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00-1157Council File # Op-ItSr( OR�GINAL RESOLUTION �s�� iz� -�-r_.rr., Green Sheet # 63989 .�,�, 3 s. - 1 An Administrative Resolution approving, in accordance with Civil Service 2 Rule 8.A6, a pilot project called, Saint Paul-Publie-Works-Competency 3 Modeling Project, and the accompanyang memorandums of agreement 4 with SPSO and PEA wluch govem the administration of tlus pilot project. 7 10 11 12 13 14 15 16 1� 18 19 20 Z1 WHEREAS, the Department of Public Works has determined that a competency based job classification system is required to better meet workforce succession planning needs, and WHEREAS, the Department of Public Works and the Office of Human Resources have conducted a collaborative process that has developed a new competency based job classification system for the Civil Engineer Job Family and a corresponding administrative procedure, and WHEREAS, this new system and procedure was designed to provide more flexibility in duty assignments based on employee demonstsated competencies rather than on narrowly defined class specifications, and WHEREAS, tlus new system and procedure was designed to provide employees with clearly defined cazeer ladders, and pro£essional development opportunities and WHEREAS, this new system and procedure was designed to better support the vision and mission of the Department of Public Works, and WHEREAS, Civil Service Rule 8.A.6, permits the HumauResources Director to conduct pilot and/or research projects designed to enhance recnutment, selection, employee career development programs, and referral and/or appointment processes for filling City positions, and WI�REAS, the City of Saint Paul Office of Human Resources and PEA, and SPSQ representing the employees in the Civil Engineer job classifications affected by the Public Works Competency Modeling 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Project, have met and haue agreed upon the terms and conditions of employment contained within the pilot io -t4S 4 project document and ha�e agreed upon the modification of certain Civil Sezvice Rules in the administration oft}us pilot project, now therefore, be it RESOLVED, that the Ciry Council o£the City of Saint Paul hereby approves the attached Memorandums of Agreement governing the administration of the Public Works Competency Modeling Project, and be it FiJRTF3ER RESOLVED, that the City Council af the City of Saint Paul hereby approves the attached Public Works Competency Modeling Project, and be it FURTHER RESOLVED, that the e�'ective date of said pilot project shall be the first pay period following passage and approval of tlus resolution, and be it FURTf�R RESOLVED, that said pilot project shall expire three yeazs following the passage and approval of ttris resolution unless action is taken otherwise prior to the e�iration date, and be it FINALLY RESOLVED, that the Office of Human Resources and the Department of Public Works shall subnut to the City Council and the Mayor a yeazly report regarding the progress of the project on or about the anniversary date of its passage and approval with the final report being submitted three months prior to expiration. Requested by Department of: Aaoption certified by Council Secretary B�': a-- Apprwed by Mayor: ate BY� 1sa��;�� Office of Hnman Resources BY� �C �ip�,_'�Ac� Form Appr ity Attorney B � 4 l �2�ti o0 Apprwed by M�yor for n / B LiC ��p to Council Q�€��L Adopted by Council: Date ��. L3 �� aLO �33� Oo -l�s`t DEp�T�'T'o�`�°°�"m': DAT�' �`'T� GREEN SAEET No.: 63989 Human Resources 11/20/00 CONTAGTPERSON&PHONE: � I-�117ALD'�TE L�L�ALDATE 7ohn Shockley (266-6482) �� 1 nEP,u�•r�T Dm.�qE�� a crrycourren N[JMBER 2 C1TY ATTORNEY ` CTTY C FRK MIIST BE ON COUNCII. AGENDA BY (DATL� FOR ��C�- � D� _��TC7Ai- SVS/ACCT gpj7TS*G 3 MAYOR (OR ASST.) ORDER TOTAL#OFSIGNATUREYAGES - I (CLIPALLIACATIONSFORSSGNATQRE) acziox �u�s�ra,v: Approval of a pilot pro}ect entiUed "Competency Modeling ProjecP' and accompanying memorandums of agreement. RECAMbfLNDATIONS: Approve (A) or Reject (R) PERSONAI, SERVICE CONTRACTS MC7ST ANSWER THE FOLLOWING QUESTIONS: RLANNINGCObiNIISSION �CIVII.SERVICE COMMISSION 1. AastLispersonlfumeverwotkedundeiacon4actfmthisdepartmeat7 CIB COMMITTEE Yes No STAPF _ 2. Has this pezsonlErm ever been a city employee? AISTRICT COURT ' Yes No SiJPPORTS WHICH CAIINCIL OBJECTIVE7 3. Does this person/finnpossess a skill notnoxmally possessed by any c��ue� ciry employee? Yes No � � Eaplam aIl yes aiswers on separete sheet and attach to green sheet mrriaTixcrxoBLEM,is�, orroxrnxrrY �wno,w�r,wi.en,wn�,wn�:In 7uly of 1499, the Department of Public Works put together a Succession and Work Force Planning Team. As there will be a number of anticipated setirements in Civil Engineering positions over the ner.t few years, the Team proposed, as part of the attached Succession and Work Force Plan, the development of a competency based job classification system for the Civil Engineer 7ob Family. The goal of such a system would be to define the requirements for future success in Ciail Engineer positions and what training shouid be undertaken to meef future requirements. A Civil Engineer Competency Working Crroup was convened. This working group developed the attached Competency Modeling Project for the Civil Engineer Job Family. This is a pIlot project, in accordance with Civil5ervice Rule 8.A.6., wluch is also attached. It will have an initiai duration of three yeazs. - anvar,TacES m nrrxovEn: The pilot project will enable the Department of Public Works to use the developed competencies as the basis for fiiture training, education, development, recruitment, selection, and performance managment for Civil Engineer This project also establishes an administrauve structure so that Public Works can determiue, internally, employee competency, maintain ongoing lists of employees eligibie for promotion, and subsequently fill future vacancies in Civil Bngineer positions more quickly.. DISADVANTA6E5IFAPPROVED: .� NOIlE . nisanvarrrncES�xoTarrxovEn: The goals and objectives of the Department ofPublic Works regarding succession and workforce planning may not be met. TOTAL AMOiTNT OF TRANSACtION: TIleIC 3I'0 AO 3(Id1ttOII215818Iy COStS &SS�C13te(1 W1Ul UllS.jIIOJCCt COST/REVENUE BUDGETEA:YE5 FUNDING SOURCE: ACl'iVITY NI7MBER: _ _ _ . _ i; �. _ i i �: : FINANC7AL INFOR11fATION: CERPLAIlV}. . . �� "r�/ ;..� o �� "��'' � �'a!'.:` _<_. . ��t:v - - r- . GVShared�fII2COMMON�SAOCHI.EYIPWP.ilotProjgeensl�t.WPD. . � 6 ,°a� n �; �^^� - I� E,� d G .. ��,3v _. . .�.._ ,. . -.. .,_. ��'�� `4`"�t -ir ✓ 2000 Memorandum of Agreement pe - \1,5? In accordance with Civil Service Rule 8.A6, governing the unplementarion of Human Resources pilot projects, the City of Saint Paul (City) and the Professional Employees Association, Inc., (PEA) hereby state that they ha�e met and discussed the proposed pilot project described in the attached documents titled "Competency Modeling Project Civil Engineer I- Assistant City Engineer daxed 7uly 18, 2000" and the "Civil Engineer 7ob Family Competency Matrix dated July 18, 2000" The City and PEA agree that the stipulations contained within said attached documents that affect terms and conditions of employment shall apply to those employees of the Department of Public Works who hold positions allocated to the Civil Engineer class series and who aze represented by PEA The City and PEA further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Esamination Contents) shall allow qualifying examinarions, e.g., passlfail for promotion candidates instead of for only original entrants. This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer I, II and III classes in the Department of Public Works. 2. Civil Service Rule 7(Eiigibte Lists) shall allow for promotion eligible lists established for Civil Engineer I, II and III vacancies in the Department of Public Works to remain in effect indefinitely. It is further agreed that grievances azising from terms and conditions of empioyment in the City of Saint Paul Civil Service Rules and Salary Plan and Rate of Compensation shall sontinue to be processed through the procedure out7ined in the current collecYive bargaining agreement between the City and PEA Any grievances arising from alleged violations of the procedures established in said pilot psoject shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select sta� any concems regarding the substantive determinations of the Competency Review Panei shall be appealed to the Civil Service Commission as outlined in the 4l15/00 Competency Work Group Recommendations Report. X Hamilton, �n Resources Director I�'atfier3ne Megarry Labor Relations Director �� Milce Wilde, Business Representative Professional Employees Association, Inc. I t� 2/� _ j � ✓' Steve Roy, President Professional Employees Association, Inc. Dated: � � bZ) ^ G:VS7ured�B(.1WPFII.ESU.EEFII.ESIPUBWKS�CECompetency-WorkfigGmupuYlemaoPAgree.700.PEA.wpd 00 -ttS? 2000 Memorandum of Agreement In accordance with Civil Service Rule 8.A6, goveming the implementation of Human Resources pilot projects, the City of Sairn Paul (City) and the Saint Paul Supervisors Organization (SPSO) hereby state that they have met and discussed the proposed pilot project descn�bed in the attached documerns tifled "Competency Modeling Project Civii Engineer I- Assistant City Engineer dated 7uly 18, 2000" and the "Civil Engineer Job Family Competency Matrix dated July 18, 2000." The City and SPSO agree thai the stipulations contained within said attached documents that affect terms aad conditions of employment shall apply to those employees of the Department of Puhlic Works who hold positions allocated to the Civil Engineer class series and who are represented by SPSO. The City and SPSO further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Egamination Contents) shall allow qualifying examinations, e.g., passlfail for promotion candidates instead of for only original entrants. 'This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer N and Assistant City Engineer classes in the Department of Public Works. 2. Civil Service Rule 7(Eligible Lists) shall allow for promotion eligible lists established for Civil Engineer IV and Assistant City Engineer vacancies in the Departanent ofPublic Works to remain in effect indefinitely. It is further agreed that grievances arising from terms and conditions of employment in the Ciry of Sainx Paul Civil Service Rules and Salary Plan and Rate of Compensation shall continue to be °processed through the procedure outlined in the cunent collecrive bargaining agreement between y`the City and SPSO. Any grievances arising from alleged violations ofthe procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select staff, any concerns regarding ihe substantive deternunations of the Competency Review Panel shall be appealed to the Civil Service Cosnmission as outlined in the 4/15J00 Competency Work Group Recommendations Report. . �� . . i, ,► .��c. . P3i : . I - • - � - � �, n � � ��l' �� v`�,i Helga essle , President Saint Paul Supervisors' Organization � �9 � j r�'� � i�! (,� l(��} Dated: �� ' rine Megany " ^ _ Labor Relations Director � G:15hared�BL\WPFII.FSV.EEFII.ESIPUBWKS�CECompetenry.Wor]MgGroup�hIemaoLAgree700.SPSO.wpd Sec08 Civil Service Rules demonstrated satisfactory performance in their posirion. 8.A.3. Vacant positions shall be filled from a promorion eligible list or from a list of promotion eligibles on an open list in the following manner: The O$ce of Human Resources sfiall certify to the appointing officer a list of eligibles which shall include the top 3 eligibles, plus the top 3 eligibies from the appointing division plus ties. If the top 3 certified elig{bles aze from the appointing division, no fiuther names shall be certifred. _ 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 paragraph shall mean'department' in all cases where a department is not divided into divisions. For the purpose of this paragraph's provisions, the following ue 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 shail be considered a division of the F'ue and Safety Services Department, the Department ofPublic 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 shal] be considered as one division. 8.A.4. Section 8.A3 shail not apply ta titles represented by the Professional Employees bargaining unit or the Professionai Supervisory Employees bazgaining unit. 8.A.5, When two or more titles are combirzed 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 of the titles being combined, and they meet the minimum qualifications for the new title. Seniority will be determined in accordance with Section 22 Layoff. � S.A.6. The Human Resources D'uector may conduct pilot and/or research projects designed to enhance recruitment, selection, experimentat learning placements, pre-entry trauilng programs, employee career development programs, inclusive of apprenticeship, and on-the job training programs, referral andlor 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 Tesearch pro}ects, shall obtain the approval of the Mayor and if approved, obtain the consent of the Council. Notice to the affecied bargaining units shail be given and at such time, the bazgaining units have the right to discuss their issues as well as present recommendations for changes in the project. Natice to the City Council will be given for review and subsequent approvaUdenial of the project. Written documentation shall be provided hy the Human Resources Director for review prior to approval. Documentation shall include the following: a. Assurance that the proposal does not suppiant t�xisting certified employees. Page 2 of 5 e a � �►S � 12/8/97 1:36:34 PM Sec08 Civil Service Rules Page 3 of 5 b. Identification of Civil Sesvice Rules affected by the proposal, if any. 0� -��S'�L c. Participants in programs will be certified, having a probationary period, involved in structured training and will be provided an out placement referral serv�ce. d. Classifications created through the proposal will be assigned to the appropriate bargaining unit as per our presem policy and procedures. e. It is recognized that any affect on terms and conditions of employment aze subject to n`egoriations. 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 approved by the Mayor and City Council can be suspended for the purposes of these projects. Their suspension is limited for the rime 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 project. 