocations, classification consolidations, and salary schedule shall be January 3, 1998, and be it
98-9�10
45 FURTAER RESOLVED, that said pilot project shall expire three years following the passage and
46 approval of this resolution unless action is taken othenvise prior to the expiration date, and be
47 it
48 FINAI.LY RESOLVED, that the Office of Human Resources and the IS Division shall submit to the
49 City Councai and the Mayor a yearly report regarding the progress of the project on or about the anniversary
50 date of its passage and approval with the final report being submitted three months prior to eapiration.
Requested by Depaztmrnt of:
•i . .
BY�
Adoption Certified by Council Secretary
�: a �
Approved by Mayor: Date 1 `�
By: I
P.1O9�RS�IIMONNO�
Adopted by Covncil: Date �������
Fotm Appr ved by C' Attomey
By: ��cf /d�13�`�S
9P-9�o
DEPARTMENf/OFFICFICOUNCII.: DATE INITIATED GREEN SHEE�' NO.: G��S�I
Auman Resources 10114/98
CONTACT PI?RSON & PHONE: .� It�II'rrwT1DATE a1'E
7ohn Shockley (266-6482)
ASSIGN 1 DEPARTMENT DIR 4 CTTY CAUNCII,
NUMBER 2 CITY A7TORNEY CITY CLERK
MUST BE ON COUNCII, AGENDA BY (DA1'� �R ��``CIAL SVS D _ FINANCL9L S ACCT
ROUTING 3 MAYOR(OReLSST.
ORDER
TOTAL # OF SIGNATURE PAGES (Q.IP ALL I,OCATIONS FOR SIGNATURE)
acnox xe�uESrEn: Approval of a pilot project entitled "Information Services Reorganizarion and 7ob Family
Modeling Pro,jecY' and accompanying memorandums of agreement.
RECAMMENDA1iONS: Approve (A) or Reject (R} PERSONAL 5ERVICE CONTRACfS MiJST ANSWER THE FOLLOWING
QUESftONS:
_PLANNINGCOMMISSION _CIVILSERV[CE COMMISSION I. Hast6ispersodfumevawo+kedunderaconVac[f�Utisdepaflmrnt?
_CIB COhIM111BE _ Yes No
STAFF _ 2. Hasiltispersodfumeverhunacityemploya?
DISTAICT COUAT Yes No
SUPPORTS WHICfi COUNCIL OBIECTI�B? 3. Dces this petson/firtn possess a skill aot normally posessed by any cmrent city
employee? Yes No
Ezplain all yes uuwers on xpatate aheM and adaeh to;reen s6eef.
INITLITINGFROBLEM,ISSi3E,OYPORTUNTTY(Who The Information Services Division has been having
difliculty in hiring, retaining, and promoting its technicai staff in a manner which effectively supports the City's
information and technology objectives and the professional needs ofthe employees. Elsisting position descriptions
and minimum qualifications aze narrowly defined, fragmented, and dated. The eunent HR systems do not
adequately support the need for flexibility and quick response to changing Information Services needs. Significant
effort is being directed at "working azound" the e7nsting process problems. (See attached Executive Summary)
anvaNrncES iF nrrxoven: The pilot project will enable the City to better support the mission and objectives of the
Information Services Division. It will also allow greater duty assigment flexibility giving the ability to respond
rapidly and efficiently to changing business needs. Furthermore, the project better aligns,}ob descriptions and pay
with current staff responsibilities, develops career ladders, and facilitates professional gowth opportunities for the
staff. Finally, the project will improve the City's ability to hire and retain technical staffin a competitive market.
DISADVANTAGESIFAPPROVED: NOil6 �
DISADVANI'AGES IF NOT APPROVED: It WOUI(� COI1t1I1llE t0 b@ CI1fflClllt t0 TCt2111 3I1(3 fCCilllt (�ll8�lry II1fOtR7811011 .SEIVICCS
staff. Current employees will not be adequately recognized for their efforts and competencies and the City will
become less able to compete in a very fast paced, competitive Information Services market.
TOTAL AMOIRVT OF TRANSACfIOTi: 5125,60U far sataries in 1998, a� $134,UOQ in t999 COSClREVEN[IE BUDGETED:YES
FUNDING SOURCE: ACTIVITY NUMBER:
FINANC7ALINFORMATION:(EXPLAIt� C�rc�FZ;`e5:":i �u�:t�Yi;?'`=. �c�Y€?�
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City of Saint Paul
Executive Summary
Information Services Classification Study
L What is the project all about?
This is a collaborative effort between the Office of Human Resources, Information
Systems Division's management ( Technology and Management Services Department),
the IS Division staff and the unions/bazgaining units (AFSCME locals 1842 and 2508;
Professional Employees Association; the Saint Paul Supervisors Organization) which
represent the Division's staff.
This proposed pilot project redefines IS jobs in a way that better addresses the City's
information needs, responds to a rapidly changing business environment, and supports
employee growth and development. This project includes new processes, new definitions
of roles and responsibilities, and a better alignment of pay with competencies and
responsibilities. This will allow for a more adaptive, responsive IS environment.
II. Why is the City proposing to do this?
This project began as a result of three separate forces.
• IS employees were not satisfied with their fragmented and dated position
descriptions. In addirion, the internal process for promotion and advancement was
not well defined and did not support their needs.
. IS department management and their customers were frustrated with the inability
to manage the staff in a way that facilitates a quick response to changing
information and technology needs in a very competitive market.
. Finally, the Information Systems environment within the Twin Cities is more
competitive than ever and the City was falling well behind the notm in recruiting,
developing, and retaining these valuable human resources. The pace of change in
technology and in the market continues to speed up and the problems will multiply
if not proactively addressed.
A significant component of the IS mission statement is to create a healthy information and
technology environment to support the attainment of Citywide as well as department and
office strategic goals. This project is designed to better support this type of environment.
III. Design, Development, and Approval Process
This pilot project has been a mode] of labor and management cooperation and
collaboration. The development of this project has been lengthy (18 months) and has
included input from the employees in design and development, as well as problem solving.
It has been refined with the assistance and input of the unions. Significant efforts were
made to update the employees throughout the process and to solicit their input. Much of
this input has been incorporated into the design to be as responsive to employee needs as
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VII. How will we measure success with respect to staff?
Some ways to measure success with the staff are:
• Employee satisfactio�r--measured by periodic surveys
• Number of employees being paid "out of title"
• Number of IS positions that are filled intemally and for which the employee would
not have qualified under the previous system.
VIII. Response of Other Interested Parties
Human Resources has secured the agreement and endorsement of all three affected
bargainuig units—signed memoranda of agreement will be attached to the Snal
information packet. Employees haue had many opportunities to get involved in the project
design and are eager for it to move forwazd. The City Information Services customers see
the value of the project and aze supportive.
IX. Cost Implications
The IS Division is not asking for additional funds for this pilot project. The costs
associated with any resulting salary increases have been fully funded and approved in the
1998 budget and the increased costs have been included in the proposed 1999 budget.
The final 1998 salary cost for the pilot project is estimated to be $125,600; fringe benefits,
calculated at 28%, would be $35,000. Total 1998 cost, for the 55 member staff, is
estimated to be $160,600. This will be offset by the many out of title salary and fringe
payments (about $96,000) already being made to IS employees.
Out oftitle pay resulted from:
. Inconsistencies between how departments, under the former organization of IS
resources, classified and compensated technical staff that became apparent after
the consolidation oftechnical staffinto the new IS organization
• Changes in technology that superceded e�sting job descriptions
. The natural progression of stafftrying to cover increased needs while personnel
resources remained the same; employees naturally assuming more responsibilities
to get the job done
XL Additional Advantages
Expected additional benefits are:
. Wtule the positive impact on emgloyee retention is quite obvious, this program will
also enable the City to better recruit and attract prospective IS employees by
demonstrating a commitment to excellence and employee development.
. The lengthy collaborative effort facilitated the reorganization of IS from a diverse
collection of independent IS service providers into a more cohesive technical work
force operating with a shared vision.
• The project demonstrates the willingness of City management, employees and the
respective bargaining units to work together towazd a common goal in a
cooperative and respectful manner.
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• This project was a marked departure from the previous manner in which the
department operated. This new demonstration of openness and collaboration will
provide a foundation for buy-in and trust for future initiatives.
G:GS HAR E D W dmi�U S\ClassF�cSUmmary.wpd
Sec08 Civil Service Rules Page 2 of 5
demonstrated satisfactory performance in their position.
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S.A.3. Vacant positions shall be filled from a promotion eligibie list or from a list of
promotion eligibles on an open list in the following manner: The Oflice of Human
Resources shall certify to the appointing officer a list of eligibles which shall include
the top 3 eligibles, plus the top 3 eligibles from the appointing division plus ties. If
the top 3 certified eligibles are from the appointing division, no further names shall
be certified.
If the top 3 certified eligibles are not from the appointing division, then the
certification shall be expanded to include the required number of eligibles from the
appointing division.
The term'division' used in this pazagraph shall mean'department' in all cases where
a department is not divided into divisions. For the purpose of this pazagraph's
provisions, the following are considered to be divisions of the Mayor's Office;
Human and Civil Rights; Office of Human Resources. For the purpose of this
provision, Legislative Operating shall be considered a separate department; Fire
Equipment Services shall be considered a division ofthe Fire and Safety Services
Department, the Department of Public Works shall be considered as one division,
the Department of Planning and Economic Development shall be considered as one
division, and the Department of Finance and Management shall be considered as
one division.
8.A.4. Section 8.A3 shall not apply to titles represented by the Professional Employees
bargaining unit or the Professional Supervisory Employees bargaining unit.
8.A.5. When two or more titles aze combined into a new title, the Director may authorize
the appointing authority to appoint affected employees to the new title without
further competitive testing as long as they have been certified to one ofthe titles
being combined, and they meet the minimum qualifications for the new title.
Seniority will be determined in accordance with Section 22 Layoff.
The Human Resources Director may conduct pilot and/or reseazch projects
designed to enhance recruitment, selection, experimental learning placements,
pre-entry training programs, employee career development programs, inclusive of
apprenticeship, and on-the job training programs, referral and/or appointment
processes for the filling of City positions.
The Human Resources Director, prior to taking any employment action in the above
referenced pilot and/or reseazch projects, shall obtain the approval of the Mayor and
if approved, obtain the consent of the Council. Notice to the affected bargaining
units shall be given and at such time, the bargaining units have the right to discuss
their issues as well as present recommendations for changes in the project. Notice
to the City Council will be given for review and subsequent approvaUdenial of the
project. Written documentation shall be provided by the Human Resources Director
for review prior to approval. Documentation shall include the following:
a. Assurance that the proposal does not supptant existing certified employees.
12/8/97 1:36:34 PM
Sec08 Civil Service Rules
Page 3 of 5
b. Identification of Civil Service Rules affected by the proposal, if any. G! � 9��
c. Participants in programs will be certified, having a probationary period, +
involved in structured training and will be provided an out placement referral
service.
d. Classifications created through the proposai wili be assigned to the
appropriate bargaining unit as per our present policy and procedures.
e. It is recognized that any affect on terms and conditions of employment aze
subject to negotiations.
f. Pilot employment projects will be in accordance with State and Federal laws
and/or regulations and the Saint Paul City Charter.
g. Reference to the City Policy Objectives sought to be served by the pilot
and/or research project.
Appropriate Civil Service Rules, if agproved by the Mayor and City Council can be
suspended for the purposes of these projects. Their suspension is limited for the
time period as specified for the project. A project will not exceed a 3-year time
span. An evaluation report is to be submitted to the Mayor and Council within
3-months of the end of the pro}ect.
8.B.1. Vacant positions shall be filled from an original entrance list in the following manner:
8.B.l.a. Vacancy Filled From An Original Entrance List
Single vacancy from a requisition shall be filled as follows:
FOR LISTS HAVING TWENTY (20) OR FEWER ELIGIBLES
The Office of Human Resources shall certify to the appointing authority the three
(3) highest scoring eligibles from the list, plus ties. In addition, the Office of Human
Resources shall certify to the appointing authority the three (3) highest scoring
eligibles, plus ties, in each protected-class group. The appointing authority may
appoint any eligible so certified.
FOR LISTS HAVING MORE THAN TWENTY (20) ELIGIBLES
When underutilization or underrepresentation, as defined in Section 8.B.i.b., does
not exist in any protected class, the Office of Human Resources shall certify to the
appointing authority the three (3) highest scoring eligibles on the list, plus ties. In
addition, the Office ofHuman Resources shall certify the three (3) highest scoring
eligibies on the list, plus ties, from each and every protected c2ass who are among
either the top thirty-three percent (33%) or the highest scoring twenty (20) eligibles
on the list, whichever will produce the greater number of protected-class eligibles.
The appointing authority may appoint any eligible so certified.
When a specific job title is underutilized or when underrepresentation e�usts in the
Saint Paul Board of Education civil service work force or City of Saint Paul's
department/division work force, certification will be as follows: The Office of
Human Resources shall certify to the appoiming authority the thsee (3) highest
scoring eligibles on the list, plus ties. In addition, the Office of Human Resources
shall certify to the appointing authority the three (3) highest scoring eligibles, plus
12/8/97 1:36:34 PM
,�p.q�
1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation ofHuman Resources pilot
projects, the City of Saint Paul (City) and Local Umon 2508, District CouncIl 14, of the American
Federahon of State, County and Municipal Employees, AFL-CIO (AFSCME Local 2508) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorgamzation and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� apply to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
gostt�ons have been allocated to the IS 7ob Family levels designated therein as represented by AFSCME
Loca12508. Also, AFSCME Local 2508 and the City aiso agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shail aliow for the non-competitive promotion of
incumbents who haue demonstrated the required competencies and responsibilities of a higher
level IS 7ob Family position for six months or more.
2. Civil Service Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of IS Job Famdy posrtion vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinhng
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shail allow for the appointment of the affected
incumbents to the IS 3ob Family Levels outlined in the attached pilot project document that
were designated to replace the job classifications to which their positions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified emplopee in
a classified position prior to the examination date. Such incumbents shali also haue actually
served at least 1040 hours in such ciassified position. This rule shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System outlined in the
attached pilotproject document.
5. �:vi; Se: :dce Rsle 22 {T ay O!T) shall allow emnloyees to maintain class seniority in their newiy
assigned IS Job Family level even though their former class, now included in the new IS 7ob
Fa�ruly level, has not been formally abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of IS incumbents reallocated to higher levels in the IS 7ob Family System on the
same date to be deternuned by the total length of continuous service in a11 classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Egaminations) shall not be used for
appeals of IS 7ob Family promotion examinations. Instead the appeals procedure outlined in the
attached pilot project document will be used.
7. Section F.1.(b) of the Salary''I'Iariian�4Itates o�f Gompensation governing advancement in
salary, shall not appiy to IS employees iri positibhs allocated to the IS 7ob Family levels defined
in the attached pilot project �{ cument. Instead, the salary schedules contained within the pilot
project document shall be fo�ciwed. Tlie applisable step increases therein may be granted in the
time frames set forth. Five, ten, fifteen, twenty, `and twenty-five year step increases as defined in
the Salary Plan and Rates of Compensation shall continue to apply for such IS employees
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subject to the time frame limitations set forth in the applicable pilot project salary schedule.
Furthermore, it is agreed that, in the event of a layo� affected IS and/or Water Utility employees in
classifications currently represented by AFSCME Local 2508, who as a result of untial implementation
of this pilot project are promoted to positions in IS 7ob Family levels represented by Local Union 1842,
District Council 14, of the American Federation of State, County and Municipal Employees, AFL-CIO
(AFSCME Local 1842), the Professional Employees Association, Inc. (PEA} or the Sauit Paul
Supervisors Organization (SPSO), shall be able to reduce to the IS 7ob Family level represented hy
AFSCME T.oca12508, that corresponds with their previously held classification, and exercise applicable
contractual seniority n� �its. It is also understood that this stipulation also applies to any employees
represented by AFSCME Loca12508, who have appealed their initial position allocations under the
pIlot project and who, as a result of such appeais, are promoted to positions represented by AFSCME
Loca1 1842, PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement sha11 not he used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
�� .��
man Resources Director
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Labor Re ations Direct r
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President
Local Union 2508
AFSCME, District Council 14
AFI,-CIO
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Busi ss Re esei ativ
Loca nio 508
AFS , stric Council 14
AFI,-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation of Human Resources pilot
projects, the City of Saint Paul (City) and Local Union 1842, District Council 14, of the American
Federation of State, County and Municipal Employees, AFL-CIO (AFSCME Loca1 1842) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorganization and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� appty to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
posrtions have been allocated to the IS Job Family levels designated therein as represented by AFSCME
Local 1842. Also, AFSCME Local 1842, and the City also agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion of
ir.cumbents who have demonstrated the required co�npetencies and responsibIlities of a higher
level IS Job Family position for s'vc months or more.
2. Civil 5ervice Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of I3 7ob Family position vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinring
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shall ailow for the appointment of the affected
incumbents to the IS 7ob Famil� Levels outlined m the attached pilot project document that
were designated to replace the �ob classifications to which their posirions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified employee in
a classified position prior to the e�mination date. Such incumbents shall also have actualty
served at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the I5 Job Family System ouUined in the
attached pilot project document.
5. Civil Service Rule 22 (Lay Oft) shail allow employees to maintain class seniority in their newly
assigned IS 7ob Family level even though their former ciass, now included in the new IS Job
Family level, has not been formaliy abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of incumbents reallocated to higher levels in the IS Job Family Spstem on the
same date to be deternuned by the total length of continuous service in all classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Examinations) shall not be used for
appeals of IS Job Family promotion examinations. Instead the appeais procedure outlined in the
attached pilot project document wiii be used.
Section F,1.(b) of the Salary Plan and Rates of Compensation governing advancement in
salary, shall not apply to employees in,positions allocated to the IS 7ob Family levels defined in
the attached pilot project docu�ient::'��ttstead,'tHe:s�lary schedules contained within the pilot
project document shal] be followed. The appiicable step increases therein may be granted in the
tune frames set forth. Five, ten�, fifteen, twenty, and twenty-five year step increases as defined 'm
the Salary Plan and Rates of Com�p8nsation"sliall continue to apply for such employees subject to
the tnne frame ]imitations set forth in the applicable pilot project salary schedule.
�����
Furthermore, it is agreed that, in the event of a layoff, affected IS and/or Water Utility employees in
classifications currentiy represented by AFSCME Local 1842, who as a result of initial implementation
ofthis pilot project are promoted to positions in 7ob Family levels represented by the Professional
Empioyees Association, Inc. EA) or the Saint Paul Supervisors Organization (SPSO), shall be able to
reduce to the Job Family leve represented by AFSCME Local 1842, that corresponds v,nth their
previvusly held classification, and exercise applicable contractual seniority nghts. It is also understood
that t}us stipulation also a�plies to any employees represented by AFSCME �ocal 1842, who have
appealed their initial posrtion allocations under the pilot project and who, as a result of such appeals, aze
promoted to positions represented by PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement shall not be used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
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Labor R lations Director
F:\USERS�HRCOMMONVSHOCKLEYl3 W PROJEC. W PD
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President
Local Union 1842
h' .�SC11�', Listrict C�uricii 14
AFL-CIO
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Busine Repre ntati
Local nion 18
AFSCNIE, District Council 14
AFZ-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A.6, governing the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Professional Employees
AssociaUon, 7nc. (PEA) hereby state that the they have met and discussed the proposed pilot
project described in the attached document entitled City of Saint Paul Information Services
Reorganization and 7ob Family Modeling Project and agree that the stipulations contained
therein that affect terms and conditions of employment shall apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
haue been allocated to the IS Job Family levels designated therein as represented by PEA.
Furthermore, PEA and the City also agree to use the following Civil Service Rules, as
modified, in the administration ofthis pIlot project:
1. Civil5ervice Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family position for six months or more.
2. Civil Service Rule 8.A.5 (Combining of Titles) shall allow for the appointment ofthe
afFected incumbents to the IS 7ob Family Leveis outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previousiy allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emp3oyees to enter an
examination on a promotion basis after serving not less than one year in a classified
position prior to the examination date. Such incumbents sha11 also haue actually served
at least 1040 hours in such ciassified position. This nxle shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil Service Rule 22 (Lay Oft) shall allow employees to maintain class seniority in
their newly assigned IS 7ob Family level even though their former class, now included
in the new IS Job Family ]evel, has not been formally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be deternuned by the total length of
continuous service in ail classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Examinations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead the appeals procedure
outlined in the attached pilot project document shall be used.
a��� � o
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation goveming
advancement in salary, shall not apply to employees in positions allocated to the IS
7ob Family levels defined in the attached pilot project documextt. Instead, the salary
schedules contained within the pilot pro,}ect document shall be followed. The
applicable step increases therein may be granted in the time frames set forth. Five, ten,
and fifteen year step increases as defined in the Salary Plan and Rates of Compensation
shall continue to apply for such employees subject to the time frame limitations set
forth by the applicable pilot project salary schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
� ����
Human Resources Director
�,- /`,. �
President
Professional Employees Association, Inc.
Labor elations Director
`"1��� ��
Business Representative
Professional Employees Association, Inc.
F:\USERS�I-IRCOMMONVSHOCKLEY�W PRO�CT. W PD
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1998
Memorandnm of Agreement
In accordance with Civii Service Rule 8.A6, goveming the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Saim Paul Supervisors'
Organization (SPSO) hereby stale that the they have met and discussed the proposed pilot
project described in the attached document en6tled City of Saint Paul Informazion Setvices
Reorganization and Job Family Modeling Project and agee that the stipulations contained
therein that affect terms and conditions of employment shali apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
have been allocated to the IS Job Family levels designated therein as represented by SPSO.