8.B.1. Vacant positions shall be filled from an original entrance list in the following manner: B.B.l.a. Vacancy Filled From An Originai Entrance List Single vacancy from a requisition shall be filled as fotiows: FOR LISTS HAVING TWENTY (20) OR F'EWER 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 Iiuman Resources shall certify to the appointing authority the three (3) highest scoring eligi6les, 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 e�cist 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 eligibles on the list, plus ties, from each and every protected class who are among either the top thirty-three percent (33%) or the highest scoring twentY (2Q) eligibles on the list, whichever wi12 produce the greater number of protected-class eligibles. The appointing authority may appoint any eligible so certified. When a sgecific job title is underutilized or when undeaepresentation e�rists in the Saint Paui Board of Educarion civil service work force or City of Saint Paui's depastmenddivision work force, certification will be as follows: 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 of Human Resources shall certify to the agpointing authority the three (3) highest scoring eligibles, plus 12l8/97 1:36:34 PM O0�\\5 i City of Saint Paul Public Works Competenc� Modelin� Project Civil Engineer I- Assistant City Engineer �efining_CompetencieslComg�ete�acy-�ase�l Sy�tems Competencies are the knowledge, skills, abilities, characteristics, attributes, and behaviors associated with successful performance on the }ob. Some examples aze problem solving, analytical thinking, or leadership. Competency-based classification systems allow organizations to move beyond tbe old "box" on the organizafional chart which was a strict set of duties defining a job. Competencies promote more fle:cibiliry and keep up with constant change in the variety of work. They also allow the organization to develop other human resource systems, e.g., employee development, recruiunent and selection, and perfoimazice management systems.. In July 1999, the Public Works Succession and Workforce Planning Team proposed that the Department focus their attention on a number of high-priority tasks, which would position the Department for the future. A driving reason for actin� now is the anticipated engineer and technician retirements over the next few years. One of several goals the Planning Team established, given the anticipated retirements, was to develop a competency-based system. In this case, a competency system would show employees what future iob success would require and what development and training should be undertaken to meet the future requirements. Work began with the Civil EngineerinQ positions, identified as one of several classes of positions likely to be most affected by future retirements. The Civil Engineer Competency Working Group's chazge was to develop competencies and an implementation plan for the Civil Engineering ciass series. T11e Working Csroup believes, however, that a number of the recommendations make sense to apply on a departmental basis and for a1l classifications within the department. They are as follows: ■ Use competencies as the basis for future training, education, and development, recruihnent and selection, and performance management within Public Works. ■ Establish one set of shared wmpetencies for all positions within Public Works, namely: EducationaURegistration Requirements; Technical Exper[ise; Project & Program Management; Communications; Teamwork, Management, and I.eadership; and Customer Service. ■ Establish an administrative structure to deternune competency, which is outlined in the next section of this document. Page 1 of 6 oo ..��s�. Envisionfng the Future Determining what Civil Engineering posirions might look Like in the future is a challenge. The Work Crroup focused its efforts upon defining what success for Civil Engineers would look like in the future and less about changing the name of CE positions, combining titles, or even creating dual technical and manageriai career tracks. How do we go about defining what would constitute competency, and how do we ensure that Public Works employees will be successful in the foreseeable future? There is an understanding that Civil Engineering positions could well become more difficult to fill in the future due to the increasing competitive environment resulting from private engineering firms and other public jurisdictions seeking the same employees. Aow we recnut for positions in the future, how quickly we can hire individuals, and how competitive our salaries and other benefits are will have a huge influence upon our future success. ■ Maintain five levels of Civil Engineer: Civil Engineer I, II, III, IV, and Assistant City Engineer (CE V). Assume that ail existing Publac Works Civil Engineers cunenfly meet the competency levels defined in the "Saint Paui Public Works: Civil Engineer 3ob Family Competency Matrix dated July 18, 2000. .: t �• `.:. •� How will competencies be demonstrated? Who will do the competency evaluations? How often will they be done? What organizational structure is necessary to effectively use the competency system developed? What other systems should be linked to the competencies developed? The Warking Group addresses these questions in their recommendations found in this section of their report. Admiaistrative Structure ■ Establish a three-member Competency Review Panel (CRP) witYun the Department of Public Works. Composition of the three-member panel will be ad-hoc, changing depending upon the Civil Engineer positions being reviewed for competency certification. For Example: CE I and II positions could be reviewed by the CE III, IV, or V level, the CE III positions by CE IV and V and the CE V level by the Director and two CE V peers. Or, the Panel couid be configured to include lower-level position membership or persons outside of the department who would have the necessary expertise to evaluate competencies. ■ Create Operating Guidelines to direct the deliberations of the Competency Review Panel, e.g., how will employees be asked to demonstrate competency? Page 2 of 6 � Convene the CRP periodically and regularly, e.g., quarterly or more frequenfly if 0��«� necessary. ✓ T`he convener of the Panel should be the Personnel Liaison for the Department. The Personnel Liaison will configure the panel, based upon positions to be reviewed, and Civil Engineers at the appropriate levels will be asked to serve as panel members. ✓ The Personnel Liaison will keep a record of the Competency Review Panel's competency determinations, maintaining a current list of intemal promofional candidates for future CE position vacancies. ✓ Employees will be responsibie for producing evidence that they have the education, certificates, and registrations required. ✓ Competency Certificauon, once achieved, remains current until the Competency Matrix is revised and new requirements are added. ✓ The two reasons for convening the pan�l aze: - Civil Engineer position(s) becomes available within the Department, or - Employees may make a request for certification review when they believe they have attained the required competency. ■ It is fixrther agreed that grievances arising from terms and conditions of employment in the City of Saint Paul Civil Sezvice Rules and Salary Plan and Rate of Compensauon shall continue to be processed through the procedure outlined in the cunent collective bargaining agreement between the City and PEA. Any grievances arising from alleged violations of the procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluaYe and select staff, any concerns regarding the substantive determinarions of the Competency Review Panel shall be appealed to the Civil Service Commission as outlined in the 4/15/00 Competency_Work Group Recommendations Report. Hiring/Promotions and Testing The Working Group agrees that Public Works should adhere to the certification process outlined for both new hires and promotional applicants. There is a belief that the level and complexity of the screeninQ and testing for entry-level hires and current employees should be differentiated. These differences aze outlined below. Promofion, using the competency matrix, is not automatic. Promotion, as has been the case in the past, remains a management decision in that a position must be vacant and a decision to ffii that position must be made by management. ■ Use the July 18, 2000 Civil Engineer Job Family Competency Matrix developed by the Working Group to hire and promote Civil Engineers. ■ Replace the current Job Specs with the Civfl Engineer Job Family Competency Matrix developed by Public Works and Human Resources. Page 3 of 6 p C —l4S FIiring from the outside, either entry level hiring or hiring at higher levels of the Engineering series if no candidates are available intemally, should be done using the minimum quals established for each CE level and the adopted "CivIl Engineer 7ob Family Competency Matrix." Testing for external hires should be a T& E and/or presentation. PromoYing from within, shall be done based upon the Competency Review Boazd's competency certification recommendations and the selected testing methodology. The Working Group recommends that the testing methodology for intemal candidates is an oral interview ancllor presentation. ■ Develop and utilize a competency evaluaTion system for Civil Engineers to establish a list of promotionat candidates. ■ Use pass/fail testing for promouonal positions, following the current Civil Service Rule on subject. Training, Educetion, and Development Employee Responsibilities: The role of individuals and employees is one of personal responsibility to maintain their own competence and marketabiliry. Employees should demonstrate competency to perform their current job and look for ways to prepaze for the future. Empioyees wili be expected to exercise personal responsibiliry for their own training, education, and development, in essence, attaining and maintaining their competence. Employer Responsibilities: Public Works, as the employer, has a respon'sibiliry and a commitrnent to assist employees to attain and maintain their competence, since competent employees benefit both the organization as a whole and the individual employees within the organization. In addition to maintaining competency for one's current position, Pub13c Works should provide employees with career development options, e.g., rotation, cross-training, edncation and development opportunities. Again, the belief is that this benefits both individuals and the organization. Ensure that training and development is offered, either intemally or externally, in the core competency azeas identified in the Civil Engineer Job Family Competency Matrix dated July 18, 2400. ✓ Department- or Division-specific training should be offered by Public Works, e.g., CAD or other technical training. ✓ Request that the City provide generic training, e.g., communications or program/project management. Page 4 of 6 p o •►lS �2 Provide adequate funding and allow time for truning, education, and development opponunities necessary to maintain employee competencies. ✓ The Department shouldpay for training, education, and development opponunities specific to current job assignment. ✓ The Department should establish a departmental training budget to cover employees' cross-division training to move across Divisional lines. ✓ The Department should pay for employee training, education, and development that allows employees to move within a series or from one series to another, e.g., technician to become an engineer. ✓ Continue to use City tuition reimbursement where applicabie. ■ Fi�ad ways to develop employees, thus increasing their individual competency and value to the organization. ✓ Opportunities aze availabie for mobility assignments, special project assignments, or rotation within the Department. Rotation is seen as a more systematic approach, with an established time period, to gain experience in multiple Divisions. Mobility assignments are seen as being more employee driven and could be for longer periods of time depending upon the assignment or special project undertaken. Perfora►ance 1Ylanagement The Managing Ciry Operations Team recenfly recommended to Mayor Norm Coleman that the City undertake an intensive "Perfoimauce ManagemenP' approach within all City Departments to reduce spending and increase productivity. The compektive environment we work in demands that attention be focused on managing job performance. This means performance management is more than simply filling out an annual performance evaluation. Performance management is instead focused on the management responsibilities of pianning, observing, evaluating, developing measurements, and job performance ind'acatars. The development of core competencies is a crifical component to improve effectiveness, e�ciency, and productivity within Public Works. The question before us then becomes how individual and or�anizational competencies are woven into a performance management system. The CE Competency Working Group has developed a set of shared competencies, which we believe should he impiemented across the Department, while emphasizing specific aspects of civil engineer positions. As Public Works strives to unpiement the Succession and Workforce Pian, it will be important to weave the work done by this Work Group into the work proposed for Task 3.3 Establish a Perfornzance Management System within Public Works -(Medium Priority) and Task 2.6 Develop Ways to Measure and Incorporate Competencies into the Performance Management Page 5 of 6 � ` oo-U.S'1 System -(Lowest Priority). Because the competencies are being adapted step-by-step for each job class series, the Working Group suggests that Perfora�auce Management, as defined by Task 3.3 and 2_6, be implemented as competencies are developed for the various classifications. ■ Educate Managers and Civil Engineers on the Competency MatriA and train Managers on how to incorporate competencies into performance reviews. ■ Incorporate competencies into "Annual Employee Performance Evaluations" used within Public Works. ✓ Use the core competencies identified in the Civil Engineer 7ob Family Competency Matrix dated July 18, 2000 to revamp the Performance Evaluations. ✓ Each Civil Engineer within Public VJarks should have an annual competency development planning discussion as part of their perfonnance evaluation. This discussion would include areas to attaisi/maintain competency for current position, and/or a discussion of how to attain future competency. When hoiding these annual discussions with employees, use competency evaluation data from the Competency Review Panel if that is available Dated: Ju1Y 18, 2000 G:�Shared�BC�WPFILES�LEEFIL,ES�PUB W K510ECompetency. W oddngGroupkomp, model.document71800.wpd Page 6 of 6 Oo -\\S'L 0 ° o N 0 t� T �`�`. � � � � u O .� y Y d � � 0. 0 �U 0. � e � y � W .4 ti d fi .� W .> U � C .� W y '�a U G � re 'm ti ai Q� . m ti � cJ u> 9 9 'O � � ._.+ � � C C d Gw v w O' m G �.�'. =�ci .a�i = o a �^ �� v W N .� '� . � 'v a w - p u 'o � • W! X O F A C�' N O 9 E y O m ' 'D � N :.� O a � 9 d cE ?... `�F O �. ..�� N ' '� '=J N N. iO N � a'S U� T m C �� d. > yr �'ao'eu E=_ o cv ° E .s. w Aa.2aE��°3 � - v�. C • �, � Q Ly ,s c S m a A N= �'p aJ y T �,y N q � y m `v C v c G,,, `o �� m ❑ v � a n�� v o 3 _C o c A � ° . ° K ' :? °^�° .��. •'� N O �� i O yL J . W: m W G y ca"ci..�`+.-." � � w�en o G ` � � o � � 3 1" � .. w m id � p'� p C p ' U N N N N�' V' v� o a� .«C, >'8 y ' � O N a�i "� N'O O O � U G Vl Q O u 0. 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G O O `J A G V pp ua G � L O N� '",' .p . �a F m o o ku 'go" c W o� "..^'�.� A � -� � 7 o a m � 3 " `m Y °�='a � :3 0. � e m m .,. C °..! x 3 o m� a o a � 3 '.� ,c `e c E . c .J N. W' o �> �� w a�i 3 o v � W " u€'� o t o P. en c 'a{" o o. ° a '� �>� � �� a� 4 � � n G m c �'� c ` c a c �; 3 0. � 3 ,_� `_U: c c°� °r �` ` wE �u ca" G m �' ��R �w m , -lC � c m =' � s � o ° oo `sJ C = c d o y r"i, p ' :° m �t ° u _ = 'c �3 i�a � F w p O N m C'� O 4 N G. V p h N p L p� N p� � v. � .`d _.�. .:_ a m a �`0 6 m a ,�i �o `"6 W m S a, 4 c 0: m � � m P 6 m `�' CJ 0 N e 4 John Shockley Oo -\\S�}, Publie Works' Succession and Work Force Plan A Progress Report: Phase I— Recommendations � on the H ighest Priority Tasks )uly 31, 2000 Saekground and Introduction Oo -1\S'i In the Spring of 1999, Public Works Diredor Tom Eggum contacted the Oiiice oi Human Resources seekina assisiance with Succession Planning for the Department oi Public Works. Speculation was that targe numbers oi senior siaif would be Veaving the organization within the nea'i Tive to ien years. Public Works established a P(anning Project Team consisting of: Bob Norrisberger (Project Leader for PVJ), Tom Eggum, Dan Haak, Bob Sandquist, and Don Sobania. Human Resources formed a four-member Team to support the planning, implementation, and evaluation phases oi the Sutcession Planning project, namely: Consultants Lee Turchin (Project Leader for HR), Susan Moore, Mark Robertson, and Michele Stegal f. The Project Team began its planning work sessions on May 25, 1999. The Team's project goal was to design, develop, and implement a system to manage human resource issues in the area of succession planning. Their charge was to develop a written Action Pfan identi'rying the human resources issues and proposing strategies for addressing the issues identified by )uJy 30, 1999. The following are the principles used in the development of the tasks identified in the Action Plan: • Assume that there wiil be no increase in generai fund revenues and fittle or no service rate increases to address this issue. • Focus on areasltitles impacted by large percentage of potential retirements within identified time span(s). • Expect that an Action Plan will be developed and implemented prior to "succession plan" FTEs feaving the organization, e.g., changes in titles, recruitment, and training. • Elements or an Action Plan may be applied throughout the organization. Incorporate Compete Saint Paul initiatives into the Succession Planning process. • Presume th2t no permanent additional staff increases will occur in the ruture: - may transfer FTEs between Divisions temporarily or permanently, - reconfigure current positions, or - implement apprentice programs, bringing staff on board before retirements occur. The Project Planning Team experienced significant evolutionary thinking as they developed our strategies for the future. Initialfy, they anticipated the focus would be driven by succession planning because of impending retirements over the next five years. However, as the Project Team delved into this project, they discovered three important aspects of future p4anning that are crit'scal to Public Works. First, in order to project what our tuture staffing needs might be, it became critical to know what the future Work Plan for Pubiic Works looks like as the department makes the transition from the present situation to 2005 and beyond. Second, based on the department's view of the future and the competitive environment they are facing, what competencies will Public Works current and future employees be expected to have, and how many staff will be needed? The answer to these questions, become the work force planning component outlined in the plan. (nterestingly enough, the belief is that as the department goes about the business of building or enhancing their business systems, they wiU prov'sde developmental opportunities ror many of the current staff. Third, given the present and iuture competitive environment, what system enhancemenis will Public Works staff need to be more competitive — make better decisions, complete projects faster, and continue to produce quality product and services? The team identified some possible business systems as part of this work plan_ The Project Planning Team developed a planning document that attempts to integrate these three criticai planning aspects into a workabVe plan of action for Public Works. The "Succession and Work Force Plan, Succession Planning Team Report" was completed on )uly 30, 1499• The report identified twenty-four tasks to be undertaken. Although eacfi of these tasks is important, due to the number of tasks and the excensive resources needed to compfe[e the tasks (requiring extensive emp(oyee participation and commitmen� the Succession Pianning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accomplished between November 7999 and May 2001 in Phase D, Medium ito be accomplished between June 2001 and December 20�2 in Phase 11), and Lowest (to be accomp{ished )anuary 2003 and June 2004 irt Phase Itl.? Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" ar�d inc(uded in Phase I oi impiementation of the Succession and Work Force Plan. HR ConsuttantTeam Turchin, Shockley, Moore Robertson, Stegall Goal R1, Defining Pubiic Y✓ork's �u2ure:2405-2470 Co-leatle5: Maczko, Mueiler AdviSOrs: Pearson, Puchreiter �ublic Works' Succession and Work Force Plan Future Services w 5ervices � a"' �T . W �. � �: Future Organizing Task 1.4; Flewbility Goai �2, Empioyee Devetopment Plan Codeaders: tC. Neison, Conley Ativisors: Ruoert. Shetka, Wam � � �� Future Piesent Hiring Staffing BTraining r Staffing �ask23: Needs flecruitmertt Task 24: MobiliN! Rotanon Ri.a.�:� 4 �f�i� �r��z�_ . � . . RecruitmeM - Task 1 3 PartnersNps - . TaSk 12 E,mansion �.'� Task 28: Consultants Task2i0: Training Task 2.9: MenMring Pfanning Team Eggum, Haak, Hortis6ecger, SandquisF, Sobania Goal #3, Asset ManagemeM Systems Co-leatlers: St Martn, M. Mil ,tivisors: Erichson, SCuhfeltl. Li Pertormance Y: Growth Task 2.7: ras+; z.z DevelapmeM ; Management Systems Ta4k 32: Maintenanc ldanagemer � iask3. Projec[ �� Managemei ` �a5k 3.4: GIS - Manageme� Task Z6 App2isa7 3 � Third, given the present and tuture competitive environment, what systerra enhancements will Public � b-� WorScs staff need to be more competitive — make better decisions, complete projects faste ; and continue to produce quality product and ->ervices? The team identified some possible business systems as part oi this work plan. The Project Planning Team developed a planning document that attempts to int arate these three critical pl-anning aspects into a workable plan oi action ior Public Works. The "Successian and Work Force Ptan, Suctession Pfanning Team Report" was comple*.ed on )uiy 30, 1999. The report identiiied twenty-four tasks to be undertaken Although each of these tasks is impoctant, due to the number of taslcs and the extensive resources needed to complete the tasks (requiring excensive employee participation and commitment) the Succession Planning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accompfished between November 1999 and May 2001 in Phase D, Medium (to be accomplished between )une 2001 and December 2002 in Phase iD, and Lowest (ta be accomp{ished )anuary 2003 and June 2004 in Phase III_) Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" and inc(uded in Phase I of impiementation of the Succession and Work Force Plan. HR ConsultantTeam Turchin, Shociciey, Moore Aobertson, Stegati Goal #t, Uefining PubEic Woric's Future: 2005 - 2010 Co-IeadeB: MaC2ko. Mueiler Atlwsors: Pearson, Puchreite� Fu[ure Services � Task 7.7: y Secvices W L a � ` �.. , -�, _ - Task 1.3: S aattnerships � -. �......:.: ` _ �� Task1.2 t=%@�..`-.�. �ion i�ubiic Works' Succ�ssion araci Woric ForcE Plan Future Organizing TaSk 1.4: FBw6ility Goai R2, Employee Deveiopment Pian Co-leatle[s: K. Nelson, Conley Advisors: Aupert, Shetka, Wam �'�� Ftrture Present Hiring Staffing &haining Planning Team Eggum, Haak, Hortisberger, Sandquist, Sobania Gaal #3, Asset Managemerit Systems Co-leaders: St Martin. M. Milier Ad��sors: Erichson, Kuhfetd, luet Perfortnance & Growth asrt �.o. TaSk2.3: >tatfing Recuitment Neetls Task 2.3: ' Recruitment Task ZtQ: Training ManagemeM S/stems Task2.t: Tazh32: :ompetencies Maintenarx Manageme R �:._ .i`s. ' � _ E�: ,__' Task3:t: Pro}ect .^,�.�� k Manageme �� Task22 � � ":=� De�NapmerR : ' - . � ,� iasK3.4: "� GIS Task 3.3: -'- Manageme perfortnance _ - _ Managemertt �• - � Ta5k2E .- � Appra�5ai - _ -- TaSk 28: ConSUttants TasK 2.9: Mer�ring 2 00 -\�5'? Phase i— Recommendation Reports or� i-ligh�st Priority �asks: The rollowina is a summary oi recommendations submitted by the various work groups assigned to the seven tasks designated as "Highest Priority" and induded in Phase I o{ implementation oi the Succession and Work Force Plan. The full reports from each working aroup is available in a separate publication. Task 1. �: ldentify full=range of Pu6lic Works services. 3ask 1.1, "�uture Services", recommendafion report datad March, 2000. Goaf Leader: john Maczko and Joe Mueller. Task Leaders: Mike Klassen and Eriks Ludins. Working Group Members: Dan Bartholic, Bruce Beese, Lou Contoneo, Dan Naak and Denny Moody. Recommendafions: • That the cost accounting system task receive a higher priority. Cost accounting is necessary to evaluate whether deQartment is providing efFicient, high quality services. Upon completion of cost accounting/benefit oT services system, promote and market our services. • Explore opportunities to provide outside services. • Expand existing services being provided to private sector by using multi-media technology to promote and market the services. • Complete, operate and maintain our GIS. • Expaod efforts to review management and design practices to assure we provide services in the best manor possible. • Complete a maintenance management system. • Several division specific services were identified for efimination or modification: Get out of body shop/painting operations in Equipment Services. Review need to continue rubbish truck inspections; collect fee if service is continued. Eliminate changeable message signs. Fask 7.4: Deeide on flexibie organizationai structure needecf. Task 1.4, "Organizaiional Structures", recommendafion report dated April 25, 2000. Goal Leader: )ohn Maczko and Joe Mueller. Task Leaders: Boots Mundahl and Pat Byrne. Working Group Members: Mike Sattier, Joyce Bluel, Tom Kuhfeld, Bruce Riebe, and John )ansky. Recommendations: • Transitions e{forts need to be coordinated, planned and directed bv existing CE IV's along with the d i rector. • Mentoring existing employees and transfer of responsibilities (to iiii potential senior levei retiree positions) snould star[ now. • Develop more effective partnerships and stronger teamwork within Public Works. 3"ask 1.4 Recommendations confinued • More emphasis/major commitment to staff training and development. • New sta�ng should start now. Two organizational sYructures were presented: •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the administration area. •"Modified Strudure"- features a centralized engineering division_ Tas1c 1.5: Identefy fufure staffing needs. 3ask 1.5, "�uture Staffing Levels For The �eQartment of Public Works", recommendation report dated 9une 29, 2000. Goai Leader: John Maczko and )oe Mueller; Task Leaders: Paul Kurtz, Bruce Riebe and Ken Taiilon_ Working Group Members: larry Lueth and Pat Byme. Overview of issues considered: • Current Ievel of diverse work force is appropriate (diverse defined as the variety of titles utiiized, not the affirmative action definition as it applies to protected classes) • Current levet of staffing appropriate for the services, although implementation of different work practices and new technologies (i-e. GIS) may facilitate present quality with a smaller work force_ • Creation of "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skills as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements sfiou(d occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an actua( retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should indude incentives for diversification of skilis_ • Create a"Grants Writer" position in the departme�t_ � Task 1.4 Recommendations confinued • More emphasis/ma}or commitment to staff iraining and development. • New sta�ng should siart now. Two organizational struc'iures were presented: ��,��5'1 •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the adminis�ation area. •"Modified Structure"- features a centralized engineering division_ Task 1.5: ldentify future sfaffing ne�ds. Task 1.5, "Future Staifing Levels For The Departmeni of Public Works", recommendation report daterl June 29, 2000. Goat leader: John Maczka and )oe Mueffer; Tasic Leaders: Pauf Kurtz, Sruce Riebe a�d Ken Taillon. Working Group Members: Larry Lueth and Pat Byrne. Overview of issues considered: • Current level of diverse work force is appropriate (diverse defined as the variety of tities utilized, not the affirmative adion definition as it appfies to protected dasses) • Current level oi staffing appropriate for the services, although implementation of different work pradices and new technologies (i.e. GiS} may facilitate present quality with a smai(er work force_ • Creation o£ "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skiiis as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements should occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an adual retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should incfude incentives for diversification of skiils. • Create a"Grants Writer" position in the department_ 0 0 0 -��s'i Task 2.1: Establish a compefency-based system, initially for engineers and terhnicians. Task 2J, Compe#�ncy Working Group- Engineering Series, recommendation report dated April 15, 2000 �oat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Fom Stadsklev and Anne Weber. Working Groap Members: Bruce Elder, Mike Kassan, 7om Kuhfeid, John Maczko, Don Sobania, and Bill Vos. Consultants: john Shockley and Lee Turchin, Human Resources. Recommendafions: The following is Attachment "A" of this group's report which summarizes their recommendation. Competency E � Systems Recommendation #t: Use compeiencies as �e basis for future training, education, and development, recmdmeM antl selectioq antl performznce management within PubDC � waKS. Using Competency- Based Systems Recommendation #2: Establish one set of sharetl competencies io� Ne entire Pubtic Works osgasur�tion. Administrative Structure Hiring/Promotions and Testing Training, Etlucation, and Recommendation #t: Recommendation #�: Devetopment (TED) Establish a three�member Competency Revrew Panel (CtiP) within Public Works. � Recommendation #2: Create Opemtlng Guide0ne5 to direct the d¢libemtions of the Panei. Recommendation #3: Convene the CFP reguisAy. Recommendation #4: Utif¢e ihe Civil Service Commissian lo appeal ac06ns of the Competenc/ fteview eparci. Use the CE Competency Matrix to hire and promote Civii Engmeers. Recommendation #2: Replace the current job specs witti the Matnx. Recommentlation #3: Develop antl utilize a weightetl competency evaluanons system for CEs W esiabiish a curteM list of promotionai pntlidates Recommendation #4: Use pass/fail testing for promotional posi4ons. Recommendation #1: Ensure that training and aevelopment is offered. Recommendation #2: Provitle atlequate funding for TED. Recommendation #3: Pintl ways m tlevelop employees Errvisioning the Future Recommentlafion #�: Maintain five levei5 ofi Civil Engmeer — CE I -ASS�stant City Engineer. Recommendation #2: Assume that atl CivA Engineers curtentty meet Me compefency Ievei tleiined in the CE Matrix dated April 15, 2000. Performance Management Reeommendation ift: Educate Managers and Civil En9meers on Ne Matr& arM train how to incoryorate iMO perfortnance reviews. Recommendation #2: Revamp curtentperiormance evaluations. Preparetl by. lse Tumhin and John ShockiBy nPm u. zoao Attachment "A" The implementation phase of the Working Groups recommendations is now progressing. A"Civil Engineer }ob family Competency Matrix" and draft Memo of Agreements are being reviewed by the affected bargaining representatives, PEA and SPSO. Extra work added: City Engineer competencies 5 Task 2.1: E�ablish a compefency-6aserl system, ineiiatly for engineers and fechnicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Coniey and Kevin Nelson. Task Leaders: Duane )agiello and Cecify Schurhamer. Working Group Mernbers: Bruce Elder, Mike Kassan, Tom Kuhfeld, John Maczko, Kevin Nelson, Don Sobania, Tom Stadsklev, Bill Uos and Anne Webec Consultants: John Shockley and Lee Turchin, Human Resources. An initial meeting of the Technicians Working Group was held on August 1, 2000. Task 2.3: Identify a 3-5 year strategy to recruit and statf fhe Public Works organization. Tasic 2.3_ Recruitment, recommendation report dated 2/74(00 Goat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamilton. Working Group Members: tarry Ackerman, Marlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qualifications of tf�e Engineering Aide I and Engineering Aide 11 classifications to enable a broader range of candidates to quali'ry. *The recommended changes were imp[emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; Ciry Web page) Outside advertisements (Newspaper/radro ads; schoo! 