Furthemiore, SPSO and the City also agree to use the following Civil Service Rules, as
modified, in the administration of this pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family posirion for siac months or more.
2. Civil Service Rufe 8.AS (Combining of Tittes) shall allow for the appointment of the
affected incumbents io the IS 7ob Family Levels outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previously allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emptoyees to enter an
examination on a promotion basis after serving not less than one year in a classified
posirion prior to the examinarion date. Such incumbents shall also have actually served
at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil 5ervice Rule 22 (Lay Of� shall allow employees to maintain class seniority in
their newly assigned IS 7oh Family level even though their former class, now included
in the new IS Job Family level, has not been fotmally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be determined by the total length of
continuous service in all classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Eaaminations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead, the appeals procedure
out7ined in the attached pilot project document shall be used.
�lg`
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation governing
advancement in salary, shall not apply to employees in positions allocated to the IS
Job Family levels in the attached pilot project documern. Tnstead, the salazy schedules
contained within the pilot project document shall be followed. The applicabte step
increases therein may be granted in the time frames set forth. Five, ten, and fifteen year
step increases as definad in the Salary Pian and Rates of Compensation shall conturue to
apply for such employees subject to the time frame limitations set forth by the
applicable pilot project salazy schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
�� -� y „.
t
Human Resources D'uector
� � �
Labor elations Director
�
President
Saint Paul 5upervisors' Organization
Business Representative
Saint Paul Supervisors' Organization
F:�ItSERS�E�tCOMMONLSHOCKLEriSPSO.ISM
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City of �S'aint I'aul
Information Services
Reorganization & Job Family Modeling
Project
Pilot Project Description
October, I998
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Table of Contents
TABLE CONTENTS .......................................................................................................................2
BACKGROU D ..................................................................................................................................... 3
PROJECTGOAL .................................................................................................................................. 4
PILOTPROJECT ..................................................................................................................................5
KEYPOINTS .........................................................................................................................................5
CONCEPT OVERVIEW ........................................................................................................................6
APPROACH ........................................................................................................................................... 7
KEY DEFINITIONS ...............................................................................................................................8
JOBFAMILY .........................................................................................................................................9
JOB FAMILY DEFIMITIONS ................................................................................................................9
FAMILYLEVELS .................................................................................................................................. 9
TRANSlT10NtSSUES ........................................................................................................................10
FUTUREASSIGNMENTS ..................................................................................................................12
PROGRESS PARAMETERS .............................................................................................................12
COMPETENCY DEVELOPMENT .....................................................................................................16
SUMMARY
17
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Background
Mission Statement
To promote information technology as a strategic asset of the City and create a healthy
information and technological environment that supports the attainment of city-wide as
well as department and office strategic goa]s.
Two on-eoin� orogram obiectives for the IS denartment include:
• The creation of a healthy information technology environment that supports the
attainment of City-wide as well as department and office strategic goals.
• The continual search for creative and innovative means to maximize the City's
information technology investment.
The City of Saint PauPs Information Services (IS) function has changed dramatically over
the past several yeazs. The widely decentralized organization, was pulled into one
organizational unit -- the IS Division of the Department of Technology and Management
Services. This was done in order to establish and maintain consistent technology
strategies, policies, and procedures and to increase accountability for return on the City's
IS investments. This consolidation also aliowed us to maYimize the efficiency and
effectiveness of these valuable City staff resources, and to facilitate more cross training
among IS staff. It also served to create more career and personal growth opportunities for
the staff.
The division is organized into rivo functionai areas, 1) Core Services, and
2) Department Representatives.
In the face of these organizational changes, as well as the increased and changing demands
for technical assistance and support within the City, IS staff needs to be very fleacible and
perform a hroad array of tasks and responsibilities. Our customers have different
expectations than they did five years ago. New systems and processes are essential to the
way in which we deliver service. Consolidation has brought most of our IS professionals
back together. This move heightened the inconsistency between work performed by
various I3 staffversus the work described by their e�sting class titles and class
specifications (many of which were very outdated). All of these s nmuficant change factors
drive the need to reevaluate our job functions and the way that we ciassify our positions.
Under the existing system, there are many fragmented classes of positions. Job succession
is not well defined, and training objectives are not cleazly tied to position responsibility.
The current process of reassigning and/or promoting human resources is unwieldy and not
responsive to our rate of change. Given the rapidly changing environment and technology,
greater flexibility is a necessity. We need to develop and reallocate human resources
quickly in response to these changes. Employees need to have clearly defined
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accountabilities and a management-supported system in which they can grow and acquire
new, state ofthe art skills and experience.
Accordingiy, in the spring of 1997, IS management and Human Resources staffundertook
a comprehensive study and redefinition of all IS job classifications.
Project Goal
The goal of this process is to realign the current IS staff within appropriate job families
and position titles in a structure that effectively supports their re-defined accountabilities.
A framework will be established in which future positions and employees can be easily
integrated within a more fler.ibie and responsive exam and reclassification process. A
further objective ofthis process is to more clearly define "succession ladders" within the
IS framework, for purposes of personal growth and promotion of emp]oyees.
Objectives;
1. To develop a fle�ble, responsive process to facilitate the movement and
assignment of staff based upon competencies as well as changing customer
needs and requirements.
2. To develop broad job families that combine similaz sets of responsibi]ities and
competency requirements that enhance the ability to be fleacible when making
work assignments.
3. To clearly define career ladders, position expectations, and competency
requirements for the IS staff.
4. To provide a basis for relevant training and development pians for the I5 staff.
5. To develop a process which accomplishes these objectives, transitions the
system in a fair and collaborative manner while appropriately addressing any
relevant concerns.
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Pifot Project
Under Civil Service Rule 8.A.6, the Human Resources Director may conduct pilot andlor
research projects designed to enhance recruitment, selection, empioyee development
programs, and referral and/or appointment processes for the filling of City positions.
It is recommended that this Pilot Project be approved with an initial timeframe not to
exceed three years. An Oversight Team will assist Human Resources in preparing six-
month project reviews and status updates with the oppot[unity for adjustments and fin�
tuning of the process as the project proceeds.
It is recognized that the points of this Pilot Project which affect terms and condirions of
employment aze subject to negotiations with the affected unions.
Key Points
• No e�sting regular certified employee's positions or jobs will be supplanted or
eliminated as a result of this pilot pro}ect.
• No employee will lose salary as a result of this program.
• Position seniority wil] be maintained and consolidated as the current titles are
abolished.
• This new structure is intended to meet the expressed needs of the I5 staff.
• This pilot project complies with ali relevant State and Federal laws andlor rea lations,
Civil Service Rules and the Saint Paui City Charter.
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Concept Overview
The new IS job classiScation structure will be competency based and haue three primary
` job families" in which a11 positions fall in relational order. Each job family will consist of
several pre-defined levels with associated competency requirements and responsibilities.
The positions allocated to each level will generally be broader in scope and responsibility
than positions within the cunent job classes. The resuit will be fewer titles with more
employees sharing similar job titles. An individual position will be a composite of specific
assignments. Each specific assignmerrt may then have an associated assignment specific
title and technology requirements which are unique to that position and which aze different
but generally equivalent to those of other employees in the same job title.
The pilot project will consolidate the existing 24 job classes into 14.
These proposed job titles will be supported by regular performance objectives and training
plans to achieve and support esCablished `core competencies' within the staff. The
structure of the job families and the levels/classes/titles will ma�cimize the IS staf£s
opportunities to transition among the job families and across the levels. This enhances the
long-term career development, staff retention, and ability to align future staff resources
with anticipated needs for specific skills / competencies.
The model calls for three "IS Job Families":
1. Systems Consultants
2. Information/Technology Analysts
3. Systems Support Specialists
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Approach
Implementation of this concept was done in a"phased" approach. Eatensive employee
involvement was an integrai part of the process and the program was adjusted,
accordingly, along the way. An employee communicarion process was developed and
supported throughout the design of the program.
i. Concept Design
Phase I involved the concept design and documentation. This was, primarily, behind the
scenes `homework' done in preparation for input from other associated parties. This
phase was compieted first, with input from representatives of IS Management, Human
Resources, and an eaternal consultant.
ll. /mp/ementation Design
Phase II of the project was the Tmplementation Design. This dealt more specifically with
the actual details of the staff assignments, how to move employees, identifying tasks and
functions, how to measure competencies in the future, definition of salary ranges, etc. This
phase involved extensive input from IS staff, Human Resources and the union
representatives.
Several employee work groups met to discuss and make recommendations on specific
issues. That input was added to the design concept in order to better develop the pilot
project. The work group recommendations were posted on a general Intranet bulletin
boazd and comment was so]icited from all staff members.
!p. lmplementation
Phase III of the project involves the impiementation of the recommended changes. Plans
for specific employee moves will be finalized and implemented during this phase. Human
Resources conducted extensive one on one interviews with all IS staff and supervisors to
ascertain the appropriate job fami]y levels. This phase invoives completion of the
associated paperwork and documentation requirements.
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Key Definitions
Job Family: A grouping of positioru with signifiamtly simi7ar job
resporuibilities, required skills and abilities, cmd customer
requirements There will generttlly be mudtiple job `levels' with
successive Zevels of responsibilities within the .Tob FtaniZy.
Levels: Within each ,Tob Family are associated `stages' of responsibidify,
performance requirements, and competency requirements.
Employees will luave the opportunity to progress up the job Zevels
or position title levels as they gain new competencies and are
assigned more responsibility.
Assignments: Within each position Zevel, there may be severad positions. Each
position may have a specifzc job `assigmnent', which has a urtique
set of responsibilities and skilds. Although the employees share
the same general job level, the distinctions between the speciftc
assignments »:ay make them not interchangeable.
Unique Stzilts: These are skills, abilities atzd technical requzrements, which are
unique to a specifzc job assigrrment. They must be well defzned and
support the essential functions of the job assignment. The essential
functions of an assignment cannot be performed without these
unique skiZZs.
Essentiai Functions: ➢efined by the ADA as "the fundamental job duties of the
employment position that the individual holds. " A job function
may be considered esserrtial if a) the reasan the position exists is to
perform thcrt funcfion; b) a limited number of employees available
among whom the performance of that function can be distrtbuted,•
or c) the functiora is so lzighly specialized that the fncumbent has
been hired spec�cally for his or her expertise or ability to perform
this particular function.
Marginal Functions: Those job duties that are not considered to be 'essential
fi�nctions' as defined by the ADA.
Competency: The skills, knovrledge, abilities and other requirements necessary
to perform adequately the essenfral ana' marginal funetions of each
specific work ttssignment.
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Job Family
The initial design for this process calls for all IS positions to fall within three Job Families.
These general families muror industry standards and allow for broader, more `generid
position descriptions, which will provide management and employees greater fle�bility in
duty assignments as well as provide employees with greater opportunity to ma�mi�e their
competencies.
Job Famity Definitions
Svstems Consultant Job Familv
This job family acts as the primary liaison between IS and the business customers. The
Systems Consultants must develop a thorough and complete understanding of the
information requirements of their assigned department, make recommendations for
technology solutions and take accountability For their implementation. There haue been
four levels identified in this job family.
Information/Technologv Analvst Job Familv
This job family has responsibility for the speclfic applications within assigned departments.
Analysts must understand the customer's business needs and the best technology
solutions. There have been five levels identified in this job family.
Svstems Sunport Snecialist
This family has been designed to accommodate the positions that have traditionally been
involved in the operations and suppart of the computer hardware. This involves primarily
mainframe and client server tecluiology. There haue been four levels identified in this job
family.
Famity Levels
Each of the three job family levels share some common responsibilities and required
competencies. Each family has various numbers of `levels' identified within them, and
each level has additional, progressively more complex requirements. This assumes that
employees wild ful, fill the defined requirements of their assigned job Zevel as well as ta
provide back up to the requiremenfs of every lower level within the job family as
needed
Each of the job levels (i.e.: InformationlTechnology Analyst 1) will share a standard
position description. Each individual staff member assigned to that position level will
work with the standard description. Additionally, each specific assignment and the unique
working title and competency requirements will be developed and clarified as needed.
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Transition Issues
Initial Assignment
Initial assignment of staffto the job family and levels has been based upon the competency
level, and current duties/responsibiliries as well as cunent title of the employee. For
exampie, if an employee is performing duties at a levei above those typical of their cunent
title and a need for this levei is determined to exist within the department, the employee
may be considered for reclassification to the higher family level. This process has involved
input from both IS management and employees.
A job content questionnaite was developed and distributed to the stafffor their input into
the slotting process. In addition, one on one job study interviews were conducted with
each individual employee and selected supervisors.
Classifications created as a result of this pilot project will be assigned to the appropriate
bargaining unit as per present policy and procedures.
If an employee does not meet Yhe required competencies for a job family level with
the same grade and pay level that the employee currently holds, a training and
development plan will be put in place to provide the employee with the opportunity
to acquire those skills and abilities. No emnlovee will be initiallv slotted into a level
that is lower than his or her existinE Erade.
Pay Levels
The Human Resources staff haue analyzed the job family leveis and have applied the
standard City classification factors to them. Eaah level has been classified and a new
salary line has been developed for it. Each level within a job family has a salary range
associated with it. Each range has a number of `steps'. Step increases may be credited
based on tenure and performance.
In some selected cases, market data has been taken into consideration when making
recommendations for the appropriate salary line levels. As has been the project objective
all along, no IS employee will lose pay from their existing level. Employees will be
compensated as per the relevant labor contract. (See Attachment for details).
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Seniority
In developing this pilot project, it has been recognized that issues affecting seniority are
trighly sensirive and important to the individuals involved. Therefore, significant care has
gone into recommending a process which supports the objectives of this project but which
has no negative impact on the seniority rights of the staff.
It is recommended that the general principles of Civil Service Rules 8 A2 and 8.A5 be
utilized with some minor adjustments. First, seniority lists for the incumbents in the newly
combined job family levels will be developed from those classes that are being combined
under the new process. As the rules state, "if two or more classes haue been combined
into one new class, then seniority will be deternuned for all affected employees as if the
classes had always been one class". Second, 3ndividuals will be placed into the appropriate
job family and level based upon their actual job responsibilities. This will follow the
reallocation guidelines that have been used historically.
The initial placement of staffinto the appropriate job family levels will require some
modifications to the rules. Minimum qualifications will not be used as a factor in placing
internal candidates. They will be placed based upon an assessment of their cunent
responsibilities and competencies. The requirement of promotion rights and one year of
service in a higher level position for reallocation will also be waived during the initial
placement.
Seniority ofancumbents whose positions have been reallocated to a higher level is
determined by the date of the appointment. If two or more incumbents aze reallocated and
appoirned to the same level classification on the same date, the historical practice will be
followed. This means that the Office of Human Resources will list their names in the
order of their total City seniority.
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Future Assignments
Since the nature ofthe work in information systems is often very project based, staffmay
be assigned to projects which utilize their competencies and experience or which require
them to demonstrate the competencies of the family level below their current assigned
level with a minimum amount of refresher trairilng. The incumbents in each job family
level will therefore be expected to demonstrate a basic fanilliarity with the responsibilities
of the lower levels within their job family.
Progress Parameters
Movement up the levels
Employees will be moved from one level up to the neat level based on a number of
competency based criteria which have been developed by an employee work group called
the Competency Measurement Team. The recommendations of this group are as follows:
Oversight Team
The Gompetency Measurement Team recommends convening an Oversight Team that will
be charged with general oversight to this pilot project and for providing a mechanism for
intema] review of future position postings, and testing for eligibility for new open
positions.
It is recommended that the makeup of this group be one IS staff inember each &om the
affected bargaining units (AFSCME Clerical, AFSCME Technical, PEA, and SPSO) and
one IS customer, for a total of five members. In addition, an HA Representative will
consult with the team and provide staff support but will not have a`vote' in decisions. It
is recommended that this team be in place for a one-yeaz term to ensure process
consistency. The team will need to develop internal operating procedures, voting
processes, etc. No final deternunation was made as to how the members of this group
should be selected but ideally, they should be people who are interested in making this
process succeed.
The oversight Team will report on the progress, challenges, and successes of the project
to the staff and to their respective unions on a quarterly basis for the first year of the pilot
project. Thereafter, reports will be made every six months.
The various responsibilities of the Oversight Team include but are not limited to:
1. Review of nosition level decisions prior to posting.
2. Make any necessary modifications in the Training and Evaluation weighting for
specific open assignments.
3. Score and review the completed Training and Evaluation Tests of internal
applicants for promotional positions.
A. Develop a`qualified candidate' elieibilit�ist based upon the T& E to forward
to the hiring manager.
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5. Review any intemal aQ�eals to the process.
6. Revort to the IS staff and respective unions every six months on the process
and make recommendations for appropriate adjustments or conections.
7. Assist Human Resowces in the formal Pilot Project review and reporting
process.
ReallocaYion
The Team has detemvned that it is expedient for the reallocation process to continue to be
used in the appropriate circumstances. Under the pilot project, reallocation will be
allowed after the job duties have been performed for six months. in lieu of the current
twelve months. In addition, reallocation can take place both within job families as well as
across job families within IS.
Initial Testing for Promotions
In response to the current competitive market in the IS field and the challenge of retaining
good employees after the City has provided for their training, this pilot will involve two
`nutial retention' components. First, the new salary structure ca11s for salary step increases
every six months for the first several years. Second, the traditional two-year wait before a
new employee can be eligible for a promotiona] test will be amended to one year.
Posting of New Positions
All new promotional opportunities (non-reallocations) wi11 be posted throughout the City
on the Intranet as well as in the usual manner (e.g.: job line, bulletin boazd). Internal IS
employees will be given some `preference points' on the Testing and Evaluation exam.
Minimum Qualifications
Minimum qualifications will not be used for internal promotions. Rather, the measurement
process, which has been designed to measure competency achievement, wili be the
selection criteria.
Minimum qualifications will still be used for external hiring purposes. The minimum
qualifications for the new job family levels have been reviewed and updated through
Human Resources to reflect current market conditions. (See Attachment D).
Promotion Eligibility / Tenure within levels
The general guidelines for tenure within a leve] before an employee can move to the next
level in a job family will be consistent with any e�sting probationary periods in the
relevant union contracts or Civil Service rules.
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Competency Measurement
The following measurement process will be utilized during the pflot project for the
purpose of eligibility for promotion.
1. All promotionai opportunities will be posted.
2. Interested City candidates will complete a Training and Evaluation exam
asking them to clearly demonstrate competencies. Candidates w�71 also be
asked to inciude verification references.
3. The Oversight Team will meet to review and score t6e T& E exam.
4. Candidates who receive 75°/a or more on the T& E will be determined to
be `eligible' for the open position and will be passed on to the hiring
manager.
5. The hiring manager will interview and select from the `eligible'
candidates using the traditional "rule of three" concept.
An outline of the Testing and Evaluation Exam is included in Attachment E.
The competency measurement process, in particular, will be revisited and refined as
necessary every 6 months during the pilot project.
Appeal Process
There will be a formal appeal process for competency measurement decisions. The
following steps are suggested.
1. The llversight Committee will provide each employee with a score for each
competency on his or her T& E evaluation.
2. Within 10 working days of the notification, the affected employee must indicate in
writing that they disagree with some part of their test score.
3. The employee wili have additional5 working days to provide information to the
Human Resources staffperson who assists the Oversight Committee. The
employee will provide the committee with any additional information that they feel
was not considered in the initial Training & Experience test.
4. The HR Staff member, who will be experienced in test examinations, will assist
with further fact-finding if needed.
5. The HR Staffmember will meet with the Oversight Committee to discuss ifthe
additional information is sufficient to affect the scoring of the T& E test.
6. The Oversight Committee will review appeals and make a decision within 1�
working days of receiving the additional information.
7. The appealing employee will be notified in writing of the review decision within 10
working days from the Committee meeting.
By mutual agreement, these time limits can be e�tended.
This process does not preclude the employee from filing a formal union grievance or
pursuing any of the other normal employee options.
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Movement down a level
Once an employee has been appointed to a new job level, they will not be moved down
even if the assienment ends or changes. However, they may occasionally be called upon to
perform the duties of any of the lower job fanvly levels. It is the responsibility of the IS
management to ensure that the staff is appropriately utilized. An employee may be asked
to voluntarily reduce their level or face disciplinary actions only if there is documented
evidence that that they no longer meet the requirements of the job level consistent with
the performance management process and development plans. Sufficient time will be
given for the employee to demonstrate the required competencies before this would
happen.
Crossing Job Family
Since this process has been designed to maximize flexibility for both employees and IS
management, employees wil] be aliowed to cross from one job family to the neact if they
meet the required competencies. Clearly defined competency requirements wiil enable
employees to do more comprehensive cazeer planning and preparation. It is envisioned
that three guidelines will govem this movement. 1) The employee must express an interest
in career opportunities in anothet job family. 2) There must be a departmental need to fill
a position. 3) The employee must demonstrate the required competencies of the new job
family and level.
Some of the logical `cazeer paths' are illustrated below:
Systems Support
Specialists
Level I
Grade 25
----------
Level II
Grade 28
-----------
Level III
Grade 36 ""�
-----------
Level IV
Grade 4C
Pronosed C areer Ladders
Inform ationlT echnical
Analysts
Level I
Grade 30
----------
Level II
Grade 36
�,„ LeveIIII
Grade 40
Systems Consultants
----------- — —
LevelIV .�r
� Grade 44
----------
Level V �
� LevelI
Grade 12-16
---------
Leve1II
Grade 20
- — ------------
Level III
Grade 22
Level IV
Grade 23
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Competency Devetopment
It is the intention of the IS Division to identify and develop certain base]ine `core'
competencies within IS employees. These competencies are essential to meeting the
business objectives of the department.
In addition, a critical component of this process is the establishment of new mechanisms,
processes, and procedures with the Auman Resources Office and IS Division to support
this new framework over the long term.
To assist in this process, the department has identified a set of competencies that are
required at some level within the organization. Each employee has been evaluated as to
his or her expertise in each competency area. Individual development plans will be
developed to assist the staffin acquiring the necessary competencies. It is the intention of
IS management to ensure equal access to training and development opportunities for all
employees.
Project `Success Criteria'
While it has been determined that the Oversight Team in conjunction with the Human
Resources Office will assess and report on the projecYs success throughout the three year
pilot project, specific success measurement criteria need to be developed. The following
criteria will be reviewed by the Oversight Team as the foundation of their project
measurement process.
We see this project as having three distinct interested constituencies: The Employees, The
City / IS Customers, and IS Management. It is proposed that success criteria be
developed ta address each of these groups. Some suggested measurement criteria
inciudes the following:
Em�lovees
1) Employee satisfaction -- measured by periodic surveys
2) # of employees being paid `out of title'
3) # of IS positions which are filled internally and which would not have qualified under
the previous system.
Citv / IS Customers
1) Customer satisfaction -- measured by surveys
2) Turnover / job vacancy rates compazed to IS historical data
g:pilproj.doc 16
a� �Q�
3) Average time to fill vacant positions (# of days to promote internallv or to complete
the process for ea-ternal hiring. This would exclude `finding' an external candidate)
4) Cost of administering the system - compare the number of classification studies
required during the pilot project versus historical levels.
IS Mana e�ment
1) Time to fill open posirions (same as above)
2) HR. Staff time needed to fill positions intemally
3) Employee and customer satisfaction data (same as above)
Summary
The IS reorganization pilot project has been designed to meet the needs of the City, the
employees of the IS Division and IS management. It is a program that maximizes
fle�bility and the ability to respond quickly and capably to a rapidly changing
environment. It is intended to support career development within the I5 staff and to
enable the IS Division to better serve the needs of their customers.
g:pilproj.doc 17
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ATTACffiVIENT D
NIINIMUM QUALIFICATTONS
General Themes
• the m;nimum qnaiifications will be applied to `extemal candidates' only,
. m;nim� qnatifications for the job family levels should incrementally
increase as one ascends up the job family ladder
. minimum qualifications for equivalent positions in the other job fauulies
shouid be relatively equivalent
• move away from the strict adherence to college degree requirements and
allow for some expertise and experience substitutions
• avoid requiring specific technology in order to keep the miniinum
qualifications timely and not easily dated
IS - Equivalent Series Levels
(Indicates relative `value' of the job family levels)
Info/Tech Anal st I
Info/Tech Anal st II
Systems Consult I InfoJTech Anal st III
« « « InfoJTech Anal st N
S stems Consult II Info/Tech Anal st V
S stems Consult III Info/Tech Anal st VI
Svstems Consuk IV
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g:pilproj.doc 34
98'-q�o
ATTACfIMENT D
Systems Support Specialists — Suggested Minimum Qualifications
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12 months of 6 months of Successful Successful
technical school technical school pius completion of a completion of a
trauung or 1 year 1 year work technical certificate technical certificate
work experience in a experience or 2 plus 2 years of plus 4 years of
technicaUoperations years of work operations support operations support
environment experience in a work experience or work eaperience or
technicaVoperations 4 years of operations 6 yeazs of operations
environment support work support work
experience, experience.
Work experience Work experience
must include must include
installations, planning, reseazch,
troubleshooting and installations,
basic maintenance of troubleshooting, and
of client server interconnectivity of
and/or network multiple processing
systems. systems.
Demonstrated team
leadership or work
direction ex erience.
g:pilproj.doc 35
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ATTACHMENT D
Informafion/Technology Analysts — Suggested Minimum Qualifications
: ���r�'I'e� Inf�T�r1� , 3nf€r}'�� �€�1`��� �►f+�� •
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Technical College degree Coilege degree College degree College degree
school in info mgmt, in info mgmt, in info mgmt, in info mgmt,
programnuug computer tech, computer tech, computer tech, computer tech,
certificate or 12 or related field or related field or related field or related field
months non- plus 1 year of plus 2 yeazs of plus 4 yeazs of plus 6 yeazs of
credit trainuig. work work work work
experience or e�cperience or experience or experience or
technical school technical school technical school technical school
progra.mming programming programming progra.mming
certificate plus certificate plus certificate plus certificate plus
2 years of work 4 yeazs of work 6 years of work 8 years of work
experience. experience. experience. experience.
Work Work Work Work
eaperience must experience must experience must experience must
include include include data include large
programming, requirements structure project planning
debugging, ad definition, basic analysis & & ROI
hoc reporting, project design, calculation.
and planning. Demonstrated
documentation. technical
mastery of one
or more
re uired areas
g:pilproj.doc 36
98 - 9� o
G�+c;s���.r�.�
Systems Consultants -- Suggested Minimum Qualifications
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College degree in College degree in College degree in College degree in
info mgmt, info mgmt, info mgmt, info mgmt,
computer tech, or computer tech, or computer tech, or computer tech, or
related field plus Z related field plus 4 related field plus 5 related field plus 6
yeazs of work years of work years of work years of work
experience or experience or experience or experience or
technicalschool technicalschool technicalschool technicalschool
certificate plus 4 certificate plus 6 certificate plus 8 certificate plus 10
years of work years of work years o£ work years of work
experience. experience. experience. experience.
Work experience Work experience Work experience
must include must include must include 4
business analysis project years of
and project management and supervising or
definition. work leading technical
Good coordination; staff;
understanding of budget mgmt. And Demonstrated
relevant cost/benefit project mgmt. Of
technology. analysis. large technical
Expert knowiedge projects,
of 1 or more conceptual
relevant technical understanding of
platforms. intenelated
technical
platforms.
g:pilproj.doc 3�
9�-9�to
IS Training & Experience Evaluafion Outline
Suggested Rating Guidelines
City of Saint Paul - IS Experience
If the candidate has more than one year experience in the
City of Saint Paul, IS Division, add points.
r_vrir� •iT� ,�r�y
0 - 10 puints
Education and technical training 0- 20 paints
(Points in this category can come from a single or multiple sources but may not exceed a
total of 20 points)
Formal Education
College Degree IS, Business, Management 0- 10 points
Other college degree 0- 5 points
Technical School 0- 5 points
On the job Education
Technical courses, seminars & certifications
or on the job learning
Competency Rating
General com�etencies
• Customer Consulting
• Problem Solving / analysis
• Prioritization, tune management, planning
• Communication
. Project management
e Teamwork
Technical competencies (assignment related)
• City St. Paul technical environment
• Assigned platform
• Customer applications
Total
0 - 10 points
0 - 70 points
0-5
0-10
0-10
0-10
0-5
0-5
0-5
0-10
0-10
0 -100 points
Candidates who receive 75% or more are considered eligible far interviews with the hiring
manager. Selection decision is made from within this candidate pool.
g:pilproj.doc 38
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IS Market Information
In the fall of 1997 the City of Saint Paul participated in a local jurisdiction survey of IS
jobs. It was conducted by the DCA Stanton Group. Other participants were Hennipin
County, Washington County, Dakota County, Anoka County, the University of
Mimiesota, and the City of Plymouth. A review of the information gathered revealed the
following comparisons:
1. The City pays well above the pay range listed for positions similar to EDP Aide and
Computer Operator.
2. The City's minimum pay rate for Senior Computer Operator positions is well above
that listed for similar positions. The maximum is the same.
3. For EDP Programmers, the City pays above the minimum and within the range listed
for similar positions.
4. The City pay for EDP Programmer Analyst positions is above that listed for similaz
positions.
5. For EDP Systems Analyst positions, the City pays above the listed pay ranges for
positions similar to EDP Systems Analysts.
6. City pay for EDP Network Specialist I and II is below the ranges listed for similar
positions.
The City pays section supervisory posirions within the range of salaries listed far
similar positions, 6ut the ma�mum rate the City pays is considerably less than the
maYimum listed.
8. The City's pay rate for the Data Processing Manager class is above the range listed for
TS division manager positions and below that listed for positions at the department
head level.
g:pilproj.doc 39
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Private sector 1997 IS salary information was also collected by the DCA Stanton Group.
About 140 companies participated in the survey. Most of those were located in the upper
1vTidwest and the majority were from the Twin Cities Metropolitan Area. The salary range
data was categorized by the IS operating budgets of the reporting companies. City of
Saint Paul IS positions were compazed to similaz positions listed in the DCA Stanton
survey for companies with and IS operating budget ofup to $5,000,000. The 1997 City
of Saint Paul IS operating budget was appro�mately $4,226,000. The comparisons
revealed the following:
1. For Computer Operators and EDP Aides, the City pays well above the minimum and a
little above the maximum of the range listed for similaz positions.
2. The City's EDP Network Specialist job classes aze paid in the lower half ofthe pay
ranges listed for similar classes of positions.
3. The City's pay range for entry level programmers is almost the same as that ]isted for
similar positions in the private sector survey.
4. City EDP Prograrruner and EDP Prograrruner Analyst positions are paid well within
the ranges listed for similar positions.
The salary ranges listed far positions similaz to the City's EDP Systems Analyst I, II
and III classes aze very comparable to those of similar positions listed in the survey.
The City pays a little higher at the I level and well within the range at the II and III
levels.
6. For the section supervisor positions, the City pays below the listed minimums and the
City's maximum pay is well below the listed midpoint.
7. The City's IS division manager level class, Data Processing Manager, is paid well
below the pay range listed for similar positions in the private sector.
g:pilproj.doc 40
Conncil File # �'
ORlG1NAL
OF
Presented by
Referred To
RESOLUTION
PAUL, MINNESOTA
�
Green Sheet # 62957
Committee Date
An Administrative Resolution approving a pilot project entitied, Information Services
Reorganization and 7ob Family Modeling Project, including the new salary ranges
containad therein, in accordance with Civil Service Rule 8.A.6, and the accompanying
memorandums of agreement with AFSCME Locals 2508 and 1842, PEA, and SPSO,
which govem administration of the project.
6
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WHEREAS, it is the mission ofthe Information Services (IS) Division ofthe Department of
Technology and Management Services to promote information technology as a strategic asset of the City and
to create a healthy information and technological environment that supports the attainment of city-wide as
well as department and office strategic goals, and
WF3EREAS, there has been continuous change in IS technology resulting in many new systems and
processes and a highty competitive IS job market, and
WHEREAS, IS customers need and expect techmcal assistance in implementing and utilizing this new
technology,and
Wf�REAS, the IS Division has been having difficulty assigning, hiring, retaining and promoting staff
in a manner which effectively supports the mission of the unit, and
WHEREAS, the eacisting IS ciassification and compensation system is outdated and no longer
provides the duty assignment fle�bility and employee development potential required by the IS Division in
responding to customer needs and in recruiting and retaining IS staff, and
WHEREAS, the IS Division and the Office of Human Resources have conducted a coAaborative
process that has developed a new IS job classification/compensation system, and corresponding administrative
procedure, and
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WHEREAS, this new system and procedure was designed to provide maximum flexibility in duty
assignments based on employee demonstrated competencies rather than on narrowly defined class
specifications, and
WE�REAS, this new system and procedure was designed to provide employees with clearly defined
cazeer ladders, professional development opportunities and competitive sataries, and
Wf�REAS, t3ils new system and procedure was designed to better support the mission and objectives
of the IS Division, and
WFIEREAS, Civil Service Rule 8.A6, pernrits the Human Resowces Director to conduct pilot and/or
research projects designed to enhance recruitment, selection, employee career development programs, and
referra] and/or appointment processes for filling City positions, and
Wf�REAS, the City of Saint Paul Office ofHuman Resources and AFSCME Locals 2508 and 1842,
PEA, and SPSO, representing the employees and job classifications affected by the IS Restructuring and 7ob
Family Modeling Project, have met and have agreed upon the terms and conditions of employment
contained within the pilot project document and have agreed upon the modification of cartain Civil
Service Rules in the administration of this pilot project, now therefore, be it
RESOLVED, that the City Council of the City of Saint Paul hereby approves the attached
Memorandums of Agreement governing the administration of the IS 3ob Reorganization and 7ob Family
Modeling Project, and be it
FURTf�R RESOLVED, that the City Council of the City of Saint Paul hereby approves
the attached IS Reorganization and Job Family Modeling Project, including the IS 3ob Family System pay
gades and salary ranges contained within the attached project document, and be it
FtIRTI�R RESOLVED, that the effective date of the new IS 3ob Family System, including individual
position allocations, classification consolidations, and salary schedule shall be January 3, 1998, and be it
98-9�10
45 FURTAER RESOLVED, that said pilot project shall expire three years following the passage and
46 approval of this resolution unless action is taken othenvise prior to the expiration date, and be
47 it
48 FINAI.LY RESOLVED, that the Office of Human Resources and the IS Division shall submit to the
49 City Councai and the Mayor a yearly report regarding the progress of the project on or about the anniversary
50 date of its passage and approval with the final report being submitted three months prior to eapiration.
Requested by Depaztmrnt of:
•i . .
BY�
Adoption Certified by Council Secretary
�: a �
Approved by Mayor: Date 1 `�
By: I
P.1O9�RS�IIMONNO�
Adopted by Covncil: Date �������
Fotm Appr ved by C' Attomey
By: ��cf /d�13�`�S
9P-9�o
DEPARTMENf/OFFICFICOUNCII.: DATE INITIATED GREEN SHEE�' NO.: G��S�I
Auman Resources 10114/98
CONTACT PI?RSON & PHONE: .� It�II'rrwT1DATE a1'E
7ohn Shockley (266-6482)
ASSIGN 1 DEPARTMENT DIR 4 CTTY CAUNCII,
NUMBER 2 CITY A7TORNEY CITY CLERK
MUST BE ON COUNCII, AGENDA BY (DA1'� �R ��``CIAL SVS D _ FINANCL9L S ACCT
ROUTING 3 MAYOR(OReLSST.
ORDER
TOTAL # OF SIGNATURE PAGES (Q.IP ALL I,OCATIONS FOR SIGNATURE)
acnox xe�uESrEn: Approval of a pilot project entitled "Information Services Reorganizarion and 7ob Family
Modeling Pro,jecY' and accompanying memorandums of agreement.
RECAMMENDA1iONS: Approve (A) or Reject (R} PERSONAL 5ERVICE CONTRACfS MiJST ANSWER THE FOLLOWING
QUESftONS:
_PLANNINGCOMMISSION _CIVILSERV[CE COMMISSION I. Hast6ispersodfumevawo+kedunderaconVac[f�Utisdepaflmrnt?
_CIB COhIM111BE _ Yes No
STAFF _ 2. Hasiltispersodfumeverhunacityemploya?
DISTAICT COUAT Yes No
SUPPORTS WHICfi COUNCIL OBIECTI�B? 3. Dces this petson/firtn possess a skill aot normally posessed by any cmrent city
employee? Yes No
Ezplain all yes uuwers on xpatate aheM and adaeh to;reen s6eef.
INITLITINGFROBLEM,ISSi3E,OYPORTUNTTY(Who The Information Services Division has been having
difliculty in hiring, retaining, and promoting its technicai staff in a manner which effectively supports the City's
information and technology objectives and the professional needs ofthe employees. Elsisting position descriptions
and minimum qualifications aze narrowly defined, fragmented, and dated. The eunent HR systems do not
adequately support the need for flexibility and quick response to changing Information Services needs. Significant
effort is being directed at "working azound" the e7nsting process problems. (See attached Executive Summary)
anvaNrncES iF nrrxoven: The pilot project will enable the City to better support the mission and objectives of the
Information Services Division. It will also allow greater duty assigment flexibility giving the ability to respond
rapidly and efficiently to changing business needs. Furthermore, the project better aligns,}ob descriptions and pay
with current staff responsibilities, develops career ladders, and facilitates professional gowth opportunities for the
staff. Finally, the project will improve the City's ability to hire and retain technical staffin a competitive market.
DISADVANTAGESIFAPPROVED: NOil6 �
DISADVANI'AGES IF NOT APPROVED: It WOUI(� COI1t1I1llE t0 b@ CI1fflClllt t0 TCt2111 3I1(3 fCCilllt (�ll8�lry II1fOtR7811011 .SEIVICCS
staff. Current employees will not be adequately recognized for their efforts and competencies and the City will
become less able to compete in a very fast paced, competitive Information Services market.
TOTAL AMOIRVT OF TRANSACfIOTi: 5125,60U far sataries in 1998, a� $134,UOQ in t999 COSClREVEN[IE BUDGETED:YES
FUNDING SOURCE: ACTIVITY NUMBER:
FINANC7ALINFORMATION:(EXPLAIt� C�rc�FZ;`e5:":i �u�:t�Yi;?'`=. �c�Y€?�
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City of Saint Paul
Executive Summary
Information Services Classification Study
L What is the project all about?
This is a collaborative effort between the Office of Human Resources, Information
Systems Division's management ( Technology and Management Services Department),
the IS Division staff and the unions/bazgaining units (AFSCME locals 1842 and 2508;
Professional Employees Association; the Saint Paul Supervisors Organization) which
represent the Division's staff.
This proposed pilot project redefines IS jobs in a way that better addresses the City's
information needs, responds to a rapidly changing business environment, and supports
employee growth and development. This project includes new processes, new definitions
of roles and responsibilities, and a better alignment of pay with competencies and
responsibilities. This will allow for a more adaptive, responsive IS environment.
II. Why is the City proposing to do this?
This project began as a result of three separate forces.
• IS employees were not satisfied with their fragmented and dated position
descriptions. In addirion, the internal process for promotion and advancement was
not well defined and did not support their needs.
. IS department management and their customers were frustrated with the inability
to manage the staff in a way that facilitates a quick response to changing
information and technology needs in a very competitive market.
. Finally, the Information Systems environment within the Twin Cities is more
competitive than ever and the City was falling well behind the notm in recruiting,
developing, and retaining these valuable human resources. The pace of change in
technology and in the market continues to speed up and the problems will multiply
if not proactively addressed.
A significant component of the IS mission statement is to create a healthy information and
technology environment to support the attainment of Citywide as well as department and
office strategic goals. This project is designed to better support this type of environment.
III. Design, Development, and Approval Process
This pilot project has been a mode] of labor and management cooperation and
collaboration. The development of this project has been lengthy (18 months) and has
included input from the employees in design and development, as well as problem solving.
It has been refined with the assistance and input of the unions. Significant efforts were
made to update the employees throughout the process and to solicit their input. Much of
this input has been incorporated into the design to be as responsive to employee needs as
� ' �
feasible. Communication was done via task forces, e-mail, Intranet postings, group
meetings, and individualized meetings.
In addition, the Human Resources staff has surveyed other public and private IS
enterprises to compaze competency, responsibility, and salary information. This "Best
Practices" data has been incorporated into the project design to ensure its market
compazability.
IV. What benefits does this pilot project bring to the City?
The concepts in this pilot project will enable the City to better support the mission and
objectives of the IS department. It will:
• Allow greater fle�bility and ability to respond more rapidly to changing
business needs.
• Clarify and standazdize performance expectations for IS staffthroughout the City.
• Consolidate 24 job classes into 14.
• Provide retention and recognition opportunities for high perfornung employees.
• Facilitate cross training and backup, which will increase efficiency and muumize
down time.
• Enable the City to attract quality, entry-level candidates who meet the revised
minimum qualification criteria.
. Keep the City's IS fixnction more competitive with other public and private sector
employers as it implements this state of the art focus on competencies in job
classification.
• Share on-going administration of the project between IS management and the staff.
V. How will we measure success?
Some ways to measure success of the new classification plan aze:
• Customer satisfaction—measured by surveys
. Turnover/job vacancy rates compazed to historical IS data
. Average time to fill vacant positions
• Cost of administration—compaze the number of classification studies required
during the pilot project versus historical levels
. Human Resources stafftime needed to fill positions internally
VL What benefits does this pilot project have for the employees?
The project:
• Includes new job definitions that better reflect current responsibilities.
• Acknowledges contributions and work done.
• Facilitates employee development and growth.
. Develops career ladders and ensures better succession planning.
• Ivlore closely aligns pay with responsibilities and competencies.
Note: No e�sting regular certified employee's position would be supplanted or eliminated
as a result of this project. No employee will lose salary—in fact many will see pay
increases.
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VII. How will we measure success with respect to staff?
Some ways to measure success with the staff are:
• Employee satisfactio�r--measured by periodic surveys
• Number of employees being paid "out of title"
• Number of IS positions that are filled intemally and for which the employee would
not have qualified under the previous system.
VIII. Response of Other Interested Parties
Human Resources has secured the agreement and endorsement of all three affected
bargainuig units—signed memoranda of agreement will be attached to the Snal
information packet. Employees haue had many opportunities to get involved in the project
design and are eager for it to move forwazd. The City Information Services customers see
the value of the project and aze supportive.
IX. Cost Implications
The IS Division is not asking for additional funds for this pilot project. The costs
associated with any resulting salary increases have been fully funded and approved in the
1998 budget and the increased costs have been included in the proposed 1999 budget.
The final 1998 salary cost for the pilot project is estimated to be $125,600; fringe benefits,
calculated at 28%, would be $35,000. Total 1998 cost, for the 55 member staff, is
estimated to be $160,600. This will be offset by the many out of title salary and fringe
payments (about $96,000) already being made to IS employees.