6u!letin boards; City Web page) Career days; career seminars; job fairs Career councilors (high schoo(s) Human Resources Department • Establish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs_ 0 Task 2.1: Esfablish a competency-based sysfem, initially for engineers and b0 �d�.7� technicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Conley and Kevin Nelson. Task Leaders: Duane )agieilo and Cecily Schurhamer. Worlcing Group Members: Bruce Elder, Mike Kassan, Tom Kuhzeld,lohn ;�laczko, Kevin Nelson, Don Sobania, Tom Stadskiev, Bill Vos and Anne Webec Consuitants: John Shockley and �ee Turchin, Human Resources. An initial meeting oi the Technicians bVorking Group was held on August 1, 2�00. Task 2.3: Identify a 3-5 year strategy to recruif and staff the Public Works organization. Task 2.3. Recruitment, recommendation report dated 2/7?/00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamiiton. Working Group Members: Larry Ackerman, Ntarlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qua(ifications of the Engineering Aide I and Engineering Aide II classifications to enable a broader range of candidates to quali`ry. *The recommended changes were imp(emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; City Web page) Outside advertisemenis (Newspaper/radio ads; school bulletin boards; City Web page) Career days; career seminars; }ob fairs Career councilors (high schoois) Human Resources Department • Esiablish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs. �ask 2.4: Prarnvte rotateon schedule For new hires and exisfing staff. �� Task 2.4, Mobility and Rofa6on, r�commendation report dated 5/4J00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamifton. Virorking Group Members: Larry Ackerman, Marlys Fisher, Mike Kassan, f�ary Beth Riebe, Leon Pearson and Ed Wam_ Recommendation: • Establish a rotation program covering entry level Engineering Aide t and it, Public Works Technician I and Civil Engineer 1. To include assignments of 3 to 6 months in various ciivisions. • A volunteer advisor to be assigned to each new employee in the rotation, to assist the employee and iacilitate the employee/s learning about the department. *in }une/)uly three Eng+neering Aide lPs, one Engineering Aide 1 and o�e Civil Engineer 1 were hired and are in their first phase of the rotation program. Task 3.2: Develop a ful!-+ntegrated and automated rnaintenance managernent system (MMS). Task 3.2, Maintenance Management System (MMS), recommendation report dated 6/S/00 Goal Leaders: Paui St. Martin and Mike �Vtillec Task Leaders: Karl Johnson and 1im Crudo. Wocking Group Members: Gary Erichson, Dan Bartholic, Leon Pearson, Rick Person, Dick Rupert, )im Vanderhoof and Ed Hally. Recommendations: • The Maintenance Management Warkgroup should become a steering committee, to oversee the development and track MMS developed by each division. Ensure ihat MMS divisional efforts are coordinated. The main component of a MMS is the physical inventory of infrastructure systems, the database for this inventory will consist of two parts: "Shared" information should be tied to a G15 and must be accurate, up to ciate and availabVe on-line to all divisions, and "Divisional" information to be used by division for their Maintenance Management activities. • Each division wil( investigate and study implementation of a MMS for the infrastructure they maintain, reporting back to steering committee_ • A pilot project should undertaken immediately. • Lighting Maintenance Management (LNiM) system to be updated from Sybase to Oracle. Investigate tying LMM co GIS, cost accounting, work orders, crew scheduling, and resident generated complaints. • For implementation of a"shared" physical inventory and additional MMS components, one time funding is needed for conversion or impfemencation of a MMS operating system. 7 A Continuing Process... This report summarizes the recommendations submitted by the various work groups assigned to the seven tasks designated as "!-tighest Priority" and included in Phase ! of implementation of the Succession and Work Force Plan. The work of these employee groups has resulted in severa( changes made in how the department manages and evaluates its engineering and technica� staff including: • a rotation program for ali new engineers • a rotation program for all new engineering aides • competency requirements for engineers We stili have the remaining seventeen identified tasks to be accomplished over the next four years in Phases !i and !I!. As this process continues, one thing is very clear. That is — as work on one task pragresses, another task can come to light. Information gathered on one issue can give rise to questions about another issue. So the process, like the department, evolves. And, when it is all said and done, the Pubiic Works Department of the future will be able to continue to operate and provide services effectively under solid leadership. ' 0 A Co�tinuing Process... ��fli5� This reporc summarizes fhe recommendations submitted by the various work groups assigned to the seven :aslcs designated as "Highest Priority" and included in Phase ! of impiementation oi the Succession and Work Force Pfan. The work oi these employee groups has resufted in several chanaes made in how the department manages anct evaluates its engineering and technical saff induding: • a rotation program for all new engineers • a rotation program for al� new engineering aides • competency requirements for engineers We stiii have the remaining seventeen identified tasks to be accomplished over the next £our years in Phases 11 and Iil. As this process continues, one thing is very clear. That is — as work on one task progresses, another task can come to light. Inr`ormation gathered on one issue can give rise to questions about another issue_ So the process, like the department, evolves. And, when it is ali said and done, the Public Works Department of the future wiil be able to continue io operate and provide services effectively under solid leadership. 0 Council File # Op-ItSr( OR�GINAL RESOLUTION �s�� iz� -�-r_.rr., Green Sheet # 63989 .�,�, 3 s. - 1 An Administrative Resolution approving, in accordance with Civil Service 2 Rule 8.A6, a pilot project called, Saint Paul-Publie-Works-Competency 3 Modeling Project, and the accompanyang memorandums of agreement 4 with SPSO and PEA wluch govem the administration of tlus pilot project. 7 10 11 12 13 14 15 16 1� 18 19 20 Z1 WHEREAS, the Department of Public Works has determined that a competency based job classification system is required to better meet workforce succession planning needs, and WHEREAS, the Department of Public Works and the Office of Human Resources have conducted a collaborative process that has developed a new competency based job classification system for the Civil Engineer Job Family and a corresponding administrative procedure, and WHEREAS, this new system and procedure was designed to provide more flexibility in duty assignments based on employee demonstsated competencies rather than on narrowly defined class specifications, and WHEREAS, tlus new system and procedure was designed to provide employees with clearly defined cazeer ladders, and pro£essional development opportunities and WHEREAS, this new system and procedure was designed to better support the vision and mission of the Department of Public Works, and WHEREAS, Civil Service Rule 8.A.6, permits the HumauResources Director to conduct pilot and/or research projects designed to enhance recnutment, selection, employee career development programs, and referral and/or appointment processes for filling City positions, and WI�REAS, the City of Saint Paul Office of Human Resources and PEA, and SPSQ representing the employees in the Civil Engineer job classifications affected by the Public Works Competency Modeling 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Project, have met and haue agreed upon the terms and conditions of employment contained within the pilot io -t4S 4 project document and ha�e agreed upon the modification of certain Civil Sezvice Rules in the administration oft}us pilot project, now therefore, be it RESOLVED, that the Ciry Council o£the City of Saint Paul hereby approves the attached Memorandums of Agreement governing the administration of the Public Works Competency Modeling Project, and be it FiJRTF3ER RESOLVED, that the City Council af the City of Saint Paul hereby approves the attached Public Works Competency Modeling Project, and be it FURTHER RESOLVED, that the e�'ective date of said pilot project shall be the first pay period following passage and approval of tlus resolution, and be it FURTf�R RESOLVED, that said pilot project shall expire three yeazs following the passage and approval of ttris resolution unless action is taken otherwise prior to the e�iration date, and be it FINALLY RESOLVED, that the Office of Human Resources and the Department of Public Works shall subnut to the City Council and the Mayor a yeazly report regarding the progress of the project on or about the anniversary date of its passage and approval with the final report being submitted three months prior to expiration. Requested by Department of: Aaoption certified by Council Secretary B�': a-- Apprwed by Mayor: ate BY� 1sa��;�� Office of Hnman Resources BY� �C �ip�,_'�Ac� Form Appr ity Attorney B � 4 l �2�ti o0 Apprwed by M�yor for n / B LiC ��p to Council Q�€��L Adopted by Council: Date ��. L3 �� aLO �33� Oo -l�s`t DEp�T�'T'o�`�°°�"m': DAT�' �`'T� GREEN SAEET No.: 63989 Human Resources 11/20/00 CONTAGTPERSON&PHONE: � I-�117ALD'�TE L�L�ALDATE 7ohn Shockley (266-6482) �� 1 nEP,u�•r�T Dm.�qE�� a crrycourren N[JMBER 2 C1TY ATTORNEY ` CTTY C FRK MIIST BE ON COUNCII. AGENDA BY (DATL� FOR ��C�- � D� _��TC7Ai- SVS/ACCT gpj7TS*G 3 MAYOR (OR ASST.) ORDER TOTAL#OFSIGNATUREYAGES - I (CLIPALLIACATIONSFORSSGNATQRE) acziox �u�s�ra,v: Approval of a pilot pro}ect entiUed "Competency Modeling ProjecP' and accompanying memorandums of agreement. RECAMbfLNDATIONS: Approve (A) or Reject (R) PERSONAI, SERVICE CONTRACTS MC7ST ANSWER THE FOLLOWING QUESTIONS: RLANNINGCObiNIISSION �CIVII.SERVICE COMMISSION 1. AastLispersonlfumeverwotkedundeiacon4actfmthisdepartmeat7 CIB COMMITTEE Yes No STAPF _ 2. Has this pezsonlErm ever been a city employee? AISTRICT COURT ' Yes No SiJPPORTS WHICH CAIINCIL OBJECTIVE7 3. Does this person/finnpossess a skill notnoxmally possessed by any c��ue� ciry employee? Yes No � � Eaplam aIl yes aiswers on separete sheet and attach to green sheet mrriaTixcrxoBLEM,is�, orroxrnxrrY �wno,w�r,wi.en,wn�,wn�:In 7uly of 1499, the Department of Public Works put together a Succession and Work Force Planning Team. As there will be a number of anticipated setirements in Civil Engineering positions over the ner.t few years, the Team proposed, as part of the attached Succession and Work Force Plan, the development of a competency based job classification system for the Civil Engineer 7ob Family. The goal of such a system would be to define the requirements for future success in Ciail Engineer positions and what training shouid be undertaken to meef future requirements. A Civil Engineer Competency Working Crroup was convened. This working group developed the attached Competency Modeling Project for the Civil Engineer Job Family. This is a pIlot project, in accordance with Civil5ervice Rule 8.A.6., wluch is also attached. It will have an initiai duration of three yeazs. - anvar,TacES m nrrxovEn: The pilot project will enable the Department of Public Works to use the developed competencies as the basis for fiiture training, education, development, recruitment, selection, and performance managment for Civil Engineer This project also establishes an administrauve structure so that Public Works can determiue, internally, employee competency, maintain ongoing lists of employees eligibie for promotion, and subsequently fill future vacancies in Civil Bngineer positions more quickly.. DISADVANTA6E5IFAPPROVED: .� NOIlE . nisanvarrrncES�xoTarrxovEn: The goals and objectives of the Department ofPublic Works regarding succession and workforce planning may not be met. TOTAL AMOiTNT OF TRANSACtION: TIleIC 3I'0 AO 3(Id1ttOII215818Iy COStS &SS�C13te(1 W1Ul UllS.jIIOJCCt COST/REVENUE BUDGETEA:YE5 FUNDING SOURCE: ACl'iVITY NI7MBER: _ _ _ . _ i; �. _ i i �: : FINANC7AL INFOR11fATION: CERPLAIlV}. . . �� "r�/ ;..� o �� "��'' � �'a!'.:` _<_. . ��t:v - - r- . GVShared�fII2COMMON�SAOCHI.EYIPWP.ilotProjgeensl�t.WPD. . � 6 ,°a� n �; �^^� - I� E,� d G .. ��,3v _. . .