Out oftitle pay resulted from:
. Inconsistencies between how departments, under the former organization of IS
resources, classified and compensated technical staff that became apparent after
the consolidation oftechnical staffinto the new IS organization
• Changes in technology that superceded e�sting job descriptions
. The natural progression of stafftrying to cover increased needs while personnel
resources remained the same; employees naturally assuming more responsibilities
to get the job done
XL Additional Advantages
Expected additional benefits are:
. Wtule the positive impact on emgloyee retention is quite obvious, this program will
also enable the City to better recruit and attract prospective IS employees by
demonstrating a commitment to excellence and employee development.
. The lengthy collaborative effort facilitated the reorganization of IS from a diverse
collection of independent IS service providers into a more cohesive technical work
force operating with a shared vision.
• The project demonstrates the willingness of City management, employees and the
respective bargaining units to work together towazd a common goal in a
cooperative and respectful manner.
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• This project was a marked departure from the previous manner in which the
department operated. This new demonstration of openness and collaboration will
provide a foundation for buy-in and trust for future initiatives.
G:GS HAR E D W dmi�U S\ClassF�cSUmmary.wpd
Sec08 Civil Service Rules Page 2 of 5
demonstrated satisfactory performance in their position.
�6 'Q�D
S.A.3. Vacant positions shall be filled from a promotion eligibie list or from a list of
promotion eligibles on an open list in the following manner: The Oflice of Human
Resources shall certify to the appointing officer a list of eligibles which shall include
the top 3 eligibles, plus the top 3 eligibles from the appointing division plus ties. If
the top 3 certified eligibles are from the appointing division, no further names shall
be certified.
If the top 3 certified eligibles are not from the appointing division, then the
certification shall be expanded to include the required number of eligibles from the
appointing division.
The term'division' used in this pazagraph shall mean'department' in all cases where
a department is not divided into divisions. For the purpose of this pazagraph's
provisions, the following are considered to be divisions of the Mayor's Office;
Human and Civil Rights; Office of Human Resources. For the purpose of this
provision, Legislative Operating shall be considered a separate department; Fire
Equipment Services shall be considered a division ofthe Fire and Safety Services
Department, the Department of Public Works shall be considered as one division,
the Department of Planning and Economic Development shall be considered as one
division, and the Department of Finance and Management shall be considered as
one division.
8.A.4. Section 8.A3 shall not apply to titles represented by the Professional Employees
bargaining unit or the Professional Supervisory Employees bargaining unit.
8.A.5. When two or more titles aze combined into a new title, the Director may authorize
the appointing authority to appoint affected employees to the new title without
further competitive testing as long as they have been certified to one ofthe titles
being combined, and they meet the minimum qualifications for the new title.
Seniority will be determined in accordance with Section 22 Layoff.
The Human Resources Director may conduct pilot and/or reseazch projects
designed to enhance recruitment, selection, experimental learning placements,
pre-entry training programs, employee career development programs, inclusive of
apprenticeship, and on-the job training programs, referral and/or appointment
processes for the filling of City positions.
The Human Resources Director, prior to taking any employment action in the above
referenced pilot and/or reseazch projects, shall obtain the approval of the Mayor and
if approved, obtain the consent of the Council. Notice to the affected bargaining
units shall be given and at such time, the bargaining units have the right to discuss
their issues as well as present recommendations for changes in the project. Notice
to the City Council will be given for review and subsequent approvaUdenial of the
project. Written documentation shall be provided by the Human Resources Director
for review prior to approval. Documentation shall include the following:
a. Assurance that the proposal does not supptant existing certified employees.
12/8/97 1:36:34 PM
Sec08 Civil Service Rules
Page 3 of 5
b. Identification of Civil Service Rules affected by the proposal, if any. G! � 9��
c. Participants in programs will be certified, having a probationary period, +
involved in structured training and will be provided an out placement referral
service.
d. Classifications created through the proposai wili be assigned to the
appropriate bargaining unit as per our present policy and procedures.
e. It is recognized that any affect on terms and conditions of employment aze
subject to negotiations.
f. Pilot employment projects will be in accordance with State and Federal laws
and/or regulations and the Saint Paul City Charter.
g. Reference to the City Policy Objectives sought to be served by the pilot
and/or research project.
Appropriate Civil Service Rules, if agproved by the Mayor and City Council can be
suspended for the purposes of these projects. Their suspension is limited for the
time period as specified for the project. A project will not exceed a 3-year time
span. An evaluation report is to be submitted to the Mayor and Council within
3-months of the end of the pro}ect.
8.B.1. Vacant positions shall be filled from an original entrance list in the following manner:
8.B.l.a. Vacancy Filled From An Original Entrance List
Single vacancy from a requisition shall be filled as follows:
FOR LISTS HAVING TWENTY (20) OR FEWER ELIGIBLES
The Office of Human Resources shall certify to the appointing authority the three
(3) highest scoring eligibles from the list, plus ties. In addition, the Office of Human
Resources shall certify to the appointing authority the three (3) highest scoring
eligibles, plus ties, in each protected-class group. The appointing authority may
appoint any eligible so certified.
FOR LISTS HAVING MORE THAN TWENTY (20) ELIGIBLES
When underutilization or underrepresentation, as defined in Section 8.B.i.b., does
not exist in any protected class, the Office of Human Resources shall certify to the
appointing authority the three (3) highest scoring eligibles on the list, plus ties. In
addition, the Office ofHuman Resources shall certify the three (3) highest scoring
eligibies on the list, plus ties, from each and every protected c2ass who are among
either the top thirty-three percent (33%) or the highest scoring twenty (20) eligibles
on the list, whichever will produce the greater number of protected-class eligibles.
The appointing authority may appoint any eligible so certified.
When a specific job title is underutilized or when underrepresentation e�usts in the
Saint Paul Board of Education civil service work force or City of Saint Paul's
department/division work force, certification will be as follows: The Office of
Human Resources shall certify to the appoiming authority the thsee (3) highest
scoring eligibles on the list, plus ties. In addition, the Office of Human Resources
shall certify to the appointing authority the three (3) highest scoring eligibles, plus
12/8/97 1:36:34 PM
,�p.q�
1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation ofHuman Resources pilot
projects, the City of Saint Paul (City) and Local Umon 2508, District CouncIl 14, of the American
Federahon of State, County and Municipal Employees, AFL-CIO (AFSCME Local 2508) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorgamzation and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� apply to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
gostt�ons have been allocated to the IS 7ob Family levels designated therein as represented by AFSCME
Loca12508. Also, AFSCME Local 2508 and the City aiso agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shail aliow for the non-competitive promotion of
incumbents who haue demonstrated the required competencies and responsibilities of a higher
level IS 7ob Family position for six months or more.
2. Civil Service Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of IS Job Famdy posrtion vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinhng
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shail allow for the appointment of the affected
incumbents to the IS 3ob Family Levels outlined in the attached pilot project document that
were designated to replace the job classifications to which their positions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified emplopee in
a classified position prior to the examination date. Such incumbents shali also haue actually
served at least 1040 hours in such ciassified position. This rule shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System outlined in the
attached pilotproject document.
5. �:vi; Se: :dce Rsle 22 {T ay O!T) shall allow emnloyees to maintain class seniority in their newiy
assigned IS Job Family level even though their former class, now included in the new IS 7ob
Fa�ruly level, has not been formally abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of IS incumbents reallocated to higher levels in the IS 7ob Family System on the
same date to be deternuned by the total length of continuous service in a11 classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Egaminations) shall not be used for
appeals of IS 7ob Family promotion examinations. Instead the appeals procedure outlined in the
attached pilot project document will be used.
7. Section F.1.(b) of the Salary''I'Iariian�4Itates o�f Gompensation governing advancement in
salary, shall not appiy to IS employees iri positibhs allocated to the IS 7ob Family levels defined
in the attached pilot project �{ cument. Instead, the salary schedules contained within the pilot
project document shall be fo�ciwed. Tlie applisable step increases therein may be granted in the
time frames set forth. Five, ten, fifteen, twenty, `and twenty-five year step increases as defined in
the Salary Plan and Rates of Compensation shall continue to apply for such IS employees
�t8 -q �1�
subject to the time frame limitations set forth in the applicable pilot project salary schedule.
Furthermore, it is agreed that, in the event of a layo� affected IS and/or Water Utility employees in
classifications currently represented by AFSCME Local 2508, who as a result of untial implementation
of this pilot project are promoted to positions in IS 7ob Family levels represented by Local Union 1842,
District Council 14, of the American Federation of State, County and Municipal Employees, AFL-CIO
(AFSCME Local 1842), the Professional Employees Association, Inc. (PEA} or the Sauit Paul
Supervisors Organization (SPSO), shall be able to reduce to the IS 7ob Family level represented hy
AFSCME T.oca12508, that corresponds with their previously held classification, and exercise applicable
contractual seniority n� �its. It is also understood that this stipulation also applies to any employees
represented by AFSCME Loca12508, who have appealed their initial position allocations under the
pIlot project and who, as a result of such appeais, are promoted to positions represented by AFSCME
Loca1 1842, PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement sha11 not he used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
�� .��
man Resources Director
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Labor Re ations Direct r
�� �
President
Local Union 2508
AFSCME, District Council 14
AFI,-CIO
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Busi ss Re esei ativ
Loca nio 508
AFS , stric Council 14
AFI,-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation of Human Resources pilot
projects, the City of Saint Paul (City) and Local Union 1842, District Council 14, of the American
Federation of State, County and Municipal Employees, AFL-CIO (AFSCME Loca1 1842) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorganization and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� appty to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
posrtions have been allocated to the IS Job Family levels designated therein as represented by AFSCME
Local 1842. Also, AFSCME Local 1842, and the City also agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion of
ir.cumbents who have demonstrated the required co�npetencies and responsibIlities of a higher
level IS Job Family position for s'vc months or more.
2. Civil 5ervice Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of I3 7ob Family position vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinring
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shall ailow for the appointment of the affected
incumbents to the IS 7ob Famil� Levels outlined m the attached pilot project document that
were designated to replace the �ob classifications to which their posirions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified employee in
a classified position prior to the e�mination date. Such incumbents shall also have actualty
served at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the I5 Job Family System ouUined in the
attached pilot project document.
5. Civil Service Rule 22 (Lay Oft) shail allow employees to maintain class seniority in their newly
assigned IS 7ob Family level even though their former ciass, now included in the new IS Job
Family level, has not been formaliy abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of incumbents reallocated to higher levels in the IS Job Family Spstem on the
same date to be deternuned by the total length of continuous service in all classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Examinations) shall not be used for
appeals of IS Job Family promotion examinations. Instead the appeais procedure outlined in the
attached pilot project document wiii be used.
Section F,1.(b) of the Salary Plan and Rates of Compensation governing advancement in
salary, shall not apply to employees in,positions allocated to the IS 7ob Family levels defined in
the attached pilot project docu�ient::'��ttstead,'tHe:s�lary schedules contained within the pilot
project document shal] be followed. The appiicable step increases therein may be granted in the
tune frames set forth. Five, ten�, fifteen, twenty, and twenty-five year step increases as defined 'm
the Salary Plan and Rates of Com�p8nsation"sliall continue to apply for such employees subject to
the tnne frame ]imitations set forth in the applicable pilot project salary schedule.
�����
Furthermore, it is agreed that, in the event of a layoff, affected IS and/or Water Utility employees in
classifications currentiy represented by AFSCME Local 1842, who as a result of initial implementation
ofthis pilot project are promoted to positions in 7ob Family levels represented by the Professional
Empioyees Association, Inc. EA) or the Saint Paul Supervisors Organization (SPSO), shall be able to
reduce to the Job Family leve represented by AFSCME Local 1842, that corresponds v,nth their
previvusly held classification, and exercise applicable contractual seniority nghts. It is also understood
that t}us stipulation also a�plies to any employees represented by AFSCME �ocal 1842, who have
appealed their initial posrtion allocations under the pilot project and who, as a result of such appeals, aze
promoted to positions represented by PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement shall not be used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
� � ��.
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Labor R lations Director
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President
Local Union 1842
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AFL-CIO
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Busine Repre ntati
Local nion 18
AFSCNIE, District Council 14
AFZ-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A.6, governing the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Professional Employees
AssociaUon, 7nc. (PEA) hereby state that the they have met and discussed the proposed pilot
project described in the attached document entitled City of Saint Paul Information Services
Reorganization and 7ob Family Modeling Project and agree that the stipulations contained
therein that affect terms and conditions of employment shall apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
haue been allocated to the IS Job Family levels designated therein as represented by PEA.
Furthermore, PEA and the City also agree to use the following Civil Service Rules, as
modified, in the administration ofthis pIlot project:
1. Civil5ervice Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family position for six months or more.
2. Civil Service Rule 8.A.5 (Combining of Titles) shall allow for the appointment ofthe
afFected incumbents to the IS 7ob Family Leveis outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previousiy allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emp3oyees to enter an
examination on a promotion basis after serving not less than one year in a classified
position prior to the examination date. Such incumbents sha11 also haue actually served
at least 1040 hours in such ciassified position. This nxle shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil Service Rule 22 (Lay Oft) shall allow employees to maintain class seniority in
their newly assigned IS 7ob Family level even though their former class, now included
in the new IS Job Family ]evel, has not been formally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be deternuned by the total length of
continuous service in ail classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Examinations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead the appeals procedure
outlined in the attached pilot project document shall be used.
a��� � o
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation goveming
advancement in salary, shall not apply to employees in positions allocated to the IS
7ob Family levels defined in the attached pilot project documextt. Instead, the salary
schedules contained within the pilot pro,}ect document shall be followed. The
applicable step increases therein may be granted in the time frames set forth. Five, ten,
and fifteen year step increases as defined in the Salary Plan and Rates of Compensation
shall continue to apply for such employees subject to the time frame limitations set
forth by the applicable pilot project salary schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
� ����
Human Resources Director
�,- /`,. �
President
Professional Employees Association, Inc.
Labor elations Director
`"1��� ��
Business Representative
Professional Employees Association, Inc.
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1998
Memorandnm of Agreement
In accordance with Civii Service Rule 8.A6, goveming the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Saim Paul Supervisors'
Organization (SPSO) hereby stale that the they have met and discussed the proposed pilot
project described in the attached document en6tled City of Saint Paul Informazion Setvices
Reorganization and Job Family Modeling Project and agee that the stipulations contained
therein that affect terms and conditions of employment shali apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
have been allocated to the IS Job Family levels designated therein as represented by SPSO.
Furthemiore, SPSO and the City also agree to use the following Civil Service Rules, as
modified, in the administration of this pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family posirion for siac months or more.
2. Civil Service Rufe 8.AS (Combining of Tittes) shall allow for the appointment of the
affected incumbents io the IS 7ob Family Levels outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previously allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emptoyees to enter an
examination on a promotion basis after serving not less than one year in a classified
posirion prior to the examinarion date. Such incumbents shall also have actually served
at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil 5ervice Rule 22 (Lay Of� shall allow employees to maintain class seniority in
their newly assigned IS 7oh Family level even though their former class, now included
in the new IS Job Family level, has not been fotmally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be determined by the total length of
continuous service in all classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Eaaminations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead, the appeals procedure
out7ined in the attached pilot project document shall be used.
�lg`
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation governing
advancement in salary, shall not apply to employees in positions allocated to the IS
Job Family levels in the attached pilot project documern. Tnstead, the salazy schedules
contained within the pilot project document shall be followed. The applicabte step
increases therein may be granted in the time frames set forth. Five, ten, and fifteen year
step increases as definad in the Salary Pian and Rates of Compensation shall conturue to
apply for such employees subject to the time frame limitations set forth by the
applicable pilot project salazy schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
�� -� y „.
t
Human Resources D'uector
� � �
Labor elations Director
�
President
Saint Paul 5upervisors' Organization
Business Representative
Saint Paul Supervisors' Organization
F:�ItSERS�E�tCOMMONLSHOCKLEriSPSO.ISM
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City of �S'aint I'aul
Information Services
Reorganization & Job Family Modeling
Project
Pilot Project Description
October, I998
g:pilproj.doc
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Table of Contents
TABLE CONTENTS .......................................................................................................................2
BACKGROU D ..................................................................................................................................... 3
PROJECTGOAL .................................................................................................................................. 4
PILOTPROJECT ..................................................................................................................................5
KEYPOINTS .........................................................................................................................................5
CONCEPT OVERVIEW ........................................................................................................................6
APPROACH ........................................................................................................................................... 7
KEY DEFINITIONS ...............................................................................................................................8
JOBFAMILY .........................................................................................................................................9
JOB FAMILY DEFIMITIONS ................................................................................................................9
FAMILYLEVELS .................................................................................................................................. 9
TRANSlT10NtSSUES ........................................................................................................................10
FUTUREASSIGNMENTS ..................................................................................................................12
PROGRESS PARAMETERS .............................................................................................................12
COMPETENCY DEVELOPMENT .....................................................................................................16
SUMMARY
17
g:piiproj.doc 2
Q�''
Background
Mission Statement
To promote information technology as a strategic asset of the City and create a healthy
information and technological environment that supports the attainment of city-wide as
well as department and office strategic goa]s.
Two on-eoin� orogram obiectives for the IS denartment include:
• The creation of a healthy information technology environment that supports the
attainment of City-wide as well as department and office strategic goals.
• The continual search for creative and innovative means to maximize the City's
information technology investment.
The City of Saint PauPs Information Services (IS) function has changed dramatically over
the past several yeazs. The widely decentralized organization, was pulled into one
organizational unit -- the IS Division of the Department of Technology and Management
Services. This was done in order to establish and maintain consistent technology
strategies, policies, and procedures and to increase accountability for return on the City's
IS investments. This consolidation also aliowed us to maYimize the efficiency and
effectiveness of these valuable City staff resources, and to facilitate more cross training
among IS staff. It also served to create more career and personal growth opportunities for
the staff.
The division is organized into rivo functionai areas, 1) Core Services, and
2) Department Representatives.
In the face of these organizational changes, as well as the increased and changing demands
for technical assistance and support within the City, IS staff needs to be very fleacible and
perform a hroad array of tasks and responsibilities. Our customers have different
expectations than they did five years ago. New systems and processes are essential to the
way in which we deliver service. Consolidation has brought most of our IS professionals
back together. This move heightened the inconsistency between work performed by
various I3 staffversus the work described by their e�sting class titles and class
specifications (many of which were very outdated). All of these s nmuficant change factors
drive the need to reevaluate our job functions and the way that we ciassify our positions.
Under the existing system, there are many fragmented classes of positions. Job succession
is not well defined, and training objectives are not cleazly tied to position responsibility.
The current process of reassigning and/or promoting human resources is unwieldy and not
responsive to our rate of change. Given the rapidly changing environment and technology,
greater flexibility is a necessity. We need to develop and reallocate human resources
quickly in response to these changes. Employees need to have clearly defined
g:pilproj.doc
aY'�'��
accountabilities and a management-supported system in which they can grow and acquire
new, state ofthe art skills and experience.
Accordingiy, in the spring of 1997, IS management and Human Resources staffundertook
a comprehensive study and redefinition of all IS job classifications.
Project Goal
The goal of this process is to realign the current IS staff within appropriate job families
and position titles in a structure that effectively supports their re-defined accountabilities.
A framework will be established in which future positions and employees can be easily
integrated within a more fler.ibie and responsive exam and reclassification process. A
further objective ofthis process is to more clearly define "succession ladders" within the
IS framework, for purposes of personal growth and promotion of emp]oyees.
Objectives;
1. To develop a fle�ble, responsive process to facilitate the movement and
assignment of staff based upon competencies as well as changing customer
needs and requirements.
2. To develop broad job families that combine similaz sets of responsibi]ities and
competency requirements that enhance the ability to be fleacible when making
work assignments.
3. To clearly define career ladders, position expectations, and competency
requirements for the IS staff.
4. To provide a basis for relevant training and development pians for the I5 staff.
5. To develop a process which accomplishes these objectives, transitions the
system in a fair and collaborative manner while appropriately addressing any
relevant concerns.
g:pilproj.doc 4
q8 "9 7°
Pifot Project
Under Civil Service Rule 8.A.6, the Human Resources Director may conduct pilot andlor
research projects designed to enhance recruitment, selection, empioyee development
programs, and referral and/or appointment processes for the filling of City positions.
It is recommended that this Pilot Project be approved with an initial timeframe not to
exceed three years. An Oversight Team will assist Human Resources in preparing six-
month project reviews and status updates with the oppot[unity for adjustments and fin�
tuning of the process as the project proceeds.
It is recognized that the points of this Pilot Project which affect terms and condirions of
employment aze subject to negotiations with the affected unions.
Key Points
• No e�sting regular certified employee's positions or jobs will be supplanted or
eliminated as a result of this pilot pro}ect.
• No employee will lose salary as a result of this program.
• Position seniority wil] be maintained and consolidated as the current titles are
abolished.
• This new structure is intended to meet the expressed needs of the I5 staff.
• This pilot project complies with ali relevant State and Federal laws andlor rea lations,
Civil Service Rules and the Saint Paui City Charter.
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Concept Overview
The new IS job classiScation structure will be competency based and haue three primary
` job families" in which a11 positions fall in relational order. Each job family will consist of
several pre-defined levels with associated competency requirements and responsibilities.
The positions allocated to each level will generally be broader in scope and responsibility
than positions within the cunent job classes. The resuit will be fewer titles with more
employees sharing similar job titles. An individual position will be a composite of specific
assignments. Each specific assignmerrt may then have an associated assignment specific
title and technology requirements which are unique to that position and which aze different
but generally equivalent to those of other employees in the same job title.
The pilot project will consolidate the existing 24 job classes into 14.
These proposed job titles will be supported by regular performance objectives and training
plans to achieve and support esCablished `core competencies' within the staff. The
structure of the job families and the levels/classes/titles will ma�cimize the IS staf£s
opportunities to transition among the job families and across the levels. This enhances the
long-term career development, staff retention, and ability to align future staff resources
with anticipated needs for specific skills / competencies.
The model calls for three "IS Job Families":
1. Systems Consultants
2. Information/Technology Analysts
3. Systems Support Specialists
g:pilproj.doc 6
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Approach
Implementation of this concept was done in a"phased" approach. Eatensive employee
involvement was an integrai part of the process and the program was adjusted,
accordingly, along the way. An employee communicarion process was developed and
supported throughout the design of the program.
i. Concept Design
Phase I involved the concept design and documentation. This was, primarily, behind the
scenes `homework' done in preparation for input from other associated parties. This
phase was compieted first, with input from representatives of IS Management, Human
Resources, and an eaternal consultant.
ll. /mp/ementation Design
Phase II of the project was the Tmplementation Design. This dealt more specifically with
the actual details of the staff assignments, how to move employees, identifying tasks and
functions, how to measure competencies in the future, definition of salary ranges, etc. This
phase involved extensive input from IS staff, Human Resources and the union
representatives.
Several employee work groups met to discuss and make recommendations on specific
issues. That input was added to the design concept in order to better develop the pilot
project. The work group recommendations were posted on a general Intranet bulletin
boazd and comment was so]icited from all staff members.
!p. lmplementation
Phase III of the project involves the impiementation of the recommended changes. Plans
for specific employee moves will be finalized and implemented during this phase. Human
Resources conducted extensive one on one interviews with all IS staff and supervisors to
ascertain the appropriate job fami]y levels. This phase invoives completion of the
associated paperwork and documentation requirements.
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Key Definitions
Job Family: A grouping of positioru with signifiamtly simi7ar job
resporuibilities, required skills and abilities, cmd customer
requirements There will generttlly be mudtiple job `levels' with
successive Zevels of responsibilities within the .Tob FtaniZy.
Levels: Within each ,Tob Family are associated `stages' of responsibidify,
performance requirements, and competency requirements.
Employees will luave the opportunity to progress up the job Zevels
or position title levels as they gain new competencies and are
assigned more responsibility.
Assignments: Within each position Zevel, there may be severad positions. Each
position may have a specifzc job `assigmnent', which has a urtique
set of responsibilities and skilds. Although the employees share
the same general job level, the distinctions between the speciftc
assignments »:ay make them not interchangeable.
Unique Stzilts: These are skills, abilities atzd technical requzrements, which are
unique to a specifzc job assigrrment. They must be well defzned and
support the essential functions of the job assignment. The essential
functions of an assignment cannot be performed without these
unique skiZZs.
Essentiai Functions: ➢efined by the ADA as "the fundamental job duties of the
employment position that the individual holds. " A job function
may be considered esserrtial if a) the reasan the position exists is to
perform thcrt funcfion; b) a limited number of employees available
among whom the performance of that function can be distrtbuted,•
or c) the functiora is so lzighly specialized that the fncumbent has
been hired spec�cally for his or her expertise or ability to perform
this particular function.
Marginal Functions: Those job duties that are not considered to be 'essential
fi�nctions' as defined by the ADA.
Competency: The skills, knovrledge, abilities and other requirements necessary
to perform adequately the essenfral ana' marginal funetions of each
specific work ttssignment.
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Job Family
The initial design for this process calls for all IS positions to fall within three Job Families.
These general families muror industry standards and allow for broader, more `generid
position descriptions, which will provide management and employees greater fle�bility in
duty assignments as well as provide employees with greater opportunity to ma�mi�e their
competencies.
Job Famity Definitions
Svstems Consultant Job Familv
This job family acts as the primary liaison between IS and the business customers. The
Systems Consultants must develop a thorough and complete understanding of the
information requirements of their assigned department, make recommendations for
technology solutions and take accountability For their implementation. There haue been
four levels identified in this job family.
Information/Technologv Analvst Job Familv
This job family has responsibility for the speclfic applications within assigned departments.
Analysts must understand the customer's business needs and the best technology
solutions. There have been five levels identified in this job family.
Svstems Sunport Snecialist
This family has been designed to accommodate the positions that have traditionally been
involved in the operations and suppart of the computer hardware. This involves primarily
mainframe and client server tecluiology. There haue been four levels identified in this job
family.
Famity Levels
Each of the three job family levels share some common responsibilities and required
competencies. Each family has various numbers of `levels' identified within them, and
each level has additional, progressively more complex requirements. This assumes that
employees wild ful, fill the defined requirements of their assigned job Zevel as well as ta
provide back up to the requiremenfs of every lower level within the job family as
needed
Each of the job levels (i.e.: InformationlTechnology Analyst 1) will share a standard
position description. Each individual staff member assigned to that position level will
work with the standard description. Additionally, each specific assignment and the unique
working title and competency requirements will be developed and clarified as needed.
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Transition Issues
Initial Assignment
Initial assignment of staffto the job family and levels has been based upon the competency
level, and current duties/responsibiliries as well as cunent title of the employee. For
exampie, if an employee is performing duties at a levei above those typical of their cunent
title and a need for this levei is determined to exist within the department, the employee
may be considered for reclassification to the higher family level. This process has involved
input from both IS management and employees.
A job content questionnaite was developed and distributed to the stafffor their input into
the slotting process. In addition, one on one job study interviews were conducted with
each individual employee and selected supervisors.
Classifications created as a result of this pilot project will be assigned to the appropriate
bargaining unit as per present policy and procedures.
If an employee does not meet Yhe required competencies for a job family level with
the same grade and pay level that the employee currently holds, a training and
development plan will be put in place to provide the employee with the opportunity
to acquire those skills and abilities. No emnlovee will be initiallv slotted into a level
that is lower than his or her existinE Erade.
Pay Levels
The Human Resources staff haue analyzed the job family leveis and have applied the
standard City classification factors to them. Eaah level has been classified and a new
salary line has been developed for it. Each level within a job family has a salary range
associated with it. Each range has a number of `steps'. Step increases may be credited
based on tenure and performance.
In some selected cases, market data has been taken into consideration when making
recommendations for the appropriate salary line levels. As has been the project objective
all along, no IS employee will lose pay from their existing level. Employees will be
compensated as per the relevant labor contract. (See Attachment for details).
g:pilproj. doc 10
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Seniority
In developing this pilot project, it has been recognized that issues affecting seniority are
trighly sensirive and important to the individuals involved. Therefore, significant care has
gone into recommending a process which supports the objectives of this project but which
has no negative impact on the seniority rights of the staff.
It is recommended that the general principles of Civil Service Rules 8 A2 and 8.A5 be
utilized with some minor adjustments. First, seniority lists for the incumbents in the newly
combined job family levels will be developed from those classes that are being combined
under the new process. As the rules state, "if two or more classes haue been combined
into one new class, then seniority will be deternuned for all affected employees as if the
classes had always been one class". Second, 3ndividuals will be placed into the appropriate
job family and level based upon their actual job responsibilities. This will follow the
reallocation guidelines that have been used historically.
The initial placement of staffinto the appropriate job family levels will require some
modifications to the rules. Minimum qualifications will not be used as a factor in placing
internal candidates. They will be placed based upon an assessment of their cunent
responsibilities and competencies. The requirement of promotion rights and one year of
service in a higher level position for reallocation will also be waived during the initial
placement.
Seniority ofancumbents whose positions have been reallocated to a higher level is
determined by the date of the appointment. If two or more incumbents aze reallocated and
appoirned to the same level classification on the same date, the historical practice will be
followed. This means that the Office of Human Resources will list their names in the
order of their total City seniority.
g:pilproj.doc 11
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Future Assignments
Since the nature ofthe work in information systems is often very project based, staffmay
be assigned to projects which utilize their competencies and experience or which require
them to demonstrate the competencies of the family level below their current assigned
level with a minimum amount of refresher trairilng. The incumbents in each job family
level will therefore be expected to demonstrate a basic fanilliarity with the responsibilities
of the lower levels within their job family.
Progress Parameters
Movement up the levels
Employees will be moved from one level up to the neat level based on a number of
competency based criteria which have been developed by an employee work group called
the Competency Measurement Team. The recommendations of this group are as follows:
Oversight Team
The Gompetency Measurement Team recommends convening an Oversight Team that will
be charged with general oversight to this pilot project and for providing a mechanism for
intema] review of future position postings, and testing for eligibility for new open
positions.
It is recommended that the makeup of this group be one IS staff inember each &om the
affected bargaining units (AFSCME Clerical, AFSCME Technical, PEA, and SPSO) and
one IS customer, for a total of five members. In addition, an HA Representative will
consult with the team and provide staff support but will not have a`vote' in decisions. It
is recommended that this team be in place for a one-yeaz term to ensure process
consistency. The team will need to develop internal operating procedures, voting
processes, etc. No final deternunation was made as to how the members of this group
should be selected but ideally, they should be people who are interested in making this
process succeed.
The oversight Team will report on the progress, challenges, and successes of the project
to the staff and to their respective unions on a quarterly basis for the first year of the pilot
project. Thereafter, reports will be made every six months.
The various responsibilities of the Oversight Team include but are not limited to:
1. Review of nosition level decisions prior to posting.
2. Make any necessary modifications in the Training and Evaluation weighting for
specific open assignments.
3. Score and review the completed Training and Evaluation Tests of internal
applicants for promotional positions.
A. Develop a`qualified candidate' elieibilit�ist based upon the T& E to forward
to the hiring manager.
g:pilproj.doc 1z
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5. Review any intemal aQ�eals to the process.
6. Revort to the IS staff and respective unions every six months on the process
and make recommendations for appropriate adjustments or conections.
7. Assist Human Resowces in the formal Pilot Project review and reporting
process.
ReallocaYion
The Team has detemvned that it is expedient for the reallocation process to continue to be
used in the appropriate circumstances. Under the pilot project, reallocation will be
allowed after the job duties have been performed for six months. in lieu of the current
twelve months. In addition, reallocation can take place both within job families as well as
across job families within IS.
Initial Testing for Promotions
In response to the current competitive market in the IS field and the challenge of retaining
good employees after the City has provided for their training, this pilot will involve two
`nutial retention' components. First, the new salary structure ca11s for salary step increases
every six months for the first several years. Second, the traditional two-year wait before a
new employee can be eligible for a promotiona] test will be amended to one year.
Posting of New Positions
All new promotional opportunities (non-reallocations) wi11 be posted throughout the City
on the Intranet as well as in the usual manner (e.g.: job line, bulletin boazd). Internal IS
employees will be given some `preference points' on the Testing and Evaluation exam.
Minimum Qualifications
Minimum qualifications will not be used for internal promotions. Rather, the measurement
process, which has been designed to measure competency achievement, wili be the
selection criteria.
Minimum qualifications will still be used for external hiring purposes. The minimum
qualifications for the new job family levels have been reviewed and updated through
Human Resources to reflect current market conditions. (See Attachment D).
Promotion Eligibility / Tenure within levels
The general guidelines for tenure within a leve] before an employee can move to the next
level in a job family will be consistent with any e�sting probationary periods in the
relevant union contracts or Civil Service rules.
g:pilproj.doc 13
a�-9��
Competency Measurement
The following measurement process will be utilized during the pflot project for the
purpose of eligibility for promotion.
1. All promotionai opportunities will be posted.
2. Interested City candidates will complete a Training and Evaluation exam
asking them to clearly demonstrate competencies. Candidates w�71 also be
asked to inciude verification references.
3. The Oversight Team will meet to review and score t6e T& E exam.
4. Candidates who receive 75°/a or more on the T& E will be determined to
be `eligible' for the open position and will be passed on to the hiring
manager.
5. The hiring manager will interview and select from the `eligible'
candidates using the traditional "rule of three" concept.
An outline of the Testing and Evaluation Exam is included in Attachment E.
The competency measurement process, in particular, will be revisited and refined as
necessary every 6 months during the pilot project.
Appeal Process
There will be a formal appeal process for competency measurement decisions. The
following steps are suggested.
1. The llversight Committee will provide each employee with a score for each
competency on his or her T& E evaluation.
2. Within 10 working days of the notification, the affected employee must indicate in
writing that they disagree with some part of their test score.
3. The employee wili have additional5 working days to provide information to the
Human Resources staffperson who assists the Oversight Committee. The
employee will provide the committee with any additional information that they feel
was not considered in the initial Training & Experience test.
4. The HR Staff member, who will be experienced in test examinations, will assist
with further fact-finding if needed.
5. The HR Staffmember will meet with the Oversight Committee to discuss ifthe
additional information is sufficient to affect the scoring of the T& E test.
6. The Oversight Committee will review appeals and make a decision within 1�
working days of receiving the additional information.
7. The appealing employee will be notified in writing of the review decision within 10
working days from the Committee meeting.
By mutual agreement, these time limits can be e�tended.
This process does not preclude the employee from filing a formal union grievance or
pursuing any of the other normal employee options.
g:pilproj.doc 14
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Movement down a level
Once an employee has been appointed to a new job level, they will not be moved down
even if the assienment ends or changes. However, they may occasionally be called upon to
perform the duties of any of the lower job fanvly levels. It is the responsibility of the IS
management to ensure that the staff is appropriately utilized. An employee may be asked
to voluntarily reduce their level or face disciplinary actions only if there is documented
evidence that that they no longer meet the requirements of the job level consistent with
the performance management process and development plans. Sufficient time will be
given for the employee to demonstrate the required competencies before this would
happen.
Crossing Job Family
Since this process has been designed to maximize flexibility for both employees and IS
management, employees wil] be aliowed to cross from one job family to the neact if they
meet the required competencies. Clearly defined competency requirements wiil enable
employees to do more comprehensive cazeer planning and preparation. It is envisioned
that three guidelines will govem this movement. 1) The employee must express an interest
in career opportunities in anothet job family. 2) There must be a departmental need to fill
a position. 3) The employee must demonstrate the required competencies of the new job
family and level.
Some of the logical `cazeer paths' are illustrated below:
Systems Support
Specialists
Level I
Grade 25
----------
Level II
Grade 28
-----------
Level III
Grade 36 ""�
-----------
Level IV
Grade 4C
Pronosed C areer Ladders
Inform ationlT echnical
Analysts
Level I
Grade 30
----------
Level II
Grade 36
�,„ LeveIIII
Grade 40
Systems Consultants
----------- — —
LevelIV .�r
� Grade 44
----------
Level V �
� LevelI
Grade 12-16
---------
Leve1II
Grade 20
- — ------------
Level III
Grade 22
Level IV
Grade 23
g:pilproj.doc 15
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Competency Devetopment
It is the intention of the IS Division to identify and develop certain base]ine `core'
competencies within IS employees. These competencies are essential to meeting the
business objectives of the department.
In addition, a critical component of this process is the establishment of new mechanisms,
processes, and procedures with the Auman Resources Office and IS Division to support
this new framework over the long term.
To assist in this process, the department has identified a set of competencies that are
required at some level within the organization. Each employee has been evaluated as to
his or her expertise in each competency area. Individual development plans will be
developed to assist the staffin acquiring the necessary competencies. It is the intention of
IS management to ensure equal access to training and development opportunities for all
employees.
Project `Success Criteria'
While it has been determined that the Oversight Team in conjunction with the Human
Resources Office will assess and report on the projecYs success throughout the three year
pilot project, specific success measurement criteria need to be developed. The following
criteria will be reviewed by the Oversight Team as the foundation of their project
measurement process.
We see this project as having three distinct interested constituencies: The Employees, The
City / IS Customers, and IS Management. It is proposed that success criteria be
developed ta address each of these groups. Some suggested measurement criteria
inciudes the following:
Em�lovees
1) Employee satisfaction -- measured by periodic surveys
2) # of employees being paid `out of title'
3) # of IS positions which are filled internally and which would not have qualified under
the previous system.
Citv / IS Customers
1) Customer satisfaction -- measured by surveys
2) Turnover / job vacancy rates compazed to IS historical data
g:pilproj.doc 16
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3) Average time to fill vacant positions (# of days to promote internallv or to complete
the process for ea-ternal hiring. This would exclude `finding' an external candidate)
4) Cost of administering the system - compare the number of classification studies
required during the pilot project versus historical levels.
IS Mana e�ment
1) Time to fill open posirions (same as above)
2) HR. Staff time needed to fill positions intemally
3) Employee and customer satisfaction data (same as above)
Summary
The IS reorganization pilot project has been designed to meet the needs of the City, the
employees of the IS Division and IS management. It is a program that maximizes
fle�bility and the ability to respond quickly and capably to a rapidly changing
environment. It is intended to support career development within the I5 staff and to
enable the IS Division to better serve the needs of their customers.
g:pilproj.doc 17
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qp-q�°
ATTACffiVIENT D
NIINIMUM QUALIFICATTONS
General Themes
• the m;nimum qnaiifications will be applied to `extemal candidates' only,
. m;nim� qnatifications for the job family levels should incrementally
increase as one ascends up the job family ladder
. minimum qualifications for equivalent positions in the other job fauulies
shouid be relatively equivalent
• move away from the strict adherence to college degree requirements and
allow for some expertise and experience substitutions
• avoid requiring specific technology in order to keep the miniinum
qualifications timely and not easily dated
IS - Equivalent Series Levels
(Indicates relative `value' of the job family levels)
Info/Tech Anal st I
Info/Tech Anal st II
Systems Consult I InfoJTech Anal st III
« « « InfoJTech Anal st N
S stems Consult II Info/Tech Anal st V
S stems Consult III Info/Tech Anal st VI
Svstems Consuk IV
0
�
�
g:pilproj.doc 34
98'-q�o
ATTACfIMENT D
Systems Support Specialists — Suggested Minimum Qualifications
::=: S�sfems ��p��, ��st�� ���ukt �ltetn� �`st�par� . S�s�$ ��ppc►r�t ;
�=
�� "e� � . - :..<„ � :: IC :: .: � ec:;II� ?. � ;:. '�c � ::: ` �
12 months of 6 months of Successful Successful
technical school technical school pius completion of a completion of a
trauung or 1 year 1 year work technical certificate technical certificate
work experience in a experience or 2 plus 2 years of plus 4 years of
technicaUoperations years of work operations support operations support
environment experience in a work experience or work eaperience or
technicaVoperations 4 years of operations 6 yeazs of operations
environment support work support work
experience, experience.
Work experience Work experience
must include must include
installations, planning, reseazch,
troubleshooting and installations,
basic maintenance of troubleshooting, and
of client server interconnectivity of
and/or network multiple processing
systems. systems.
Demonstrated team
leadership or work
direction ex erience.
g:pilproj.doc 35
qp•q��
ATTACHMENT D
Informafion/Technology Analysts — Suggested Minimum Qualifications
: ���r�'I'e� Inf�T�r1� , 3nf€r}'�� �€�1`��� �►f+�� •
: .. � : , , . ..
..,
.`. tS�� �tI , : �Y��I st.Ii ,.;An�l t� ,. st�t�. ;��a �E,�-:
Technical College degree Coilege degree College degree College degree
school in info mgmt, in info mgmt, in info mgmt, in info mgmt,
programnuug computer tech, computer tech, computer tech, computer tech,
certificate or 12 or related field or related field or related field or related field
months non- plus 1 year of plus 2 yeazs of plus 4 yeazs of plus 6 yeazs of
credit trainuig. work work work work
experience or e�cperience or experience or experience or
technical school technical school technical school technical school
progra.mming programming programming progra.mming
certificate plus certificate plus certificate plus certificate plus
2 years of work 4 yeazs of work 6 years of work 8 years of work
experience. experience. experience. experience.
Work Work Work Work
eaperience must experience must experience must experience must
include include include data include large
programming, requirements structure project planning
debugging, ad definition, basic analysis & & ROI
hoc reporting, project design, calculation.
and planning. Demonstrated
documentation. technical
mastery of one
or more
re uired areas
g:pilproj.doc 36
98 - 9� o
G�+c;s���.r�.�
Systems Consultants -- Suggested Minimum Qualifications
.,. � s�s�s
:;:, �s€ems , ��s�ams ���e�r.s. � , �
�.
;:..: . .. : • , _ : .�
-:•:.. �►���a�►L I.:. � � ����uttaxzt 1�.�- , �a�s�lt��t:IIi. ...,?�c�rsu�t��it � :.
College degree in College degree in College degree in College degree in
info mgmt, info mgmt, info mgmt, info mgmt,
computer tech, or computer tech, or computer tech, or computer tech, or
related field plus Z related field plus 4 related field plus 5 related field plus 6
yeazs of work years of work years of work years of work
experience or experience or experience or experience or
technicalschool technicalschool technicalschool technicalschool
certificate plus 4 certificate plus 6 certificate plus 8 certificate plus 10
years of work years of work years o£ work years of work
experience. experience. experience. experience.