�.._ ,. . -.. .,_. ��'�� `4`"�t -ir ✓ 2000 Memorandum of Agreement pe - \1,5? In accordance with Civil Service Rule 8.A6, governing the unplementarion of Human Resources pilot projects, the City of Saint Paul (City) and the Professional Employees Association, Inc., (PEA) hereby state that they ha�e met and discussed the proposed pilot project described in the attached documents titled "Competency Modeling Project Civil Engineer I- Assistant City Engineer daxed 7uly 18, 2000" and the "Civil Engineer 7ob Family Competency Matrix dated July 18, 2000" The City and PEA agree that the stipulations contained within said attached documents that affect terms and conditions of employment shall apply to those employees of the Department of Public Works who hold positions allocated to the Civil Engineer class series and who aze represented by PEA The City and PEA further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Esamination Contents) shall allow qualifying examinarions, e.g., passlfail for promotion candidates instead of for only original entrants. This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer I, II and III classes in the Department of Public Works. 2. Civil Service Rule 7(Eiigibte Lists) shall allow for promotion eligible lists established for Civil Engineer I, II and III vacancies in the Department of Public Works to remain in effect indefinitely. It is further agreed that grievances azising from terms and conditions of empioyment in the City of Saint Paul Civil Service Rules and Salary Plan and Rate of Compensation shall sontinue to be processed through the procedure out7ined in the current collecYive bargaining agreement between the City and PEA Any grievances arising from alleged violations of the procedures established in said pilot psoject shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select sta� any concems regarding the substantive determinations of the Competency Review Panei shall be appealed to the Civil Service Commission as outlined in the 4l15/00 Competency Work Group Recommendations Report. X Hamilton, �n Resources Director I�'atfier3ne Megarry Labor Relations Director �� Milce Wilde, Business Representative Professional Employees Association, Inc. I t� 2/� _ j � ✓' Steve Roy, President Professional Employees Association, Inc. Dated: � � bZ) ^ G:VS7ured�B(.1WPFII.ESU.EEFII.ESIPUBWKS�CECompetency-WorkfigGmupuYlemaoPAgree.700.PEA.wpd 00 -ttS? 2000 Memorandum of Agreement In accordance with Civil Service Rule 8.A6, goveming the implementation of Human Resources pilot projects, the City of Sairn Paul (City) and the Saint Paul Supervisors Organization (SPSO) hereby state that they have met and discussed the proposed pilot project descn�bed in the attached documerns tifled "Competency Modeling Project Civii Engineer I- Assistant City Engineer dated 7uly 18, 2000" and the "Civil Engineer Job Family Competency Matrix dated July 18, 2000." The City and SPSO agree thai the stipulations contained within said attached documents that affect terms aad conditions of employment shall apply to those employees of the Department of Puhlic Works who hold positions allocated to the Civil Engineer class series and who are represented by SPSO. The City and SPSO further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Egamination Contents) shall allow qualifying examinations, e.g., passlfail for promotion candidates instead of for only original entrants. 'This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer N and Assistant City Engineer classes in the Department of Public Works. 2. Civil Service Rule 7(Eligible Lists) shall allow for promotion eligible lists established for Civil Engineer IV and Assistant City Engineer vacancies in the Departanent ofPublic Works to remain in effect indefinitely. It is further agreed that grievances arising from terms and conditions of employment in the Ciry of Sainx Paul Civil Service Rules and Salary Plan and Rate of Compensation shall continue to be °processed through the procedure outlined in the cunent collecrive bargaining agreement between y`the City and SPSO. Any grievances arising from alleged violations ofthe procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select staff, any concerns regarding ihe substantive deternunations of the Competency Review Panel shall be appealed to the Civil Service Cosnmission as outlined in the 4/15J00 Competency Work Group Recommendations Report. . �� . . i, ,► .��c. . P3i : . I - • - � - � �, n � � ��l' �� v`�,i Helga essle , President Saint Paul Supervisors' Organization � �9 � j r�'� � i�! (,� l(��} Dated: �� ' rine Megany " ^ _ Labor Relations Director � G:15hared�BL\WPFII.FSV.EEFII.ESIPUBWKS�CECompetenry.Wor]MgGroup�hIemaoLAgree700.SPSO.wpd Sec08 Civil Service Rules demonstrated satisfactory performance in their posirion. 8.A.3. Vacant positions shall be filled from a promorion eligible list or from a list of promotion eligibles on an open list in the following manner: The O$ce of Human Resources sfiall certify to the appointing officer a list of eligibles which shall include the top 3 eligibles, plus the top 3 eligibies from the appointing division plus ties. If the top 3 certified elig{bles aze from the appointing division, no fiuther names shall be certifred. _ 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 paragraph shall mean'department' in all cases where a department is not divided into divisions. For the purpose of this paragraph's provisions, the following ue 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 shail be considered a division of the F'ue and Safety Services Department, the Department ofPublic 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 shal] be considered as one division. 8.A.4. Section 8.A3 shail not apply ta titles represented by the Professional Employees bargaining unit or the Professionai Supervisory Employees bazgaining unit. 8.A.5, When two or more titles are combirzed 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 of the titles being combined, and they meet the minimum qualifications for the new title. Seniority will be determined in accordance with Section 22 Layoff. � S.A.6. The Human Resources D'uector may conduct pilot and/or research projects designed to enhance recruitment, selection, experimentat learning placements, pre-entry trauilng programs, employee career development programs, inclusive of apprenticeship, and on-the job training programs, referral andlor 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 Tesearch pro}ects, shall obtain the approval of the Mayor and if approved, obtain the consent of the Council. Notice to the affecied bargaining units shail be given and at such time, the bazgaining units have the right to discuss their issues as well as present recommendations for changes in the project. Natice to the City Council will be given for review and subsequent approvaUdenial of the project. Written documentation shall be provided hy the Human Resources Director for review prior to approval. Documentation shall include the following: a. Assurance that the proposal does not suppiant t�xisting certified employees. Page 2 of 5 e a � �►S � 12/8/97 1:36:34 PM Sec08 Civil Service Rules Page 3 of 5 b. Identification of Civil Sesvice Rules affected by the proposal, if any. 0� -��S'�L c. Participants in programs will be certified, having a probationary period, involved in structured training and will be provided an out placement referral serv�ce. d. Classifications created through the proposal will be assigned to the appropriate bargaining unit as per our presem policy and procedures. e. It is recognized that any affect on terms and conditions of employment aze subject to n`egoriations. 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 approved by the Mayor and City Council can be suspended for the purposes of these projects. Their suspension is limited for the rime 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 project. 8.B.1. Vacant positions shall be filled from an original entrance list in the following manner: B.B.l.a. Vacancy Filled From An Originai Entrance List Single vacancy from a requisition shall be filled as fotiows: FOR LISTS HAVING TWENTY (20) OR F'EWER 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 Iiuman Resources shall certify to the appointing authority the three (3) highest scoring eligi6les, 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 e�cist 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 eligibles on the list, plus ties, from each and every protected class who are among either the top thirty-three percent (33%) or the highest scoring twentY (2Q) eligibles on the list, whichever wi12 produce the greater number of protected-class eligibles. The appointing authority may appoint any eligible so certified. When a sgecific job title is underutilized or when undeaepresentation e�rists in the Saint Paui Board of Educarion civil service work force or City of Saint Paui's depastmenddivision work force, certification will be as follows: 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 of Human Resources shall certify to the agpointing authority the three (3) highest scoring eligibles, plus 12l8/97 1:36:34 PM O0�\\5 i City of Saint Paul Public Works Competenc� Modelin� Project Civil Engineer I- Assistant City Engineer �efining_CompetencieslComg�ete�acy-�ase�l Sy�tems Competencies are the knowledge, skills, abilities, characteristics, attributes, and behaviors associated with successful performance on the }ob. Some examples aze problem solving, analytical thinking, or leadership. Competency-based classification systems allow organizations to move beyond tbe old "box" on the organizafional chart which was a strict set of duties defining a job. Competencies promote more fle:cibiliry and keep up with constant change in the variety of work. They also allow the organization to develop other human resource systems, e.g., employee development, recruiunent and selection, and perfoimazice management systems.. In July 1999, the Public Works Succession and Workforce Planning Team proposed that the Department focus their attention on a number of high-priority tasks, which would position the Department for the future. A driving reason for actin� now is the anticipated engineer and technician retirements over the next few years. One of several goals the Planning Team established, given the anticipated retirements, was to develop a competency-based system. In this case, a competency system would show employees what future iob success would require and what development and training should be undertaken to meet the future requirements. Work began with the Civil EngineerinQ positions, identified as one of several classes of positions likely to be most affected by future retirements. The Civil Engineer Competency Working Group's chazge was to develop competencies and an implementation plan for the Civil Engineering ciass series. T11e Working Csroup believes, however, that a number of the recommendations make sense to apply on a departmental basis and for a1l classifications within the department. They are as follows: ■ Use competencies as the basis for future training, education, and development, recruihnent and selection, and performance management within Public Works. ■ Establish one set of shared wmpetencies for all positions within Public Works, namely: EducationaURegistration Requirements; Technical Exper[ise; Project & Program Management; Communications; Teamwork, Management, and I.eadership; and Customer Service. ■ Establish an administrative structure to deternune competency, which is outlined in the next section of this document. Page 1 of 6 oo ..��s�. Envisionfng the Future Determining what Civil Engineering posirions might look Like in the future is a challenge. The Work Crroup focused its efforts upon defining what success for Civil Engineers would look like in the future and less about changing the name of CE positions, combining titles, or even creating dual technical and manageriai career tracks. How do we go about defining what would constitute competency, and how do we ensure that Public Works employees will be successful in the foreseeable future? There is an understanding that Civil Engineering positions could well become more difficult to fill in the future due to the increasing competitive environment resulting from private engineering firms and other public jurisdictions seeking the same employees. Aow we recnut for positions in the future, how quickly we can hire individuals, and how competitive our salaries and other benefits are will have a huge influence upon our future success. ■ Maintain five levels of Civil Engineer: Civil Engineer I, II, III, IV, and Assistant City Engineer (CE V). Assume that ail existing Publac Works Civil Engineers cunenfly meet the competency levels defined in the "Saint Paui Public Works: Civil Engineer 3ob Family Competency Matrix dated July 18, 2000. .: t �• `.:. •� How will competencies be demonstrated? Who will do the competency evaluations? How often will they be done? What organizational structure is necessary to effectively use the competency system developed? What other systems should be linked to the competencies developed? The Warking Group addresses these questions in their recommendations found in this section of their report. Admiaistrative Structure ■ Establish a three-member Competency Review Panel (CRP) witYun the Department of Public Works. Composition of the three-member panel will be ad-hoc, changing depending upon the Civil Engineer positions being reviewed for competency certification. For Example: CE I and II positions could be reviewed by the CE III, IV, or V level, the CE III positions by CE IV and V and the CE V level by the Director and two CE V peers. Or, the Panel couid be configured to include lower-level position membership or persons outside of the department who would have the necessary expertise to evaluate competencies. ■ Create Operating Guidelines to direct the deliberations of the Competency Review Panel, e.g., how will employees be asked to demonstrate competency? Page 2 of 6 � Convene the CRP periodically and regularly, e.g., quarterly or more frequenfly if 0��«� necessary. ✓ T`he convener of the Panel should be the Personnel Liaison for the Department. The Personnel Liaison will configure the panel, based upon positions to be reviewed, and Civil Engineers at the appropriate levels will be asked to serve as panel members. ✓ The Personnel Liaison will keep a record of the Competency Review Panel's competency determinations, maintaining a current list of intemal promofional candidates for future CE position vacancies. ✓ Employees will be responsibie for producing evidence that they have the education, certificates, and registrations required. ✓ Competency Certificauon, once achieved, remains current until the Competency Matrix is revised and new requirements are added. ✓ The two reasons for convening the pan�l aze: - Civil Engineer position(s) becomes available within the Department, or - Employees may make a request for certification review when they believe they have attained the required competency. ■ It is fixrther agreed that grievances arising from terms and conditions of employment in the City of Saint Paul Civil Sezvice Rules and Salary Plan and Rate of Compensauon shall continue to be processed through the procedure outlined in the cunent collective bargaining agreement between the City and PEA. Any grievances arising from alleged violations of the procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluaYe and select staff, any concerns regarding the substantive determinarions of the Competency Review Panel shall be appealed to the Civil Service Commission as outlined in the 4/15/00 Competency_Work Group Recommendations Report. Hiring/Promotions and Testing The Working Group agrees that Public Works should adhere to the certification process outlined for both new hires and promotional applicants. There is a belief that the level and complexity of the screeninQ and testing for entry-level hires and current employees should be differentiated. These differences aze outlined below. Promofion, using the competency matrix, is not automatic. Promotion, as has been the case in the past, remains a management decision in that a position must be vacant and a decision to ffii that position must be made by management. ■ Use the July 18, 2000 Civil Engineer Job Family Competency Matrix developed by the Working Group to hire and promote Civil Engineers. ■ Replace the current Job Specs with the Civfl Engineer Job Family Competency Matrix developed by Public Works and Human Resources. Page 3 of 6 p C —l4S FIiring from the outside, either entry level hiring or hiring at higher levels of the Engineering series if no candidates are available intemally, should be done using the minimum quals established for each CE level and the adopted "CivIl Engineer 7ob Family Competency Matrix." Testing for external hires should be a T& E and/or presentation. PromoYing from within, shall be done based upon the Competency Review Boazd's competency certification recommendations and the selected testing methodology. The Working Group recommends that the testing methodology for intemal candidates is an oral interview ancllor presentation. ■ Develop and utilize a competency evaluaTion system for Civil Engineers to establish a list of promotionat candidates. ■ Use pass/fail testing for promouonal positions, following the current Civil Service Rule on subject. Training, Educetion, and Development Employee Responsibilities: The role of individuals and employees is one of personal responsibility to maintain their own competence and marketabiliry. Employees should demonstrate competency to perform their current job and look for ways to prepaze for the future. Empioyees wili be expected to exercise personal responsibiliry for their own training, education, and development, in essence, attaining and maintaining their competence. Employer Responsibilities: Public Works, as the employer, has a respon'sibiliry and a commitrnent to assist employees to attain and maintain their competence, since competent employees benefit both the organization as a whole and the individual employees within the organization. In addition to maintaining competency for one's current position, Pub13c Works should provide employees with career development options, e.g., rotation, cross-training, edncation and development opportunities. Again, the belief is that this benefits both individuals and the organization. Ensure that training and development is offered, either intemally or externally, in the core competency azeas identified in the Civil Engineer Job Family Competency Matrix dated July 18, 2400. ✓ Department- or Division-specific training should be offered by Public Works, e.g., CAD or other technical training. ✓ Request that the City provide generic training, e.g., communications or program/project management. Page 4 of 6 p o •►lS �2 Provide adequate funding and allow time for truning, education, and development opponunities necessary to maintain employee competencies. ✓ The Department shouldpay for training, education, and development opponunities specific to current job assignment. ✓ The Department should establish a departmental training budget to cover employees' cross-division training to move across Divisional lines. ✓ The Department should pay for employee training, education, and development that allows employees to move within a series or from one series to another, e.g., technician to become an engineer. ✓ Continue to use City tuition reimbursement where applicabie. ■ Fi�ad ways to develop employees, thus increasing their individual competency and value to the organization. ✓ Opportunities aze availabie for mobility assignments, special project assignments, or rotation within the Department. Rotation is seen as a more systematic approach, with an established time period, to gain experience in multiple Divisions. Mobility assignments are seen as being more employee driven and could be for longer periods of time depending upon the assignment or special project undertaken. Perfora►ance 1Ylanagement The Managing Ciry Operations Team recenfly recommended to Mayor Norm Coleman that the City undertake an intensive "Perfoimauce ManagemenP' approach within all City Departments to reduce spending and increase productivity. The compektive environment we work in demands that attention be focused on managing job performance. This means performance management is more than simply filling out an annual performance evaluation. Performance management is instead focused on the management responsibilities of pianning, observing, evaluating, developing measurements, and job performance ind'acatars. The development of core competencies is a crifical component to improve effectiveness, e�ciency, and productivity within Public Works. The question before us then becomes how individual and or�anizational competencies are woven into a performance management system. The CE Competency Working Group has developed a set of shared competencies, which we believe should he impiemented across the Department, while emphasizing specific aspects of civil engineer positions. As Public Works strives to unpiement the Succession and Workforce Pian, it will be important to weave the work done by this Work Group into the work proposed for Task 3.3 Establish a Perfornzance Management System within Public Works -(Medium Priority) and Task 2.6 Develop Ways to Measure and Incorporate Competencies into the Performance Management Page 5 of 6 � ` oo-U.S'1 System -(Lowest Priority). Because the competencies are being adapted step-by-step for each job class series, the Working Group suggests that Perfora�auce Management, as defined by Task 3.3 and 2_6, be implemented as competencies are developed for the various classifications. ■ Educate Managers and Civil Engineers on the Competency MatriA and train Managers on how to incorporate competencies into performance reviews. ■ Incorporate competencies into "Annual Employee Performance Evaluations" used within Public Works. ✓ Use the core competencies identified in the Civil Engineer 7ob Family Competency Matrix dated July 18, 2000 to revamp the Performance Evaluations. ✓ Each Civil Engineer within Public VJarks should have an annual competency development planning discussion as part of their perfonnance evaluation. This discussion would include areas to attaisi/maintain competency for current position, and/or a discussion of how to attain future competency. When hoiding these annual discussions with employees, use competency evaluation data from the Competency Review Panel if that is available Dated: Ju1Y 18, 2000 G:�Shared�BC�WPFILES�LEEFIL,ES�PUB W K510ECompetency. W oddngGroupkomp, model.document71800.wpd Page 6 of 6 Oo -\\S'L 0 ° o N 0 t� T �`�`. � � � � u O .� y Y d � � 0. 0 �U 0. � e � y � W .4 ti d fi .� W .> U � C .� W y '�a U G � re 'm ti ai Q� . m ti � cJ u> 9 9 'O � � ._.+ � � C C d Gw v w O' m G �.�'. =�ci .a�i = o a �^ �� v W N .� '� . � 'v a w - p u 'o � • W! X O F A C�' N O 9 E y O m ' 'D � N :.� O a � 9 d cE ?... `�F O �. ..�� N ' '� '=J N N. iO N � a'S U� T m C �� d. > yr �'ao'eu E=_ o cv ° E .s. w Aa.2aE��°3 � - v�. C • �, � Q Ly ,s c S m a A N= �'p aJ y T �,y N q � y m `v C v c G,,, `o �� m ❑ v � a n�� v o 3 _C o c A � ° . ° K ' :? °^�° .��. •'� N O �� i O yL J . W: m W G y ca"ci..�`+.-." � � w�en o G ` � � o � � 3 1" � .. w m id � p'� p C p ' U N N N N�' V' v� o a� .«C, >'8 y ' � O N a�i "� N'O O O � U G Vl Q O u 0. 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G O O `J A G V pp ua G � L O N� '",' .p . �a F m o o ku 'go" c W o� "..^'�.� A � -� � 7 o a m � 3 " `m Y °�='a � :3 0. � e m m .,. C °..! x 3 o m� a o a � 3 '.� ,c `e c E . c .J N. W' o �> �� w a�i 3 o v � W " u€'� o t o P. en c 'a{" o o. ° a '� �>� � �� a� 4 � � n G m c �'� c ` c a c �; 3 0. � 3 ,_� `_U: c c°� °r �` ` wE �u ca" G m �' ��R �w m , -lC � c m =' � s � o ° oo `sJ C = c d o y r"i, p ' :° m �t ° u _ = 'c �3 i�a � F w p O N m C'� O 4 N G. V p h N p L p� N p� � v. � .`d _.�. .:_ a m a �`0 6 m a ,�i �o `"6 W m S a, 4 c 0: m � � m P 6 m `�' CJ 0 N e 4 John Shockley Oo -\\S�}, Publie Works' Succession and Work Force Plan A Progress Report: Phase I— Recommendations � on the H ighest Priority Tasks )uly 31, 2000 Saekground and Introduction Oo -1\S'i In the Spring of 1999, Public Works Diredor Tom Eggum contacted the Oiiice oi Human Resources seekina assisiance with Succession Planning for the Department oi Public Works. Speculation was that targe numbers oi senior siaif would be Veaving the organization within the nea'i Tive to ien years. Public Works established a P(anning Project Team consisting of: Bob Norrisberger (Project Leader for PVJ), Tom Eggum, Dan Haak, Bob Sandquist, and Don Sobania. Human Resources formed a four-member Team to support the planning, implementation, and evaluation phases oi the Sutcession Planning project, namely: Consultants Lee Turchin (Project Leader for HR), Susan Moore, Mark Robertson, and Michele Stegal f. The Project Team began its planning work sessions on May 25, 1999. The Team's project goal was to design, develop, and implement a system to manage human resource issues in the area of succession planning. Their charge was to develop a written Action Pfan identi'rying the human resources issues and proposing strategies for addressing the issues identified by )uJy 30, 1999. The following are the principles used in the development of the tasks identified in the Action Plan: • Assume that there wiil be no increase in generai fund revenues and fittle or no service rate increases to address this issue. • Focus on areasltitles impacted by large percentage of potential retirements within identified time span(s). • Expect that an Action Plan will be developed and implemented prior to "succession plan" FTEs feaving the organization, e.g., changes in titles, recruitment, and training. • Elements or an Action Plan may be applied throughout the organization. Incorporate Compete Saint Paul initiatives into the Succession Planning process. • Presume th2t no permanent additional staff increases will occur in the ruture: - may transfer FTEs between Divisions temporarily or permanently, - reconfigure current positions, or - implement apprentice programs, bringing staff on board before retirements occur. The Project Planning Team experienced significant evolutionary thinking as they developed our strategies for the future. Initialfy, they anticipated the focus would be driven by succession planning because of impending retirements over the next five years. However, as the Project Team delved into this project, they discovered three important aspects of future p4anning that are crit'scal to Public Works. First, in order to project what our tuture staffing needs might be, it became critical to know what the future Work Plan for Pubiic Works looks like as the department makes the transition from the present situation to 2005 and beyond. Second, based on the department's view of the future and the competitive environment they are facing, what competencies will Public Works current and future employees be expected to have, and how many staff will be needed? The answer to these questions, become the work force planning component outlined in the plan. (nterestingly enough, the belief is that as the department goes about the business of building or enhancing their business systems, they wiU prov'sde developmental opportunities ror many of the current staff. Third, given the present and iuture competitive environment, what system enhancemenis will Public Works staff need to be more competitive — make better decisions, complete projects faster, and continue to produce quality product and services? The team identified some possible business systems as part of this work plan_ The Project Planning Team developed a planning document that attempts to integrate these three criticai planning aspects into a workabVe plan of action for Public Works. The "Succession and Work Force Plan, Succession Planning Team Report" was completed on )uly 30, 1499• The report identified twenty-four tasks to be undertaken. Although eacfi of these tasks is important, due to the number of tasks and the excensive resources needed to compfe[e the tasks (requiring extensive emp(oyee participation and commitmen� the Succession Pianning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accomplished between November 7999 and May 2001 in Phase D, Medium ito be accomplished between June 2001 and December 20�2 in Phase 11), and Lowest (to be accomp{ished )anuary 2003 and June 2004 irt Phase Itl.? Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" ar�d inc(uded in Phase I oi impiementation of the Succession and Work Force Plan. HR ConsuttantTeam Turchin, Shockley, Moore Robertson, Stegall Goal R1, Defining Pubiic Y✓ork's �u2ure:2405-2470 Co-leatle5: Maczko, Mueiler AdviSOrs: Pearson, Puchreiter �ublic Works' Succession and Work Force Plan Future Services w 5ervices � a"' �T . W �. � �: Future Organizing Task 1.4; Flewbility Goai �2, Empioyee Devetopment Plan Codeaders: tC. Neison, Conley Ativisors: Ruoert. Shetka, Wam � � �� Future Piesent Hiring Staffing BTraining r Staffing �ask23: Needs flecruitmertt Task 24: MobiliN! Rotanon Ri.a.�:� 4 �f�i� �r��z�_ . � . . RecruitmeM - Task 1 3 PartnersNps - . TaSk 12 E,mansion �.'� Task 28: Consultants Task2i0: Training Task 2.9: MenMring Pfanning Team Eggum, Haak, Hortis6ecger, SandquisF, Sobania Goal #3, Asset ManagemeM Systems Co-leatlers: St Martn, M. Mil ,tivisors: Erichson, SCuhfeltl. Li Pertormance Y: Growth Task 2.7: ras+; z.z DevelapmeM ; Management Systems Ta4k 32: Maintenanc ldanagemer � iask3. Projec[ �� Managemei ` �a5k 3.4: GIS - Manageme� Task Z6 App2isa7 3 � Third, given the present and tuture competitive environment, what systerra enhancements will Public � b-� WorScs staff need to be more competitive — make better decisions, complete projects faste ; and continue to produce quality product and ->ervices? The team identified some possible business systems as part oi this work plan. The Project Planning Team developed a planning document that attempts to int arate these three critical pl-anning aspects into a workable plan oi action ior Public Works. The "Successian and Work Force Ptan, Suctession Pfanning Team Report" was comple*.ed on )uiy 30, 1999. The report identiiied twenty-four tasks to be undertaken Although each of these tasks is impoctant, due to the number of taslcs and the extensive resources needed to complete the tasks (requiring excensive employee participation and commitment) the Succession Planning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accompfished between November 1999 and May 2001 in Phase D, Medium (to be accomplished between )une 2001 and December 2002 in Phase iD, and Lowest (ta be accomp{ished )anuary 2003 and June 2004 in Phase III_) Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" and inc(uded in Phase I of impiementation of the Succession and Work Force Plan. HR ConsultantTeam Turchin, Shociciey, Moore Aobertson, Stegati Goal #t, Uefining PubEic Woric's Future: 2005 - 2010 Co-IeadeB: MaC2ko. Mueiler Atlwsors: Pearson, Puchreite� Fu[ure Services � Task 7.7: y Secvices W L a � ` �.. , -�, _ - Task 1.3: S aattnerships � -. �......:.: ` _ �� Task1.2 t=%@�..