Work experience Work experience Work experience
must include must include must include 4
business analysis project years of
and project management and supervising or
definition. work leading technical
Good coordination; staff;
understanding of budget mgmt. And Demonstrated
relevant cost/benefit project mgmt. Of
technology. analysis. large technical
Expert knowiedge projects,
of 1 or more conceptual
relevant technical understanding of
platforms. intenelated
technical
platforms.
g:pilproj.doc 3�
9�-9�to
IS Training & Experience Evaluafion Outline
Suggested Rating Guidelines
City of Saint Paul - IS Experience
If the candidate has more than one year experience in the
City of Saint Paul, IS Division, add points.
r_vrir� •iT� ,�r�y
0 - 10 puints
Education and technical training 0- 20 paints
(Points in this category can come from a single or multiple sources but may not exceed a
total of 20 points)
Formal Education
College Degree IS, Business, Management 0- 10 points
Other college degree 0- 5 points
Technical School 0- 5 points
On the job Education
Technical courses, seminars & certifications
or on the job learning
Competency Rating
General com�etencies
• Customer Consulting
• Problem Solving / analysis
• Prioritization, tune management, planning
• Communication
. Project management
e Teamwork
Technical competencies (assignment related)
• City St. Paul technical environment
• Assigned platform
• Customer applications
Total
0 - 10 points
0 - 70 points
0-5
0-10
0-10
0-10
0-5
0-5
0-5
0-10
0-10
0 -100 points
Candidates who receive 75% or more are considered eligible far interviews with the hiring
manager. Selection decision is made from within this candidate pool.
g:pilproj.doc 38
q � -�9 �1.0
r���.���.��
IS Market Information
In the fall of 1997 the City of Saint Paul participated in a local jurisdiction survey of IS
jobs. It was conducted by the DCA Stanton Group. Other participants were Hennipin
County, Washington County, Dakota County, Anoka County, the University of
Mimiesota, and the City of Plymouth. A review of the information gathered revealed the
following comparisons:
1. The City pays well above the pay range listed for positions similar to EDP Aide and
Computer Operator.
2. The City's minimum pay rate for Senior Computer Operator positions is well above
that listed for similar positions. The maximum is the same.
3. For EDP Programmers, the City pays above the minimum and within the range listed
for similar positions.
4. The City pay for EDP Programmer Analyst positions is above that listed for similaz
positions.
5. For EDP Systems Analyst positions, the City pays above the listed pay ranges for
positions similar to EDP Systems Analysts.
6. City pay for EDP Network Specialist I and II is below the ranges listed for similar
positions.
The City pays section supervisory posirions within the range of salaries listed far
similar positions, 6ut the ma�mum rate the City pays is considerably less than the
maYimum listed.
8. The City's pay rate for the Data Processing Manager class is above the range listed for
TS division manager positions and below that listed for positions at the department
head level.
g:pilproj.doc 39
qp-q�
Private sector 1997 IS salary information was also collected by the DCA Stanton Group.
About 140 companies participated in the survey. Most of those were located in the upper
1vTidwest and the majority were from the Twin Cities Metropolitan Area. The salary range
data was categorized by the IS operating budgets of the reporting companies. City of
Saint Paul IS positions were compazed to similaz positions listed in the DCA Stanton
survey for companies with and IS operating budget ofup to $5,000,000. The 1997 City
of Saint Paul IS operating budget was appro�mately $4,226,000. The comparisons
revealed the following:
1. For Computer Operators and EDP Aides, the City pays well above the minimum and a
little above the maximum of the range listed for similaz positions.
2. The City's EDP Network Specialist job classes aze paid in the lower half ofthe pay
ranges listed for similar classes of positions.
3. The City's pay range for entry level programmers is almost the same as that ]isted for
similar positions in the private sector survey.
4. City EDP Prograrruner and EDP Prograrruner Analyst positions are paid well within
the ranges listed for similar positions.
The salary ranges listed far positions similaz to the City's EDP Systems Analyst I, II
and III classes aze very comparable to those of similar positions listed in the survey.
The City pays a little higher at the I level and well within the range at the II and III
levels.
6. For the section supervisor positions, the City pays below the listed minimums and the
City's maximum pay is well below the listed midpoint.
7. The City's IS division manager level class, Data Processing Manager, is paid well
below the pay range listed for similar positions in the private sector.
g:pilproj.doc 40
Conncil File # �'
ORlG1NAL
OF
Presented by
Referred To
RESOLUTION
PAUL, MINNESOTA
�
Green Sheet # 62957
Committee Date
An Administrative Resolution approving a pilot project entitied, Information Services
Reorganization and 7ob Family Modeling Project, including the new salary ranges
containad therein, in accordance with Civil Service Rule 8.A.6, and the accompanying
memorandums of agreement with AFSCME Locals 2508 and 1842, PEA, and SPSO,
which govem administration of the project.
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
WHEREAS, it is the mission ofthe Information Services (IS) Division ofthe Department of
Technology and Management Services to promote information technology as a strategic asset of the City and
to create a healthy information and technological environment that supports the attainment of city-wide as
well as department and office strategic goals, and
WF3EREAS, there has been continuous change in IS technology resulting in many new systems and
processes and a highty competitive IS job market, and
WHEREAS, IS customers need and expect techmcal assistance in implementing and utilizing this new
technology,and
Wf�REAS, the IS Division has been having difficulty assigning, hiring, retaining and promoting staff
in a manner which effectively supports the mission of the unit, and
WHEREAS, the eacisting IS ciassification and compensation system is outdated and no longer
provides the duty assignment fle�bility and employee development potential required by the IS Division in
responding to customer needs and in recruiting and retaining IS staff, and
WHEREAS, the IS Division and the Office of Human Resources have conducted a coAaborative
process that has developed a new IS job classification/compensation system, and corresponding administrative
procedure, and
°l8'1'1 °
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
WHEREAS, this new system and procedure was designed to provide maximum flexibility in duty
assignments based on employee demonstrated competencies rather than on narrowly defined class
specifications, and
WE�REAS, this new system and procedure was designed to provide employees with clearly defined
cazeer ladders, professional development opportunities and competitive sataries, and
Wf�REAS, t3ils new system and procedure was designed to better support the mission and objectives
of the IS Division, and
WFIEREAS, Civil Service Rule 8.A6, pernrits the Human Resowces Director to conduct pilot and/or
research projects designed to enhance recruitment, selection, employee career development programs, and
referra] and/or appointment processes for filling City positions, and
Wf�REAS, the City of Saint Paul Office ofHuman Resources and AFSCME Locals 2508 and 1842,
PEA, and SPSO, representing the employees and job classifications affected by the IS Restructuring and 7ob
Family Modeling Project, have met and have agreed upon the terms and conditions of employment
contained within the pilot project document and have agreed upon the modification of cartain Civil
Service Rules in the administration of this pilot project, now therefore, be it
RESOLVED, that the City Council of the City of Saint Paul hereby approves the attached
Memorandums of Agreement governing the administration of the IS 3ob Reorganization and 7ob Family
Modeling Project, and be it
FURTf�R RESOLVED, that the City Council of the City of Saint Paul hereby approves
the attached IS Reorganization and Job Family Modeling Project, including the IS 3ob Family System pay
gades and salary ranges contained within the attached project document, and be it
FtIRTI�R RESOLVED, that the effective date of the new IS 3ob Family System, including individual
position allocations, classification consolidations, and salary schedule shall be January 3, 1998, and be it
98-9�10
45 FURTAER RESOLVED, that said pilot project shall expire three years following the passage and
46 approval of this resolution unless action is taken othenvise prior to the expiration date, and be
47 it
48 FINAI.LY RESOLVED, that the Office of Human Resources and the IS Division shall submit to the
49 City Councai and the Mayor a yearly report regarding the progress of the project on or about the anniversary
50 date of its passage and approval with the final report being submitted three months prior to eapiration.
Requested by Depaztmrnt of:
•i . .
BY�
Adoption Certified by Council Secretary
�: a �
Approved by Mayor: Date 1 `�
By: I
P.1O9�RS�IIMONNO�
Adopted by Covncil: Date �������
Fotm Appr ved by C' Attomey
By: ��cf /d�13�`�S
9P-9�o
DEPARTMENf/OFFICFICOUNCII.: DATE INITIATED GREEN SHEE�' NO.: G��S�I
Auman Resources 10114/98
CONTACT PI?RSON & PHONE: .� It�II'rrwT1DATE a1'E
7ohn Shockley (266-6482)
ASSIGN 1 DEPARTMENT DIR 4 CTTY CAUNCII,
NUMBER 2 CITY A7TORNEY CITY CLERK
MUST BE ON COUNCII, AGENDA BY (DA1'� �R ��``CIAL SVS D _ FINANCL9L S ACCT
ROUTING 3 MAYOR(OReLSST.
ORDER
TOTAL # OF SIGNATURE PAGES (Q.IP ALL I,OCATIONS FOR SIGNATURE)
acnox xe�uESrEn: Approval of a pilot project entitled "Information Services Reorganizarion and 7ob Family
Modeling Pro,jecY' and accompanying memorandums of agreement.
RECAMMENDA1iONS: Approve (A) or Reject (R} PERSONAL 5ERVICE CONTRACfS MiJST ANSWER THE FOLLOWING
QUESftONS:
_PLANNINGCOMMISSION _CIVILSERV[CE COMMISSION I. Hast6ispersodfumevawo+kedunderaconVac[f�Utisdepaflmrnt?
_CIB COhIM111BE _ Yes No
STAFF _ 2. Hasiltispersodfumeverhunacityemploya?
DISTAICT COUAT Yes No
SUPPORTS WHICfi COUNCIL OBIECTI�B? 3. Dces this petson/firtn possess a skill aot normally posessed by any cmrent city
employee? Yes No
Ezplain all yes uuwers on xpatate aheM and adaeh to;reen s6eef.
INITLITINGFROBLEM,ISSi3E,OYPORTUNTTY(Who The Information Services Division has been having
difliculty in hiring, retaining, and promoting its technicai staff in a manner which effectively supports the City's
information and technology objectives and the professional needs ofthe employees. Elsisting position descriptions
and minimum qualifications aze narrowly defined, fragmented, and dated. The eunent HR systems do not
adequately support the need for flexibility and quick response to changing Information Services needs. Significant
effort is being directed at "working azound" the e7nsting process problems. (See attached Executive Summary)
anvaNrncES iF nrrxoven: The pilot project will enable the City to better support the mission and objectives of the
Information Services Division. It will also allow greater duty assigment flexibility giving the ability to respond
rapidly and efficiently to changing business needs. Furthermore, the project better aligns,}ob descriptions and pay
with current staff responsibilities, develops career ladders, and facilitates professional gowth opportunities for the
staff. Finally, the project will improve the City's ability to hire and retain technical staffin a competitive market.
DISADVANTAGESIFAPPROVED: NOil6 �
DISADVANI'AGES IF NOT APPROVED: It WOUI(� COI1t1I1llE t0 b@ CI1fflClllt t0 TCt2111 3I1(3 fCCilllt (�ll8�lry II1fOtR7811011 .SEIVICCS
staff. Current employees will not be adequately recognized for their efforts and competencies and the City will
become less able to compete in a very fast paced, competitive Information Services market.
TOTAL AMOIRVT OF TRANSACfIOTi: 5125,60U far sataries in 1998, a� $134,UOQ in t999 COSClREVEN[IE BUDGETED:YES
FUNDING SOURCE: ACTIVITY NUMBER:
FINANC7ALINFORMATION:(EXPLAIt� C�rc�FZ;`e5:":i �u�:t�Yi;?'`=. �c�Y€?�
Q�; �. � ���
a14 .`��°
City of Saint Paul
Executive Summary
Information Services Classification Study
L What is the project all about?
This is a collaborative effort between the Office of Human Resources, Information
Systems Division's management ( Technology and Management Services Department),
the IS Division staff and the unions/bazgaining units (AFSCME locals 1842 and 2508;
Professional Employees Association; the Saint Paul Supervisors Organization) which
represent the Division's staff.
This proposed pilot project redefines IS jobs in a way that better addresses the City's
information needs, responds to a rapidly changing business environment, and supports
employee growth and development. This project includes new processes, new definitions
of roles and responsibilities, and a better alignment of pay with competencies and
responsibilities. This will allow for a more adaptive, responsive IS environment.
II. Why is the City proposing to do this?
This project began as a result of three separate forces.
• IS employees were not satisfied with their fragmented and dated position
descriptions. In addirion, the internal process for promotion and advancement was
not well defined and did not support their needs.
. IS department management and their customers were frustrated with the inability
to manage the staff in a way that facilitates a quick response to changing
information and technology needs in a very competitive market.
. Finally, the Information Systems environment within the Twin Cities is more
competitive than ever and the City was falling well behind the notm in recruiting,
developing, and retaining these valuable human resources. The pace of change in
technology and in the market continues to speed up and the problems will multiply
if not proactively addressed.
A significant component of the IS mission statement is to create a healthy information and
technology environment to support the attainment of Citywide as well as department and
office strategic goals. This project is designed to better support this type of environment.
III. Design, Development, and Approval Process
This pilot project has been a mode] of labor and management cooperation and
collaboration. The development of this project has been lengthy (18 months) and has
included input from the employees in design and development, as well as problem solving.
It has been refined with the assistance and input of the unions. Significant efforts were
made to update the employees throughout the process and to solicit their input. Much of
this input has been incorporated into the design to be as responsive to employee needs as
� ' �
feasible. Communication was done via task forces, e-mail, Intranet postings, group
meetings, and individualized meetings.
In addition, the Human Resources staff has surveyed other public and private IS
enterprises to compaze competency, responsibility, and salary information. This "Best
Practices" data has been incorporated into the project design to ensure its market
compazability.
IV. What benefits does this pilot project bring to the City?
The concepts in this pilot project will enable the City to better support the mission and
objectives of the IS department. It will:
• Allow greater fle�bility and ability to respond more rapidly to changing
business needs.
• Clarify and standazdize performance expectations for IS staffthroughout the City.
• Consolidate 24 job classes into 14.
• Provide retention and recognition opportunities for high perfornung employees.
• Facilitate cross training and backup, which will increase efficiency and muumize
down time.
• Enable the City to attract quality, entry-level candidates who meet the revised
minimum qualification criteria.
. Keep the City's IS fixnction more competitive with other public and private sector
employers as it implements this state of the art focus on competencies in job
classification.
• Share on-going administration of the project between IS management and the staff.
V. How will we measure success?
Some ways to measure success of the new classification plan aze:
• Customer satisfaction—measured by surveys
. Turnover/job vacancy rates compazed to historical IS data
. Average time to fill vacant positions
• Cost of administration—compaze the number of classification studies required
during the pilot project versus historical levels
. Human Resources stafftime needed to fill positions internally
VL What benefits does this pilot project have for the employees?
The project:
• Includes new job definitions that better reflect current responsibilities.
• Acknowledges contributions and work done.
• Facilitates employee development and growth.
. Develops career ladders and ensures better succession planning.
• Ivlore closely aligns pay with responsibilities and competencies.
Note: No e�sting regular certified employee's position would be supplanted or eliminated
as a result of this project. No employee will lose salary—in fact many will see pay
increases.
q �.q�
VII. How will we measure success with respect to staff?
Some ways to measure success with the staff are:
• Employee satisfactio�r--measured by periodic surveys
• Number of employees being paid "out of title"
• Number of IS positions that are filled intemally and for which the employee would
not have qualified under the previous system.
VIII. Response of Other Interested Parties
Human Resources has secured the agreement and endorsement of all three affected
bargainuig units—signed memoranda of agreement will be attached to the Snal
information packet. Employees haue had many opportunities to get involved in the project
design and are eager for it to move forwazd. The City Information Services customers see
the value of the project and aze supportive.
IX. Cost Implications
The IS Division is not asking for additional funds for this pilot project. The costs
associated with any resulting salary increases have been fully funded and approved in the
1998 budget and the increased costs have been included in the proposed 1999 budget.
The final 1998 salary cost for the pilot project is estimated to be $125,600; fringe benefits,
calculated at 28%, would be $35,000. Total 1998 cost, for the 55 member staff, is
estimated to be $160,600. This will be offset by the many out of title salary and fringe
payments (about $96,000) already being made to IS employees.
Out oftitle pay resulted from:
. Inconsistencies between how departments, under the former organization of IS
resources, classified and compensated technical staff that became apparent after
the consolidation oftechnical staffinto the new IS organization
• Changes in technology that superceded e�sting job descriptions
. The natural progression of stafftrying to cover increased needs while personnel
resources remained the same; employees naturally assuming more responsibilities
to get the job done
XL Additional Advantages
Expected additional benefits are:
. Wtule the positive impact on emgloyee retention is quite obvious, this program will
also enable the City to better recruit and attract prospective IS employees by
demonstrating a commitment to excellence and employee development.
. The lengthy collaborative effort facilitated the reorganization of IS from a diverse
collection of independent IS service providers into a more cohesive technical work
force operating with a shared vision.
• The project demonstrates the willingness of City management, employees and the
respective bargaining units to work together towazd a common goal in a
cooperative and respectful manner.
qP�q� o
• This project was a marked departure from the previous manner in which the
department operated. This new demonstration of openness and collaboration will
provide a foundation for buy-in and trust for future initiatives.
G:GS HAR E D W dmi�U S\ClassF�cSUmmary.wpd
Sec08 Civil Service Rules Page 2 of 5
demonstrated satisfactory performance in their position.
�6 'Q�D
S.A.3. Vacant positions shall be filled from a promotion eligibie list or from a list of
promotion eligibles on an open list in the following manner: The Oflice of Human
Resources shall certify to the appointing officer a list of eligibles which shall include
the top 3 eligibles, plus the top 3 eligibles from the appointing division plus ties. If
the top 3 certified eligibles are from the appointing division, no further names shall
be certified.
If the top 3 certified eligibles are not from the appointing division, then the
certification shall be expanded to include the required number of eligibles from the
appointing division.
The term'division' used in this pazagraph shall mean'department' in all cases where
a department is not divided into divisions. For the purpose of this pazagraph's
provisions, the following are considered to be divisions of the Mayor's Office;
Human and Civil Rights; Office of Human Resources. For the purpose of this
provision, Legislative Operating shall be considered a separate department; Fire
Equipment Services shall be considered a division ofthe Fire and Safety Services
Department, the Department of Public Works shall be considered as one division,
the Department of Planning and Economic Development shall be considered as one
division, and the Department of Finance and Management shall be considered as
one division.
8.A.4. Section 8.A3 shall not apply to titles represented by the Professional Employees
bargaining unit or the Professional Supervisory Employees bargaining unit.
8.A.5. When two or more titles aze combined into a new title, the Director may authorize
the appointing authority to appoint affected employees to the new title without
further competitive testing as long as they have been certified to one ofthe titles
being combined, and they meet the minimum qualifications for the new title.
Seniority will be determined in accordance with Section 22 Layoff.
The Human Resources Director may conduct pilot and/or reseazch projects
designed to enhance recruitment, selection, experimental learning placements,
pre-entry training programs, employee career development programs, inclusive of
apprenticeship, and on-the job training programs, referral and/or appointment
processes for the filling of City positions.
The Human Resources Director, prior to taking any employment action in the above
referenced pilot and/or reseazch projects, shall obtain the approval of the Mayor and
if approved, obtain the consent of the Council. Notice to the affected bargaining
units shall be given and at such time, the bargaining units have the right to discuss
their issues as well as present recommendations for changes in the project. Notice
to the City Council will be given for review and subsequent approvaUdenial of the
project. Written documentation shall be provided by the Human Resources Director
for review prior to approval. Documentation shall include the following:
a. Assurance that the proposal does not supptant existing certified employees.
12/8/97 1:36:34 PM
Sec08 Civil Service Rules
Page 3 of 5
b. Identification of Civil Service Rules affected by the proposal, if any. G! � 9��
c. Participants in programs will be certified, having a probationary period, +
involved in structured training and will be provided an out placement referral
service.
d. Classifications created through the proposai wili be assigned to the
appropriate bargaining unit as per our present policy and procedures.
e. It is recognized that any affect on terms and conditions of employment aze
subject to negotiations.
f. Pilot employment projects will be in accordance with State and Federal laws
and/or regulations and the Saint Paul City Charter.
g. Reference to the City Policy Objectives sought to be served by the pilot
and/or research project.
Appropriate Civil Service Rules, if agproved by the Mayor and City Council can be
suspended for the purposes of these projects. Their suspension is limited for the
time period as specified for the project. A project will not exceed a 3-year time
span. An evaluation report is to be submitted to the Mayor and Council within
3-months of the end of the pro}ect.
8.B.1. Vacant positions shall be filled from an original entrance list in the following manner:
8.B.l.a. Vacancy Filled From An Original Entrance List
Single vacancy from a requisition shall be filled as follows:
FOR LISTS HAVING TWENTY (20) OR FEWER ELIGIBLES
The Office of Human Resources shall certify to the appointing authority the three
(3) highest scoring eligibles from the list, plus ties. In addition, the Office of Human
Resources shall certify to the appointing authority the three (3) highest scoring
eligibles, plus ties, in each protected-class group. The appointing authority may
appoint any eligible so certified.
FOR LISTS HAVING MORE THAN TWENTY (20) ELIGIBLES
When underutilization or underrepresentation, as defined in Section 8.B.i.b., does
not exist in any protected class, the Office of Human Resources shall certify to the
appointing authority the three (3) highest scoring eligibles on the list, plus ties. In
addition, the Office ofHuman Resources shall certify the three (3) highest scoring
eligibies on the list, plus ties, from each and every protected c2ass who are among
either the top thirty-three percent (33%) or the highest scoring twenty (20) eligibles
on the list, whichever will produce the greater number of protected-class eligibles.
The appointing authority may appoint any eligible so certified.
When a specific job title is underutilized or when underrepresentation e�usts in the
Saint Paul Board of Education civil service work force or City of Saint Paul's
department/division work force, certification will be as follows: The Office of
Human Resources shall certify to the appoiming authority the thsee (3) highest
scoring eligibles on the list, plus ties. In addition, the Office of Human Resources
shall certify to the appointing authority the three (3) highest scoring eligibles, plus
12/8/97 1:36:34 PM
,�p.q�
1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation ofHuman Resources pilot
projects, the City of Saint Paul (City) and Local Umon 2508, District CouncIl 14, of the American
Federahon of State, County and Municipal Employees, AFL-CIO (AFSCME Local 2508) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorgamzation and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� apply to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
gostt�ons have been allocated to the IS 7ob Family levels designated therein as represented by AFSCME
Loca12508. Also, AFSCME Local 2508 and the City aiso agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shail aliow for the non-competitive promotion of
incumbents who haue demonstrated the required competencies and responsibilities of a higher
level IS 7ob Family position for six months or more.
2. Civil Service Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of IS Job Famdy posrtion vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinhng
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shail allow for the appointment of the affected
incumbents to the IS 3ob Family Levels outlined in the attached pilot project document that
were designated to replace the job classifications to which their positions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified emplopee in
a classified position prior to the examination date. Such incumbents shali also haue actually
served at least 1040 hours in such ciassified position. This rule shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System outlined in the
attached pilotproject document.
5. �:vi; Se: :dce Rsle 22 {T ay O!T) shall allow emnloyees to maintain class seniority in their newiy
assigned IS Job Family level even though their former class, now included in the new IS 7ob
Fa�ruly level, has not been formally abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of IS incumbents reallocated to higher levels in the IS 7ob Family System on the
same date to be deternuned by the total length of continuous service in a11 classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Egaminations) shall not be used for
appeals of IS 7ob Family promotion examinations. Instead the appeals procedure outlined in the
attached pilot project document will be used.
7. Section F.1.(b) of the Salary''I'Iariian�4Itates o�f Gompensation governing advancement in
salary, shall not appiy to IS employees iri positibhs allocated to the IS 7ob Family levels defined
in the attached pilot project �{ cument. Instead, the salary schedules contained within the pilot
project document shall be fo�ciwed. Tlie applisable step increases therein may be granted in the
time frames set forth. Five, ten, fifteen, twenty, `and twenty-five year step increases as defined in
the Salary Plan and Rates of Compensation shall continue to apply for such IS employees
�t8 -q �1�
subject to the time frame limitations set forth in the applicable pilot project salary schedule.
Furthermore, it is agreed that, in the event of a layo� affected IS and/or Water Utility employees in
classifications currently represented by AFSCME Local 2508, who as a result of untial implementation
of this pilot project are promoted to positions in IS 7ob Family levels represented by Local Union 1842,
District Council 14, of the American Federation of State, County and Municipal Employees, AFL-CIO
(AFSCME Local 1842), the Professional Employees Association, Inc. (PEA} or the Sauit Paul
Supervisors Organization (SPSO), shall be able to reduce to the IS 7ob Family level represented hy
AFSCME T.oca12508, that corresponds with their previously held classification, and exercise applicable
contractual seniority n� �its. It is also understood that this stipulation also applies to any employees
represented by AFSCME Loca12508, who have appealed their initial position allocations under the
pIlot project and who, as a result of such appeais, are promoted to positions represented by AFSCME
Loca1 1842, PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement sha11 not he used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
�� .��
man Resources Director
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Labor Re ations Direct r
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President
Local Union 2508
AFSCME, District Council 14
AFI,-CIO
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Busi ss Re esei ativ
Loca nio 508
AFS , stric Council 14
AFI,-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A6, governing the implementation of Human Resources pilot
projects, the City of Saint Paul (City) and Local Union 1842, District Council 14, of the American
Federation of State, County and Municipal Employees, AFL-CIO (AFSCME Loca1 1842) hereby state
that they have met and discussed the proposed pilot pro�ect described in the attached document entitled
City of Saint Paul Information Services Reorganization and 7ob Family Modeling Pro'ect and agree that
the stipulations contained therein that affect terms and conditions of employment sh� appty to those
employees of the Division of Information Services (IS), The Water Utility, or Public Health whose
posrtions have been allocated to the IS Job Family levels designated therein as represented by AFSCME
Local 1842. Also, AFSCME Local 1842, and the City also agree to the use of the following Civil
Service Rules, as modified, in the administration of tlus pilot project:
1. Civil Service Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion of
ir.cumbents who have demonstrated the required co�npetencies and responsibIlities of a higher
level IS Job Family position for s'vc months or more.
2. Civil 5ervice Rule 8.A.3 (Filling Vacancies From Promotion Eligible Lists) shall not apply
to the filling of I3 7ob Family position vacancies. Only the top three promotion eligibles plus
ties will be certified to the appointing authority. The top three eligibles from the appoinring
division, the Department of Technology and Management Services, will not be given preference
in certification.
3. Civil Service Rule S.A.S (Combining of Titles) shall ailow for the appointment of the affected
incumbents to the IS 7ob Famil� Levels outlined m the attached pilot project document that
were designated to replace the �ob classifications to which their posirions had been previously
allocated.
4. Civil Service Rule 14 (Promotion Requirements) shall allow employees to enter an
examination on a promotion basis after serving not less than one year as a certified employee in
a classified position prior to the e�mination date. Such incumbents shall also have actualty
served at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the I5 Job Family System ouUined in the
attached pilot project document.
5. Civil Service Rule 22 (Lay Oft) shail allow employees to maintain class seniority in their newly
assigned IS 7ob Family level even though their former ciass, now included in the new IS Job
Family level, has not been formaliy abolished. Also, Civil Service Rule 22 shall allow the class
seniority listing of incumbents reallocated to higher levels in the IS Job Family Spstem on the
same date to be deternuned by the total length of continuous service in all classified City
positions.
6. Civil Service Rule 26.III.B(Grievance Procedure, Examinations) shall not be used for
appeals of IS Job Family promotion examinations. Instead the appeais procedure outlined in the
attached pilot project document wiii be used.
Section F,1.(b) of the Salary Plan and Rates of Compensation governing advancement in
salary, shall not apply to employees in,positions allocated to the IS 7ob Family levels defined in
the attached pilot project docu�ient::'��ttstead,'tHe:s�lary schedules contained within the pilot
project document shal] be followed. The appiicable step increases therein may be granted in the
tune frames set forth. Five, ten�, fifteen, twenty, and twenty-five year step increases as defined 'm
the Salary Plan and Rates of Com�p8nsation"sliall continue to apply for such employees subject to
the tnne frame ]imitations set forth in the applicable pilot project salary schedule.
�����
Furthermore, it is agreed that, in the event of a layoff, affected IS and/or Water Utility employees in
classifications currentiy represented by AFSCME Local 1842, who as a result of initial implementation
ofthis pilot project are promoted to positions in 7ob Family levels represented by the Professional
Empioyees Association, Inc. EA) or the Saint Paul Supervisors Organization (SPSO), shall be able to
reduce to the Job Family leve represented by AFSCME Local 1842, that corresponds v,nth their
previvusly held classification, and exercise applicable contractual seniority nghts. It is also understood
that t}us stipulation also a�plies to any employees represented by AFSCME �ocal 1842, who have
appealed their initial posrtion allocations under the pilot project and who, as a result of such appeals, aze
promoted to positions represented by PEA or SPSO.
Finally, it is agreed that this Memorandum of Agreement shall not be used outside this pilot project to
set, in any way, a binding precedent on either of the parties.
� � ��.
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Labor R lations Director
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President
Local Union 1842
h' .�SC11�', Listrict C�uricii 14
AFL-CIO
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Busine Repre ntati
Local nion 18
AFSCNIE, District Council 14
AFZ-CIO
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1998
Memorandum of Agreement
In accordance with Civil Service Rule 8.A.6, governing the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Professional Employees
AssociaUon, 7nc. (PEA) hereby state that the they have met and discussed the proposed pilot
project described in the attached document entitled City of Saint Paul Information Services
Reorganization and 7ob Family Modeling Project and agree that the stipulations contained
therein that affect terms and conditions of employment shall apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
haue been allocated to the IS Job Family levels designated therein as represented by PEA.
Furthermore, PEA and the City also agree to use the following Civil Service Rules, as
modified, in the administration ofthis pIlot project:
1. Civil5ervice Rule S.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family position for six months or more.
2. Civil Service Rule 8.A.5 (Combining of Titles) shall allow for the appointment ofthe
afFected incumbents to the IS 7ob Family Leveis outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previousiy allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emp3oyees to enter an
examination on a promotion basis after serving not less than one year in a classified
position prior to the examination date. Such incumbents sha11 also haue actually served
at least 1040 hours in such ciassified position. This nxle shall be used, as modified, only
for exams used to deternune eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil Service Rule 22 (Lay Oft) shall allow employees to maintain class seniority in
their newly assigned IS 7ob Family level even though their former class, now included
in the new IS Job Family ]evel, has not been formally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be deternuned by the total length of
continuous service in ail classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Examinations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead the appeals procedure
outlined in the attached pilot project document shall be used.
a��� � o
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation goveming
advancement in salary, shall not apply to employees in positions allocated to the IS
7ob Family levels defined in the attached pilot project documextt. Instead, the salary
schedules contained within the pilot pro,}ect document shall be followed. The
applicable step increases therein may be granted in the time frames set forth. Five, ten,
and fifteen year step increases as defined in the Salary Plan and Rates of Compensation
shall continue to apply for such employees subject to the time frame limitations set
forth by the applicable pilot project salary schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
� ����
Human Resources Director
�,- /`,. �
President
Professional Employees Association, Inc.
Labor elations Director
`"1��� ��
Business Representative
Professional Employees Association, Inc.
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1998
Memorandnm of Agreement
In accordance with Civii Service Rule 8.A6, goveming the implementation of Human
Resources pilot projects, the City of Saint Paul (City) and The Saim Paul Supervisors'
Organization (SPSO) hereby stale that the they have met and discussed the proposed pilot
project described in the attached document en6tled City of Saint Paul Informazion Setvices
Reorganization and Job Family Modeling Project and agee that the stipulations contained
therein that affect terms and conditions of employment shali apply to those employees of the
Division of Information Services (IS), The Water Utility, or Public Health whose positions
have been allocated to the IS Job Family levels designated therein as represented by SPSO.
Furthemiore, SPSO and the City also agree to use the following Civil Service Rules, as
modified, in the administration of this pilot project:
1. Civil Service Rule 8.A.2 (Reallocation) shall allow for the non-competitive promotion
of incumbents who have demonstrated the required competencies and responsibilities of
a higher level IS Job Family posirion for siac months or more.
2. Civil Service Rufe 8.AS (Combining of Tittes) shall allow for the appointment of the
affected incumbents io the IS 7ob Family Levels outlined in the attached pilot project
document that were designated to replace the job classifications to which their positions
had been previously allocated.
3. Civil Service Rule 14 (Promotion Requirements) shall allow emptoyees to enter an
examination on a promotion basis after serving not less than one year in a classified
posirion prior to the examinarion date. Such incumbents shall also have actually served
at least 1040 hours in such classified position. This rule shall be used, as modified, only
for exams used to deternvne eligibles for vacancies in the IS 7ob Family System
outlined in the attached pilot project document.
4. Civil 5ervice Rule 22 (Lay Of� shall allow employees to maintain class seniority in
their newly assigned IS 7oh Family level even though their former class, now included
in the new IS Job Family level, has not been fotmally abolished. Also, Civil Service
Rule 22 shall allow the class seniority listing of incumbents reallocated to higher levels
in the IS 7ob Family System on the same date to be determined by the total length of
continuous service in all classified City positions.
5. Civil Service Rule 26.III.B (Grievance Procedure, Eaaminations) shall not be used
for appeals of IS 7ob Family promotion examinations Instead, the appeals procedure
out7ined in the attached pilot project document shall be used.
�lg`
1998 Memorandum of Agreement continued
Page 2
6. Section F.1.(b) of the Salary Plan and Rates of Compensation governing
advancement in salary, shall not apply to employees in positions allocated to the IS
Job Family levels in the attached pilot project documern. Tnstead, the salazy schedules
contained within the pilot project document shall be followed. The applicabte step
increases therein may be granted in the time frames set forth. Five, ten, and fifteen year
step increases as definad in the Salary Pian and Rates of Compensation shall conturue to
apply for such employees subject to the time frame limitations set forth by the
applicable pilot project salazy schedule.
Finally, it is agreed that this memorandum shall not be used outside this pilot project to set, in
any way, a binding precedent on either of the parties.
�� -� y „.
t
Human Resources D'uector
� � �
Labor elations Director
�
President
Saint Paul 5upervisors' Organization
Business Representative
Saint Paul Supervisors' Organization
F:�ItSERS�E�tCOMMONLSHOCKLEriSPSO.ISM
q�`
City of �S'aint I'aul
Information Services
Reorganization & Job Family Modeling
Project
Pilot Project Description
October, I998
g:pilproj.doc
aP�
Table of Contents
TABLE CONTENTS .......................................................................................................................2
BACKGROU D ..................................................................................................................................... 3
PROJECTGOAL .................................................................................................................................. 4
PILOTPROJECT ..................................................................................................................................5
KEYPOINTS .........................................................................................................................................5
CONCEPT OVERVIEW ........................................................................................................................6
APPROACH ........................................................................................................................................... 7
KEY DEFINITIONS ...............................................................................................................................8
JOBFAMILY .........................................................................................................................................9
JOB FAMILY DEFIMITIONS ................................................................................................................9
FAMILYLEVELS .................................................................................................................................. 9
TRANSlT10NtSSUES ........................................................................................................................10
FUTUREASSIGNMENTS ..................................................................................................................12
PROGRESS PARAMETERS .............................................................................................................12
COMPETENCY DEVELOPMENT .....................................................................................................16
SUMMARY
17
g:piiproj.doc 2
Q�''
Background
Mission Statement
To promote information technology as a strategic asset of the City and create a healthy
information and technological environment that supports the attainment of city-wide as
well as department and office strategic goa]s.
Two on-eoin� orogram obiectives for the IS denartment include:
• The creation of a healthy information technology environment that supports the
attainment of City-wide as well as department and office strategic goals.
• The continual search for creative and innovative means to maximize the City's
information technology investment.
The City of Saint PauPs Information Services (IS) function has changed dramatically over
the past several yeazs. The widely decentralized organization, was pulled into one
organizational unit -- the IS Division of the Department of Technology and Management
Services. This was done in order to establish and maintain consistent technology
strategies, policies, and procedures and to increase accountability for return on the City's
IS investments. This consolidation also aliowed us to maYimize the efficiency and
effectiveness of these valuable City staff resources, and to facilitate more cross training
among IS staff. It also served to create more career and personal growth opportunities for
the staff.
The division is organized into rivo functionai areas, 1) Core Services, and
2) Department Representatives.
In the face of these organizational changes, as well as the increased and changing demands
for technical assistance and support within the City, IS staff needs to be very fleacible and
perform a hroad array of tasks and responsibilities. Our customers have different
expectations than they did five years ago. New systems and processes are essential to the
way in which we deliver service. Consolidation has brought most of our IS professionals
back together. This move heightened the inconsistency between work performed by
various I3 staffversus the work described by their e�sting class titles and class
specifications (many of which were very outdated). All of these s nmuficant change factors
drive the need to reevaluate our job functions and the way that we ciassify our positions.
Under the existing system, there are many fragmented classes of positions. Job succession
is not well defined, and training objectives are not cleazly tied to position responsibility.
The current process of reassigning and/or promoting human resources is unwieldy and not
responsive to our rate of change. Given the rapidly changing environment and technology,
greater flexibility is a necessity. We need to develop and reallocate human resources
quickly in response to these changes. Employees need to have clearly defined
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accountabilities and a management-supported system in which they can grow and acquire
new, state ofthe art skills and experience.
Accordingiy, in the spring of 1997, IS management and Human Resources staffundertook
a comprehensive study and redefinition of all IS job classifications.
Project Goal
The goal of this process is to realign the current IS staff within appropriate job families
and position titles in a structure that effectively supports their re-defined accountabilities.
A framework will be established in which future positions and employees can be easily
integrated within a more fler.ibie and responsive exam and reclassification process. A
further objective ofthis process is to more clearly define "succession ladders" within the
IS framework, for purposes of personal growth and promotion of emp]oyees.
Objectives;
1. To develop a fle�ble, responsive process to facilitate the movement and
assignment of staff based upon competencies as well as changing customer
needs and requirements.
2. To develop broad job families that combine similaz sets of responsibi]ities and
competency requirements that enhance the ability to be fleacible when making
work assignments.
3. To clearly define career ladders, position expectations, and competency
requirements for the IS staff.
4. To provide a basis for relevant training and development pians for the I5 staff.
5. To develop a process which accomplishes these objectives, transitions the
system in a fair and collaborative manner while appropriately addressing any
relevant concerns.
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Pifot Project
Under Civil Service Rule 8.A.6, the Human Resources Director may conduct pilot andlor
research projects designed to enhance recruitment, selection, empioyee development
programs, and referral and/or appointment processes for the filling of City positions.
It is recommended that this Pilot Project be approved with an initial timeframe not to
exceed three years. An Oversight Team will assist Human Resources in preparing six-
month project reviews and status updates with the oppot[unity for adjustments and fin�
tuning of the process as the project proceeds.
It is recognized that the points of this Pilot Project which affect terms and condirions of
employment aze subject to negotiations with the affected unions.
Key Points
• No e�sting regular certified employee's positions or jobs will be supplanted or
eliminated as a result of this pilot pro}ect.
• No employee will lose salary as a result of this program.
• Position seniority wil] be maintained and consolidated as the current titles are
abolished.
• This new structure is intended to meet the expressed needs of the I5 staff.
• This pilot project complies with ali relevant State and Federal laws andlor rea lations,
Civil Service Rules and the Saint Paui City Charter.
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Concept Overview
The new IS job classiScation structure will be competency based and haue three primary
` job families" in which a11 positions fall in relational order. Each job family will consist of
several pre-defined levels with associated competency requirements and responsibilities.
The positions allocated to each level will generally be broader in scope and responsibility
than positions within the cunent job classes. The resuit will be fewer titles with more
employees sharing similar job titles. An individual position will be a composite of specific
assignments. Each specific assignmerrt may then have an associated assignment specific
title and technology requirements which are unique to that position and which aze different
but generally equivalent to those of other employees in the same job title.
The pilot project will consolidate the existing 24 job classes into 14.
These proposed job titles will be supported by regular performance objectives and training
plans to achieve and support esCablished `core competencies' within the staff. The
structure of the job families and the levels/classes/titles will ma�cimize the IS staf£s
opportunities to transition among the job families and across the levels. This enhances the
long-term career development, staff retention, and ability to align future staff resources
with anticipated needs for specific skills / competencies.
The model calls for three "IS Job Families":
1. Systems Consultants
2. Information/Technology Analysts
3. Systems Support Specialists
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Approach
Implementation of this concept was done in a"phased" approach. Eatensive employee
involvement was an integrai part of the process and the program was adjusted,
accordingly, along the way. An employee communicarion process was developed and
supported throughout the design of the program.
i. Concept Design
Phase I involved the concept design and documentation. This was, primarily, behind the
scenes `homework' done in preparation for input from other associated parties. This
phase was compieted first, with input from representatives of IS Management, Human
Resources, and an eaternal consultant.
ll. /mp/ementation Design
Phase II of the project was the Tmplementation Design. This dealt more specifically with
the actual details of the staff assignments, how to move employees, identifying tasks and
functions, how to measure competencies in the future, definition of salary ranges, etc. This
phase involved extensive input from IS staff, Human Resources and the union
representatives.
Several employee work groups met to discuss and make recommendations on specific
issues. That input was added to the design concept in order to better develop the pilot
project. The work group recommendations were posted on a general Intranet bulletin
boazd and comment was so]icited from all staff members.
!p. lmplementation
Phase III of the project involves the impiementation of the recommended changes. Plans
for specific employee moves will be finalized and implemented during this phase. Human
Resources conducted extensive one on one interviews with all IS staff and supervisors to
ascertain the appropriate job fami]y levels. This phase invoives completion of the
associated paperwork and documentation requirements.
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Key Definitions
Job Family: A grouping of positioru with signifiamtly simi7ar job
resporuibilities, required skills and abilities, cmd customer
requirements There will generttlly be mudtiple job `levels' with
successive Zevels of responsibilities within the .Tob FtaniZy.
Levels: Within each ,Tob Family are associated `stages' of responsibidify,
performance requirements, and competency requirements.
Employees will luave the opportunity to progress up the job Zevels
or position title levels as they gain new competencies and are
assigned more responsibility.
Assignments: Within each position Zevel, there may be severad positions. Each
position may have a specifzc job `assigmnent', which has a urtique
set of responsibilities and skilds. Although the employees share
the same general job level, the distinctions between the speciftc
assignments »:ay make them not interchangeable.
Unique Stzilts: These are skills, abilities atzd technical requzrements, which are
unique to a specifzc job assigrrment. They must be well defzned and
support the essential functions of the job assignment. The essential
functions of an assignment cannot be performed without these
unique skiZZs.
Essentiai Functions: ➢efined by the ADA as "the fundamental job duties of the
employment position that the individual holds. " A job function
may be considered esserrtial if a) the reasan the position exists is to
perform thcrt funcfion; b) a limited number of employees available
among whom the performance of that function can be distrtbuted,•
or c) the functiora is so lzighly specialized that the fncumbent has
been hired spec�cally for his or her expertise or ability to perform
this particular function.
Marginal Functions: Those job duties that are not considered to be 'essential
fi�nctions' as defined by the ADA.