`-.�. �ion i�ubiic Works' Succ�ssion araci Woric ForcE Plan Future Organizing TaSk 1.4: FBw6ility Goai R2, Employee Deveiopment Pian Co-leatle[s: K. Nelson, Conley Advisors: Aupert, Shetka, Wam �'�� Ftrture Present Hiring Staffing &haining Planning Team Eggum, Haak, Hortisberger, Sandquist, Sobania Gaal #3, Asset Managemerit Systems Co-leaders: St Martin. M. Milier Ad��sors: Erichson, Kuhfetd, luet Perfortnance & Growth asrt �.o. TaSk2.3: >tatfing Recuitment Neetls Task 2.3: ' Recruitment Task ZtQ: Training ManagemeM S/stems Task2.t: Tazh32: :ompetencies Maintenarx Manageme R �:._ .i`s. ' � _ E�: ,__' Task3:t: Pro}ect .^,�.�� k Manageme �� Task22 � � ":=� De�NapmerR : ' - . � ,� iasK3.4: "� GIS Task 3.3: -'- Manageme perfortnance _ - _ Managemertt �• - � Ta5k2E .- � Appra�5ai - _ -- TaSk 28: ConSUttants TasK 2.9: Mer�ring 2 00 -\�5'? Phase i— Recommendation Reports or� i-ligh�st Priority �asks: The rollowina is a summary oi recommendations submitted by the various work groups assigned to the seven tasks designated as "Highest Priority" and induded in Phase I o{ implementation oi the Succession and Work Force Plan. The full reports from each working aroup is available in a separate publication. Task 1. �: ldentify full=range of Pu6lic Works services. 3ask 1.1, "�uture Services", recommendafion report datad March, 2000. Goaf Leader: john Maczko and Joe Mueller. Task Leaders: Mike Klassen and Eriks Ludins. Working Group Members: Dan Bartholic, Bruce Beese, Lou Contoneo, Dan Naak and Denny Moody. Recommendafions: • That the cost accounting system task receive a higher priority. Cost accounting is necessary to evaluate whether deQartment is providing efFicient, high quality services. Upon completion of cost accounting/benefit oT services system, promote and market our services. • Explore opportunities to provide outside services. • Expand existing services being provided to private sector by using multi-media technology to promote and market the services. • Complete, operate and maintain our GIS. • Expaod efforts to review management and design practices to assure we provide services in the best manor possible. • Complete a maintenance management system. • Several division specific services were identified for efimination or modification: Get out of body shop/painting operations in Equipment Services. Review need to continue rubbish truck inspections; collect fee if service is continued. Eliminate changeable message signs. Fask 7.4: Deeide on flexibie organizationai structure needecf. Task 1.4, "Organizaiional Structures", recommendafion report dated April 25, 2000. Goal Leader: )ohn Maczko and Joe Mueller. Task Leaders: Boots Mundahl and Pat Byrne. Working Group Members: Mike Sattier, Joyce Bluel, Tom Kuhfeld, Bruce Riebe, and John )ansky. Recommendations: • Transitions e{forts need to be coordinated, planned and directed bv existing CE IV's along with the d i rector. • Mentoring existing employees and transfer of responsibilities (to iiii potential senior levei retiree positions) snould star[ now. • Develop more effective partnerships and stronger teamwork within Public Works. 3"ask 1.4 Recommendations confinued • More emphasis/major commitment to staff training and development. • New sta�ng should start now. Two organizational sYructures were presented: •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the administration area. •"Modified Strudure"- features a centralized engineering division_ Tas1c 1.5: Identefy fufure staffing needs. 3ask 1.5, "�uture Staffing Levels For The �eQartment of Public Works", recommendation report dated 9une 29, 2000. Goai Leader: John Maczko and )oe Mueller; Task Leaders: Paul Kurtz, Bruce Riebe and Ken Taiilon_ Working Group Members: larry Lueth and Pat Byme. Overview of issues considered: • Current Ievel of diverse work force is appropriate (diverse defined as the variety of titles utiiized, not the affirmative action definition as it applies to protected classes) • Current levet of staffing appropriate for the services, although implementation of different work practices and new technologies (i-e. GIS) may facilitate present quality with a smaller work force_ • Creation of "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skills as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements sfiou(d occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an actua( retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should indude incentives for diversification of skilis_ • Create a"Grants Writer" position in the departme�t_ � Task 1.4 Recommendations confinued • More emphasis/ma}or commitment to staff iraining and development. • New sta�ng should siart now. Two organizational struc'iures were presented: ��,��5'1 •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the adminis�ation area. •"Modified Structure"- features a centralized engineering division_ Task 1.5: ldentify future sfaffing ne�ds. Task 1.5, "Future Staifing Levels For The Departmeni of Public Works", recommendation report daterl June 29, 2000. Goat leader: John Maczka and )oe Mueffer; Tasic Leaders: Pauf Kurtz, Sruce Riebe a�d Ken Taillon. Working Group Members: Larry Lueth and Pat Byrne. Overview of issues considered: • Current level of diverse work force is appropriate (diverse defined as the variety of tities utilized, not the affirmative adion definition as it appfies to protected dasses) • Current level oi staffing appropriate for the services, although implementation of different work pradices and new technologies (i.e. GiS} may facilitate present quality with a smai(er work force_ • Creation o£ "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skiiis as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements should occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an adual retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should incfude incentives for diversification of skiils. • Create a"Grants Writer" position in the department_ 0 0 0 -��s'i Task 2.1: Establish a compefency-based system, initially for engineers and terhnicians. Task 2J, Compe#�ncy Working Group- Engineering Series, recommendation report dated April 15, 2000 �oat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Fom Stadsklev and Anne Weber. Working Groap Members: Bruce Elder, Mike Kassan, 7om Kuhfeid, John Maczko, Don Sobania, and Bill Vos. Consultants: john Shockley and Lee Turchin, Human Resources. Recommendafions: The following is Attachment "A" of this group's report which summarizes their recommendation. Competency E � Systems Recommendation #t: Use compeiencies as �e basis for future training, education, and development, recmdmeM antl selectioq antl performznce management within PubDC � waKS. Using Competency- Based Systems Recommendation #2: Establish one set of sharetl competencies io� Ne entire Pubtic Works osgasur�tion. Administrative Structure Hiring/Promotions and Testing Training, Etlucation, and Recommendation #t: Recommendation #�: Devetopment (TED) Establish a three�member Competency Revrew Panel (CtiP) within Public Works. � Recommendation #2: Create Opemtlng Guide0ne5 to direct the d¢libemtions of the Panei. Recommendation #3: Convene the CFP reguisAy. Recommendation #4: Utif¢e ihe Civil Service Commissian lo appeal ac06ns of the Competenc/ fteview eparci. Use the CE Competency Matrix to hire and promote Civii Engmeers. Recommendation #2: Replace the current job specs witti the Matnx. Recommentlation #3: Develop antl utilize a weightetl competency evaluanons system for CEs W esiabiish a curteM list of promotionai pntlidates Recommendation #4: Use pass/fail testing for promotional posi4ons. Recommendation #1: Ensure that training and aevelopment is offered. Recommendation #2: Provitle atlequate funding for TED. Recommendation #3: Pintl ways m tlevelop employees Errvisioning the Future Recommentlafion #�: Maintain five levei5 ofi Civil Engmeer — CE I -ASS�stant City Engineer. Recommendation #2: Assume that atl CivA Engineers curtentty meet Me compefency Ievei tleiined in the CE Matrix dated April 15, 2000. Performance Management Reeommendation ift: Educate Managers and Civil En9meers on Ne Matr& arM train how to incoryorate iMO perfortnance reviews. Recommendation #2: Revamp curtentperiormance evaluations. Preparetl by. lse Tumhin and John ShockiBy nPm u. zoao Attachment "A" The implementation phase of the Working Groups recommendations is now progressing. A"Civil Engineer }ob family Competency Matrix" and draft Memo of Agreements are being reviewed by the affected bargaining representatives, PEA and SPSO. Extra work added: City Engineer competencies 5 Task 2.1: E�ablish a compefency-6aserl system, ineiiatly for engineers and fechnicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Coniey and Kevin Nelson. Task Leaders: Duane )agiello and Cecify Schurhamer. Working Group Mernbers: Bruce Elder, Mike Kassan, Tom Kuhfeld, John Maczko, Kevin Nelson, Don Sobania, Tom Stadsklev, Bill Uos and Anne Webec Consultants: John Shockley and Lee Turchin, Human Resources. An initial meeting of the Technicians Working Group was held on August 1, 2000. Task 2.3: Identify a 3-5 year strategy to recruit and statf fhe Public Works organization. Tasic 2.3_ Recruitment, recommendation report dated 2/74(00 Goat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamilton. Working Group Members: tarry Ackerman, Marlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qualifications of tf�e Engineering Aide I and Engineering Aide 11 classifications to enable a broader range of candidates to quali'ry. *The recommended changes were imp[emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; Ciry Web page) Outside advertisements (Newspaper/radro ads; schoo! 6u!letin boards; City Web page) Career days; career seminars; job fairs Career councilors (high schoo(s) Human Resources Department • Establish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs_ 0 Task 2.1: Esfablish a competency-based sysfem, initially for engineers and b0 �d�.7� technicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Conley and Kevin Nelson. Task Leaders: Duane )agieilo and Cecily Schurhamer. Worlcing Group Members: Bruce Elder, Mike Kassan, Tom Kuhzeld,lohn ;�laczko, Kevin Nelson, Don Sobania, Tom Stadskiev, Bill Vos and Anne Webec Consuitants: John Shockley and �ee Turchin, Human Resources. An initial meeting oi the Technicians bVorking Group was held on August 1, 2�00. Task 2.3: Identify a 3-5 year strategy to recruif and staff the Public Works organization. Task 2.3. Recruitment, recommendation report dated 2/7?/00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamiiton. Working Group Members: Larry Ackerman, Ntarlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qua(ifications of the Engineering Aide I and Engineering Aide II classifications to enable a broader range of candidates to quali`ry. *The recommended changes were imp(emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; City Web page) Outside advertisemenis (Newspaper/radio ads; school bulletin boards; City Web page) Career days; career seminars; }ob fairs Career councilors (high schoois) Human Resources Department • Esiablish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs. �ask 2.4: Prarnvte rotateon schedule For new hires and exisfing staff. �� Task 2.4, Mobility and Rofa6on, r�commendation report dated 5/4J00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamifton. Virorking Group Members: Larry Ackerman, Marlys Fisher, Mike Kassan, f�ary Beth Riebe, Leon Pearson and Ed Wam_ Recommendation: • Establish a rotation program covering entry level Engineering Aide t and it, Public Works Technician I and Civil Engineer 1. To include assignments of 3 to 6 months in various ciivisions. • A volunteer advisor to be assigned to each new employee in the rotation, to assist the employee and iacilitate the employee/s learning about the department. *in }une/)uly three Eng+neering Aide lPs, one Engineering Aide 1 and o�e Civil Engineer 1 were hired and are in their first phase of the rotation program. Task 3.2: Develop a ful!-+ntegrated and automated rnaintenance managernent system (MMS). Task 3.2, Maintenance Management System (MMS), recommendation report dated 6/S/00 Goal Leaders: Paui St. Martin and Mike �Vtillec Task Leaders: Karl Johnson and 1im Crudo. Wocking Group Members: Gary Erichson, Dan Bartholic, Leon Pearson, Rick Person, Dick Rupert, )im Vanderhoof and Ed Hally. Recommendations: • The Maintenance Management Warkgroup should become a steering committee, to oversee the development and track MMS developed by each division. Ensure ihat MMS divisional efforts are coordinated. The main component of a MMS is the physical inventory of infrastructure systems, the database for this inventory will consist of two parts: "Shared" information should be tied to a G15 and must be accurate, up to ciate and availabVe on-line to all divisions, and "Divisional" information to be used by division for their Maintenance Management activities. • Each division wil( investigate and study implementation of a MMS for the infrastructure they maintain, reporting back to steering committee_ • A pilot project should undertaken immediately. • Lighting Maintenance Management (LNiM) system to be updated from Sybase to Oracle. Investigate tying LMM co GIS, cost accounting, work orders, crew scheduling, and resident generated complaints. • For implementation of a"shared" physical inventory and additional MMS components, one time funding is needed for conversion or impfemencation of a MMS operating system. 7 A Continuing Process... This report summarizes the recommendations submitted by the various work groups assigned to the seven tasks designated as "!