Competency: The skills, knovrledge, abilities and other requirements necessary
to perform adequately the essenfral ana' marginal funetions of each
specific work ttssignment.
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Job Family
The initial design for this process calls for all IS positions to fall within three Job Families.
These general families muror industry standards and allow for broader, more `generid
position descriptions, which will provide management and employees greater fle�bility in
duty assignments as well as provide employees with greater opportunity to ma�mi�e their
competencies.
Job Famity Definitions
Svstems Consultant Job Familv
This job family acts as the primary liaison between IS and the business customers. The
Systems Consultants must develop a thorough and complete understanding of the
information requirements of their assigned department, make recommendations for
technology solutions and take accountability For their implementation. There haue been
four levels identified in this job family.
Information/Technologv Analvst Job Familv
This job family has responsibility for the speclfic applications within assigned departments.
Analysts must understand the customer's business needs and the best technology
solutions. There have been five levels identified in this job family.
Svstems Sunport Snecialist
This family has been designed to accommodate the positions that have traditionally been
involved in the operations and suppart of the computer hardware. This involves primarily
mainframe and client server tecluiology. There haue been four levels identified in this job
family.
Famity Levels
Each of the three job family levels share some common responsibilities and required
competencies. Each family has various numbers of `levels' identified within them, and
each level has additional, progressively more complex requirements. This assumes that
employees wild ful, fill the defined requirements of their assigned job Zevel as well as ta
provide back up to the requiremenfs of every lower level within the job family as
needed
Each of the job levels (i.e.: InformationlTechnology Analyst 1) will share a standard
position description. Each individual staff member assigned to that position level will
work with the standard description. Additionally, each specific assignment and the unique
working title and competency requirements will be developed and clarified as needed.
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Transition Issues
Initial Assignment
Initial assignment of staffto the job family and levels has been based upon the competency
level, and current duties/responsibiliries as well as cunent title of the employee. For
exampie, if an employee is performing duties at a levei above those typical of their cunent
title and a need for this levei is determined to exist within the department, the employee
may be considered for reclassification to the higher family level. This process has involved
input from both IS management and employees.
A job content questionnaite was developed and distributed to the stafffor their input into
the slotting process. In addition, one on one job study interviews were conducted with
each individual employee and selected supervisors.
Classifications created as a result of this pilot project will be assigned to the appropriate
bargaining unit as per present policy and procedures.
If an employee does not meet Yhe required competencies for a job family level with
the same grade and pay level that the employee currently holds, a training and
development plan will be put in place to provide the employee with the opportunity
to acquire those skills and abilities. No emnlovee will be initiallv slotted into a level
that is lower than his or her existinE Erade.
Pay Levels
The Human Resources staff haue analyzed the job family leveis and have applied the
standard City classification factors to them. Eaah level has been classified and a new
salary line has been developed for it. Each level within a job family has a salary range
associated with it. Each range has a number of `steps'. Step increases may be credited
based on tenure and performance.
In some selected cases, market data has been taken into consideration when making
recommendations for the appropriate salary line levels. As has been the project objective
all along, no IS employee will lose pay from their existing level. Employees will be
compensated as per the relevant labor contract. (See Attachment for details).
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Seniority
In developing this pilot project, it has been recognized that issues affecting seniority are
trighly sensirive and important to the individuals involved. Therefore, significant care has
gone into recommending a process which supports the objectives of this project but which
has no negative impact on the seniority rights of the staff.
It is recommended that the general principles of Civil Service Rules 8 A2 and 8.A5 be
utilized with some minor adjustments. First, seniority lists for the incumbents in the newly
combined job family levels will be developed from those classes that are being combined
under the new process. As the rules state, "if two or more classes haue been combined
into one new class, then seniority will be deternuned for all affected employees as if the
classes had always been one class". Second, 3ndividuals will be placed into the appropriate
job family and level based upon their actual job responsibilities. This will follow the
reallocation guidelines that have been used historically.
The initial placement of staffinto the appropriate job family levels will require some
modifications to the rules. Minimum qualifications will not be used as a factor in placing
internal candidates. They will be placed based upon an assessment of their cunent
responsibilities and competencies. The requirement of promotion rights and one year of
service in a higher level position for reallocation will also be waived during the initial
placement.
Seniority ofancumbents whose positions have been reallocated to a higher level is
determined by the date of the appointment. If two or more incumbents aze reallocated and
appoirned to the same level classification on the same date, the historical practice will be
followed. This means that the Office of Human Resources will list their names in the
order of their total City seniority.
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Future Assignments
Since the nature ofthe work in information systems is often very project based, staffmay
be assigned to projects which utilize their competencies and experience or which require
them to demonstrate the competencies of the family level below their current assigned
level with a minimum amount of refresher trairilng. The incumbents in each job family
level will therefore be expected to demonstrate a basic fanilliarity with the responsibilities
of the lower levels within their job family.
Progress Parameters
Movement up the levels
Employees will be moved from one level up to the neat level based on a number of
competency based criteria which have been developed by an employee work group called
the Competency Measurement Team. The recommendations of this group are as follows:
Oversight Team
The Gompetency Measurement Team recommends convening an Oversight Team that will
be charged with general oversight to this pilot project and for providing a mechanism for
intema] review of future position postings, and testing for eligibility for new open
positions.
It is recommended that the makeup of this group be one IS staff inember each &om the
affected bargaining units (AFSCME Clerical, AFSCME Technical, PEA, and SPSO) and
one IS customer, for a total of five members. In addition, an HA Representative will
consult with the team and provide staff support but will not have a`vote' in decisions. It
is recommended that this team be in place for a one-yeaz term to ensure process
consistency. The team will need to develop internal operating procedures, voting
processes, etc. No final deternunation was made as to how the members of this group
should be selected but ideally, they should be people who are interested in making this
process succeed.
The oversight Team will report on the progress, challenges, and successes of the project
to the staff and to their respective unions on a quarterly basis for the first year of the pilot
project. Thereafter, reports will be made every six months.
The various responsibilities of the Oversight Team include but are not limited to:
1. Review of nosition level decisions prior to posting.
2. Make any necessary modifications in the Training and Evaluation weighting for
specific open assignments.
3. Score and review the completed Training and Evaluation Tests of internal
applicants for promotional positions.
A. Develop a`qualified candidate' elieibilit�ist based upon the T& E to forward
to the hiring manager.
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5. Review any intemal aQ�eals to the process.
6. Revort to the IS staff and respective unions every six months on the process
and make recommendations for appropriate adjustments or conections.
7. Assist Human Resowces in the formal Pilot Project review and reporting
process.
ReallocaYion
The Team has detemvned that it is expedient for the reallocation process to continue to be
used in the appropriate circumstances. Under the pilot project, reallocation will be
allowed after the job duties have been performed for six months. in lieu of the current
twelve months. In addition, reallocation can take place both within job families as well as
across job families within IS.
Initial Testing for Promotions
In response to the current competitive market in the IS field and the challenge of retaining
good employees after the City has provided for their training, this pilot will involve two
`nutial retention' components. First, the new salary structure ca11s for salary step increases
every six months for the first several years. Second, the traditional two-year wait before a
new employee can be eligible for a promotiona] test will be amended to one year.
Posting of New Positions
All new promotional opportunities (non-reallocations) wi11 be posted throughout the City
on the Intranet as well as in the usual manner (e.g.: job line, bulletin boazd). Internal IS
employees will be given some `preference points' on the Testing and Evaluation exam.
Minimum Qualifications
Minimum qualifications will not be used for internal promotions. Rather, the measurement
process, which has been designed to measure competency achievement, wili be the
selection criteria.
Minimum qualifications will still be used for external hiring purposes. The minimum
qualifications for the new job family levels have been reviewed and updated through
Human Resources to reflect current market conditions. (See Attachment D).
Promotion Eligibility / Tenure within levels
The general guidelines for tenure within a leve] before an employee can move to the next
level in a job family will be consistent with any e�sting probationary periods in the
relevant union contracts or Civil Service rules.
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Competency Measurement
The following measurement process will be utilized during the pflot project for the
purpose of eligibility for promotion.
1. All promotionai opportunities will be posted.
2. Interested City candidates will complete a Training and Evaluation exam
asking them to clearly demonstrate competencies. Candidates w�71 also be
asked to inciude verification references.
3. The Oversight Team will meet to review and score t6e T& E exam.
4. Candidates who receive 75°/a or more on the T& E will be determined to
be `eligible' for the open position and will be passed on to the hiring
manager.
5. The hiring manager will interview and select from the `eligible'
candidates using the traditional "rule of three" concept.
An outline of the Testing and Evaluation Exam is included in Attachment E.
The competency measurement process, in particular, will be revisited and refined as
necessary every 6 months during the pilot project.
Appeal Process
There will be a formal appeal process for competency measurement decisions. The
following steps are suggested.
1. The llversight Committee will provide each employee with a score for each
competency on his or her T& E evaluation.
2. Within 10 working days of the notification, the affected employee must indicate in
writing that they disagree with some part of their test score.
3. The employee wili have additional5 working days to provide information to the
Human Resources staffperson who assists the Oversight Committee. The
employee will provide the committee with any additional information that they feel
was not considered in the initial Training & Experience test.
4. The HR Staff member, who will be experienced in test examinations, will assist
with further fact-finding if needed.
5. The HR Staffmember will meet with the Oversight Committee to discuss ifthe
additional information is sufficient to affect the scoring of the T& E test.
6. The Oversight Committee will review appeals and make a decision within 1�
working days of receiving the additional information.
7. The appealing employee will be notified in writing of the review decision within 10
working days from the Committee meeting.
By mutual agreement, these time limits can be e�tended.
This process does not preclude the employee from filing a formal union grievance or
pursuing any of the other normal employee options.
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Movement down a level
Once an employee has been appointed to a new job level, they will not be moved down
even if the assienment ends or changes. However, they may occasionally be called upon to
perform the duties of any of the lower job fanvly levels. It is the responsibility of the IS
management to ensure that the staff is appropriately utilized. An employee may be asked
to voluntarily reduce their level or face disciplinary actions only if there is documented
evidence that that they no longer meet the requirements of the job level consistent with
the performance management process and development plans. Sufficient time will be
given for the employee to demonstrate the required competencies before this would
happen.
Crossing Job Family
Since this process has been designed to maximize flexibility for both employees and IS
management, employees wil] be aliowed to cross from one job family to the neact if they
meet the required competencies. Clearly defined competency requirements wiil enable
employees to do more comprehensive cazeer planning and preparation. It is envisioned
that three guidelines will govem this movement. 1) The employee must express an interest
in career opportunities in anothet job family. 2) There must be a departmental need to fill
a position. 3) The employee must demonstrate the required competencies of the new job
family and level.
Some of the logical `cazeer paths' are illustrated below:
Systems Support
Specialists
Level I
Grade 25
----------
Level II
Grade 28
-----------
Level III
Grade 36 ""�
-----------
Level IV
Grade 4C
Pronosed C areer Ladders
Inform ationlT echnical
Analysts
Level I
Grade 30
----------
Level II
Grade 36
�,„ LeveIIII
Grade 40
Systems Consultants
----------- — —
LevelIV .�r
� Grade 44
----------
Level V �
� LevelI
Grade 12-16
---------
Leve1II
Grade 20
- — ------------
Level III
Grade 22
Level IV
Grade 23
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Competency Devetopment
It is the intention of the IS Division to identify and develop certain base]ine `core'
competencies within IS employees. These competencies are essential to meeting the
business objectives of the department.
In addition, a critical component of this process is the establishment of new mechanisms,
processes, and procedures with the Auman Resources Office and IS Division to support
this new framework over the long term.
To assist in this process, the department has identified a set of competencies that are
required at some level within the organization. Each employee has been evaluated as to
his or her expertise in each competency area. Individual development plans will be
developed to assist the staffin acquiring the necessary competencies. It is the intention of
IS management to ensure equal access to training and development opportunities for all
employees.
Project `Success Criteria'
While it has been determined that the Oversight Team in conjunction with the Human
Resources Office will assess and report on the projecYs success throughout the three year
pilot project, specific success measurement criteria need to be developed. The following
criteria will be reviewed by the Oversight Team as the foundation of their project
measurement process.
We see this project as having three distinct interested constituencies: The Employees, The
City / IS Customers, and IS Management. It is proposed that success criteria be
developed ta address each of these groups. Some suggested measurement criteria
inciudes the following:
Em�lovees
1) Employee satisfaction -- measured by periodic surveys
2) # of employees being paid `out of title'
3) # of IS positions which are filled internally and which would not have qualified under
the previous system.
Citv / IS Customers
1) Customer satisfaction -- measured by surveys
2) Turnover / job vacancy rates compazed to IS historical data
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3) Average time to fill vacant positions (# of days to promote internallv or to complete
the process for ea-ternal hiring. This would exclude `finding' an external candidate)
4) Cost of administering the system - compare the number of classification studies
required during the pilot project versus historical levels.
IS Mana e�ment
1) Time to fill open posirions (same as above)
2) HR. Staff time needed to fill positions intemally
3) Employee and customer satisfaction data (same as above)
Summary
The IS reorganization pilot project has been designed to meet the needs of the City, the
employees of the IS Division and IS management. It is a program that maximizes
fle�bility and the ability to respond quickly and capably to a rapidly changing
environment. It is intended to support career development within the I5 staff and to
enable the IS Division to better serve the needs of their customers.
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qp-q�°
ATTACffiVIENT D
NIINIMUM QUALIFICATTONS
General Themes
• the m;nimum qnaiifications will be applied to `extemal candidates' only,
. m;nim� qnatifications for the job family levels should incrementally
increase as one ascends up the job family ladder
. minimum qualifications for equivalent positions in the other job fauulies
shouid be relatively equivalent
• move away from the strict adherence to college degree requirements and
allow for some expertise and experience substitutions
• avoid requiring specific technology in order to keep the miniinum
qualifications timely and not easily dated
IS - Equivalent Series Levels
(Indicates relative `value' of the job family levels)
Info/Tech Anal st I
Info/Tech Anal st II
Systems Consult I InfoJTech Anal st III
« « « InfoJTech Anal st N
S stems Consult II Info/Tech Anal st V
S stems Consult III Info/Tech Anal st VI
Svstems Consuk IV
0
�
�
g:pilproj.doc 34
98'-q�o
ATTACfIMENT D
Systems Support Specialists — Suggested Minimum Qualifications
::=: S�sfems ��p��, ��st�� ���ukt �ltetn� �`st�par� . S�s�$ ��ppc►r�t ;
�=
�� "e� � . - :..<„ � :: IC :: .: � ec:;II� ?. � ;:. '�c � ::: ` �
12 months of 6 months of Successful Successful
technical school technical school pius completion of a completion of a
trauung or 1 year 1 year work technical certificate technical certificate
work experience in a experience or 2 plus 2 years of plus 4 years of
technicaUoperations years of work operations support operations support
environment experience in a work experience or work eaperience or
technicaVoperations 4 years of operations 6 yeazs of operations
environment support work support work
experience, experience.
Work experience Work experience
must include must include
installations, planning, reseazch,
troubleshooting and installations,
basic maintenance of troubleshooting, and
of client server interconnectivity of
and/or network multiple processing
systems. systems.
Demonstrated team
leadership or work
direction ex erience.
g:pilproj.doc 35
qp•q��
ATTACHMENT D
Informafion/Technology Analysts — Suggested Minimum Qualifications
: ���r�'I'e� Inf�T�r1� , 3nf€r}'�� �€�1`��� �►f+�� •
: .. � : , , . ..
..,
.`. tS�� �tI , : �Y��I st.Ii ,.;An�l t� ,. st�t�. ;��a �E,�-:
Technical College degree Coilege degree College degree College degree
school in info mgmt, in info mgmt, in info mgmt, in info mgmt,
programnuug computer tech, computer tech, computer tech, computer tech,
certificate or 12 or related field or related field or related field or related field
months non- plus 1 year of plus 2 yeazs of plus 4 yeazs of plus 6 yeazs of
credit trainuig. work work work work
experience or e�cperience or experience or experience or
technical school technical school technical school technical school
progra.mming programming programming progra.mming
certificate plus certificate plus certificate plus certificate plus
2 years of work 4 yeazs of work 6 years of work 8 years of work
experience. experience. experience. experience.
Work Work Work Work
eaperience must experience must experience must experience must
include include include data include large
programming, requirements structure project planning
debugging, ad definition, basic analysis & & ROI
hoc reporting, project design, calculation.
and planning. Demonstrated
documentation. technical
mastery of one
or more
re uired areas
g:pilproj.doc 36
98 - 9� o
G�+c;s���.r�.�
Systems Consultants -- Suggested Minimum Qualifications
.,. � s�s�s
:;:, �s€ems , ��s�ams ���e�r.s. � , �
�.
;:..: . .. : • , _ : .�
-:•:.. �►���a�►L I.:. � � ����uttaxzt 1�.�- , �a�s�lt��t:IIi. ...,?�c�rsu�t��it � :.
College degree in College degree in College degree in College degree in
info mgmt, info mgmt, info mgmt, info mgmt,
computer tech, or computer tech, or computer tech, or computer tech, or
related field plus Z related field plus 4 related field plus 5 related field plus 6
yeazs of work years of work years of work years of work
experience or experience or experience or experience or
technicalschool technicalschool technicalschool technicalschool
certificate plus 4 certificate plus 6 certificate plus 8 certificate plus 10
years of work years of work years o£ work years of work
experience. experience. experience. experience.
Work experience Work experience Work experience
must include must include must include 4
business analysis project years of
and project management and supervising or
definition. work leading technical
Good coordination; staff;
understanding of budget mgmt. And Demonstrated
relevant cost/benefit project mgmt. Of
technology. analysis. large technical
Expert knowiedge projects,
of 1 or more conceptual
relevant technical understanding of
platforms. intenelated
technical
platforms.
g:pilproj.doc 3�
9�-9�to
IS Training & Experience Evaluafion Outline
Suggested Rating Guidelines
City of Saint Paul - IS Experience
If the candidate has more than one year experience in the
City of Saint Paul, IS Division, add points.
r_vrir� •iT� ,�r�y
0 - 10 puints
Education and technical training 0- 20 paints
(Points in this category can come from a single or multiple sources but may not exceed a
total of 20 points)
Formal Education
College Degree IS, Business, Management 0- 10 points
Other college degree 0- 5 points
Technical School 0- 5 points
On the job Education
Technical courses, seminars & certifications
or on the job learning
Competency Rating
General com�etencies
• Customer Consulting
• Problem Solving / analysis
• Prioritization, tune management, planning
• Communication
. Project management
e Teamwork
Technical competencies (assignment related)
• City St. Paul technical environment
• Assigned platform
• Customer applications
Total
0 - 10 points
0 - 70 points
0-5
0-10
0-10
0-10
0-5
0-5
0-5
0-10
0-10
0 -100 points
Candidates who receive 75% or more are considered eligible far interviews with the hiring
manager. Selection decision is made from within this candidate pool.
g:pilproj.doc 38
q � -�9 �1.0
r���.���.��
IS Market Information
In the fall of 1997 the City of Saint Paul participated in a local jurisdiction survey of IS
jobs. It was conducted by the DCA Stanton Group. Other participants were Hennipin
County, Washington County, Dakota County, Anoka County, the University of
Mimiesota, and the City of Plymouth. A review of the information gathered revealed the
following comparisons:
1. The City pays well above the pay range listed for positions similar to EDP Aide and
Computer Operator.
2. The City's minimum pay rate for Senior Computer Operator positions is well above
that listed for similar positions. The maximum is the same.
3. For EDP Programmers, the City pays above the minimum and within the range listed
for similar positions.
4. The City pay for EDP Programmer Analyst positions is above that listed for similaz
positions.
5. For EDP Systems Analyst positions, the City pays above the listed pay ranges for
positions similar to EDP Systems Analysts.
6. City pay for EDP Network Specialist I and II is below the ranges listed for similar
positions.
The City pays section supervisory posirions within the range of salaries listed far
similar positions, 6ut the ma�mum rate the City pays is considerably less than the
maYimum listed.
8. The City's pay rate for the Data Processing Manager class is above the range listed for
TS division manager positions and below that listed for positions at the department
head level.
g:pilproj.doc 39
qp-q�
Private sector 1997 IS salary information was also collected by the DCA Stanton Group.
About 140 companies participated in the survey. Most of those were located in the upper
1vTidwest and the majority were from the Twin Cities Metropolitan Area. The salary range
data was categorized by the IS operating budgets of the reporting companies. City of
Saint Paul IS positions were compazed to similaz positions listed in the DCA Stanton
survey for companies with and IS operating budget ofup to $5,000,000. The 1997 City
of Saint Paul IS operating budget was appro�mately $4,226,000. The comparisons
revealed the following:
1. For Computer Operators and EDP Aides, the City pays well above the minimum and a
little above the maximum of the range listed for similaz positions.
2. The City's EDP Network Specialist job classes aze paid in the lower half ofthe pay
ranges listed for similar classes of positions.
3. The City's pay range for entry level programmers is almost the same as that ]isted for
similar positions in the private sector survey.
4. City EDP Prograrruner and EDP Prograrruner Analyst positions are paid well within
the ranges listed for similar positions.
The salary ranges listed far positions similaz to the City's EDP Systems Analyst I, II
and III classes aze very comparable to those of similar positions listed in the survey.
The City pays a little higher at the I level and well within the range at the II and III
levels.
6. For the section supervisor positions, the City pays below the listed minimums and the
City's maximum pay is well below the listed midpoint.
7. The City's IS division manager level class, Data Processing Manager, is paid well
below the pay range listed for similar positions in the private sector.
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