-tighest Priority" and included in Phase ! of implementation of the Succession and Work Force Plan. The work of these employee groups has resulted in severa( changes made in how the department manages and evaluates its engineering and technica� staff including: • a rotation program for ali new engineers • a rotation program for all new engineering aides • competency requirements for engineers We stili have the remaining seventeen identified tasks to be accomplished over the next four years in Phases !i and !I!. As this process continues, one thing is very clear. That is — as work on one task pragresses, another task can come to light. Information gathered on one issue can give rise to questions about another issue. So the process, like the department, evolves. And, when it is all said and done, the Pubiic Works Department of the future will be able to continue to operate and provide services effectively under solid leadership. ' 0 A Co�tinuing Process... ��fli5� This reporc summarizes fhe recommendations submitted by the various work groups assigned to the seven :aslcs designated as "Highest Priority" and included in Phase ! of impiementation oi the Succession and Work Force Pfan. The work oi these employee groups has resufted in several chanaes made in how the department manages anct evaluates its engineering and technical saff induding: • a rotation program for all new engineers • a rotation program for al� new engineering aides • competency requirements for engineers We stiii have the remaining seventeen identified tasks to be accomplished over the next £our years in Phases 11 and Iil. As this process continues, one thing is very clear. That is — as work on one task progresses, another task can come to light. Inr`ormation gathered on one issue can give rise to questions about another issue_ So the process, like the department, evolves. And, when it is ali said and done, the Public Works Department of the future wiil be able to continue io operate and provide services effectively under solid leadership. 0 Council File # Op-ItSr( OR�GINAL RESOLUTION �s�� iz� -�-r_.rr., Green Sheet # 63989 .�,�, 3 s. - 1 An Administrative Resolution approving, in accordance with Civil Service 2 Rule 8.A6, a pilot project called, Saint Paul-Publie-Works-Competency 3 Modeling Project, and the accompanyang memorandums of agreement 4 with SPSO and PEA wluch govem the administration of tlus pilot project. 7 10 11 12 13 14 15 16 1� 18 19 20 Z1 WHEREAS, the Department of Public Works has determined that a competency based job classification system is required to better meet workforce succession planning needs, and WHEREAS, the Department of Public Works and the Office of Human Resources have conducted a collaborative process that has developed a new competency based job classification system for the Civil Engineer Job Family and a corresponding administrative procedure, and WHEREAS, this new system and procedure was designed to provide more flexibility in duty assignments based on employee demonstsated competencies rather than on narrowly defined class specifications, and WHEREAS, tlus new system and procedure was designed to provide employees with clearly defined cazeer ladders, and pro£essional development opportunities and WHEREAS, this new system and procedure was designed to better support the vision and mission of the Department of Public Works, and WHEREAS, Civil Service Rule 8.A.6, permits the HumauResources Director to conduct pilot and/or research projects designed to enhance recnutment, selection, employee career development programs, and referral and/or appointment processes for filling City positions, and WI�REAS, the City of Saint Paul Office of Human Resources and PEA, and SPSQ representing the employees in the Civil Engineer job classifications affected by the Public Works Competency Modeling 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Project, have met and haue agreed upon the terms and conditions of employment contained within the pilot io -t4S 4 project document and ha�e agreed upon the modification of certain Civil Sezvice Rules in the administration oft}us pilot project, now therefore, be it RESOLVED, that the Ciry Council o£the City of Saint Paul hereby approves the attached Memorandums of Agreement governing the administration of the Public Works Competency Modeling Project, and be it FiJRTF3ER RESOLVED, that the City Council af the City of Saint Paul hereby approves the attached Public Works Competency Modeling Project, and be it FURTHER RESOLVED, that the e�'ective date of said pilot project shall be the first pay period following passage and approval of tlus resolution, and be it FURTf�R RESOLVED, that said pilot project shall expire three yeazs following the passage and approval of ttris resolution unless action is taken otherwise prior to the e�iration date, and be it FINALLY RESOLVED, that the Office of Human Resources and the Department of Public Works shall subnut to the City Council and the Mayor a yeazly report regarding the progress of the project on or about the anniversary date of its passage and approval with the final report being submitted three months prior to expiration. Requested by Department of: Aaoption certified by Council Secretary B�': a-- Apprwed by Mayor: ate BY� 1sa��;�� Office of Hnman Resources BY� �C �ip�,_'�Ac� Form Appr ity Attorney B � 4 l �2�ti o0 Apprwed by M�yor for n / B LiC ��p to Council Q�€��L Adopted by Council: Date ��. L3 �� aLO �33� Oo -l�s`t DEp�T�'T'o�`�°°�"m': DAT�' �`'T� GREEN SAEET No.: 63989 Human Resources 11/20/00 CONTAGTPERSON&PHONE: � I-�117ALD'�TE L�L�ALDATE 7ohn Shockley (266-6482) �� 1 nEP,u�•r�T Dm.�qE�� a crrycourren N[JMBER 2 C1TY ATTORNEY ` CTTY C FRK MIIST BE ON COUNCII. AGENDA BY (DATL� FOR ��C�- � D� _��TC7Ai- SVS/ACCT gpj7TS*G 3 MAYOR (OR ASST.) ORDER TOTAL#OFSIGNATUREYAGES - I (CLIPALLIACATIONSFORSSGNATQRE) acziox �u�s�ra,v: Approval of a pilot pro}ect entiUed "Competency Modeling ProjecP' and accompanying memorandums of agreement. RECAMbfLNDATIONS: Approve (A) or Reject (R) PERSONAI, SERVICE CONTRACTS MC7ST ANSWER THE FOLLOWING QUESTIONS: RLANNINGCObiNIISSION �CIVII.SERVICE COMMISSION 1. AastLispersonlfumeverwotkedundeiacon4actfmthisdepartmeat7 CIB COMMITTEE Yes No STAPF _ 2. Has this pezsonlErm ever been a city employee? AISTRICT COURT ' Yes No SiJPPORTS WHICH CAIINCIL OBJECTIVE7 3. Does this person/finnpossess a skill notnoxmally possessed by any c��ue� ciry employee? Yes No � � Eaplam aIl yes aiswers on separete sheet and attach to green sheet mrriaTixcrxoBLEM,is�, orroxrnxrrY �wno,w�r,wi.en,wn�,wn�:In 7uly of 1499, the Department of Public Works put together a Succession and Work Force Planning Team. As there will be a number of anticipated setirements in Civil Engineering positions over the ner.t few years, the Team proposed, as part of the attached Succession and Work Force Plan, the development of a competency based job classification system for the Civil Engineer 7ob Family. The goal of such a system would be to define the requirements for future success in Ciail Engineer positions and what training shouid be undertaken to meef future requirements. A Civil Engineer Competency Working Crroup was convened. This working group developed the attached Competency Modeling Project for the Civil Engineer Job Family. This is a pIlot project, in accordance with Civil5ervice Rule 8.A.6., wluch is also attached. It will have an initiai duration of three yeazs. - anvar,TacES m nrrxovEn: The pilot project will enable the Department of Public Works to use the developed competencies as the basis for fiiture training, education, development, recruitment, selection, and performance managment for Civil Engineer This project also establishes an administrauve structure so that Public Works can determiue, internally, employee competency, maintain ongoing lists of employees eligibie for promotion, and subsequently fill future vacancies in Civil Bngineer positions more quickly.. DISADVANTA6E5IFAPPROVED: .� NOIlE . nisanvarrrncES�xoTarrxovEn: The goals and objectives of the Department ofPublic Works regarding succession and workforce planning may not be met. TOTAL AMOiTNT OF TRANSACtION: TIleIC 3I'0 AO 3(Id1ttOII215818Iy COStS &SS�C13te(1 W1Ul UllS.jIIOJCCt COST/REVENUE BUDGETEA:YE5 FUNDING SOURCE: ACl'iVITY NI7MBER: _ _ _ . _ i; �. _ i i �: : FINANC7AL INFOR11fATION: CERPLAIlV}. . . �� "r�/ ;..� o �� "��'' � �'a!'.:` _<_. . ��t:v - - r- . GVShared�fII2COMMON�SAOCHI.EYIPWP.ilotProjgeensl�t.WPD. . � 6 ,°a� n �; �^^� - I� E,� d G .. ��,3v _. . .�.._ ,. . -.. .,_. ��'�� `4`"�t -ir ✓ 2000 Memorandum of Agreement pe - \1,5? In accordance with Civil Service Rule 8.A6, governing the unplementarion of Human Resources pilot projects, the City of Saint Paul (City) and the Professional Employees Association, Inc., (PEA) hereby state that they ha�e met and discussed the proposed pilot project described in the attached documents titled "Competency Modeling Project Civil Engineer I- Assistant City Engineer daxed 7uly 18, 2000" and the "Civil Engineer 7ob Family Competency Matrix dated July 18, 2000" The City and PEA agree that the stipulations contained within said attached documents that affect terms and conditions of employment shall apply to those employees of the Department of Public Works who hold positions allocated to the Civil Engineer class series and who aze represented by PEA The City and PEA further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Esamination Contents) shall allow qualifying examinarions, e.g., passlfail for promotion candidates instead of for only original entrants. This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer I, II and III classes in the Department of Public Works. 2. Civil Service Rule 7(Eiigibte Lists) shall allow for promotion eligible lists established for Civil Engineer I, II and III vacancies in the Department of Public Works to remain in effect indefinitely. It is further agreed that grievances azising from terms and conditions of empioyment in the City of Saint Paul Civil Service Rules and Salary Plan and Rate of Compensation shall sontinue to be processed through the procedure out7ined in the current collecYive bargaining agreement between the City and PEA Any grievances arising from alleged violations of the procedures established in said pilot psoject shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select sta� any concems regarding the substantive determinations of the Competency Review Panei shall be appealed to the Civil Service Commission as outlined in the 4l15/00 Competency Work Group Recommendations Report. X Hamilton, �n Resources Director I�'atfier3ne Megarry Labor Relations Director �� Milce Wilde, Business Representative Professional Employees Association, Inc. I t� 2/� _ j � ✓' Steve Roy, President Professional Employees Association, Inc. Dated: � � bZ) ^ G:VS7ured�B(.1WPFII.ESU.EEFII.ESIPUBWKS�CECompetency-WorkfigGmupuYlemaoPAgree.700.PEA.wpd 00 -ttS? 2000 Memorandum of Agreement In accordance with Civil Service Rule 8.A6, goveming the implementation of Human Resources pilot projects, the City of Sairn Paul (City) and the Saint Paul Supervisors Organization (SPSO) hereby state that they have met and discussed the proposed pilot project descn�bed in the attached documerns tifled "Competency Modeling Project Civii Engineer I- Assistant City Engineer dated 7uly 18, 2000" and the "Civil Engineer Job Family Competency Matrix dated July 18, 2000." The City and SPSO agree thai the stipulations contained within said attached documents that affect terms aad conditions of employment shall apply to those employees of the Department of Puhlic Works who hold positions allocated to the Civil Engineer class series and who are represented by SPSO. The City and SPSO further agree that the following Civil Service Rules, as modified, shall be used in the administration of this pilot project: 1. Civil Service Rule 6.B (Egamination Contents) shall allow qualifying examinations, e.g., passlfail for promotion candidates instead of for only original entrants. 'This rule, as modified, shall be used only for examinations used to determine eligible candidates for promotional vacancies in positions allocated to the Civil Engineer N and Assistant City Engineer classes in the Department of Public Works. 2. Civil Service Rule 7(Eligible Lists) shall allow for promotion eligible lists established for Civil Engineer IV and Assistant City Engineer vacancies in the Departanent ofPublic Works to remain in effect indefinitely. It is further agreed that grievances arising from terms and conditions of employment in the Ciry of Sainx Paul Civil Service Rules and Salary Plan and Rate of Compensation shall continue to be °processed through the procedure outlined in the cunent collecrive bargaining agreement between y`the City and SPSO. Any grievances arising from alleged violations ofthe procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select staff, any concerns regarding ihe substantive deternunations of the Competency Review Panel shall be appealed to the Civil Service Cosnmission as outlined in the 4/15J00 Competency Work Group Recommendations Report. . �� . . i, ,► .��c. . P3i : . I - • - � - � �, n � � ��l' �� v`�,i Helga essle , President Saint Paul Supervisors' Organization � �9 � j r�'� � i�! (,� l(��} Dated: �� ' rine Megany " ^ _ Labor Relations Director � G:15hared�BL\WPFII.FSV.EEFII.ESIPUBWKS�CECompetenry.Wor]MgGroup�hIemaoLAgree700.SPSO.wpd Sec08 Civil Service Rules demonstrated satisfactory performance in their posirion. 8.A.3. Vacant positions shall be filled from a promorion eligible list or from a list of promotion eligibles on an open list in the following manner: The O$ce of Human Resources sfiall certify to the appointing officer a list of eligibles which shall include the top 3 eligibles, plus the top 3 eligibies from the appointing division plus ties. If the top 3 certified elig{bles aze from the appointing division, no fiuther names shall be certifred. _ 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 paragraph shall mean'department' in all cases where a department is not divided into divisions. For the purpose of this paragraph's provisions, the following ue 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 shail be considered a division of the F'ue and Safety Services Department, the Department ofPublic 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 shal] be considered as one division. 8.A.4. Section 8.A3 shail not apply ta titles represented by the Professional Employees bargaining unit or the Professionai Supervisory Employees bazgaining unit. 8.A.5, When two or more titles are combirzed 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 of the titles being combined, and they meet the minimum qualifications for the new title. Seniority will be determined in accordance with Section 22 Layoff. � S.A.6. The Human Resources D'uector may conduct pilot and/or research projects designed to enhance recruitment, selection, experimentat learning placements, pre-entry trauilng programs, employee career development programs, inclusive of apprenticeship, and on-the job training programs, referral andlor 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 Tesearch pro}ects, shall obtain the approval of the Mayor and if approved, obtain the consent of the Council. Notice to the affecied bargaining units shail be given and at such time, the bazgaining units have the right to discuss their issues as well as present recommendations for changes in the project. Natice to the City Council will be given for review and subsequent approvaUdenial of the project. Written documentation shall be provided hy the Human Resources Director for review prior to approval. Documentation shall include the following: a. Assurance that the proposal does not suppiant t�xisting certified employees. Page 2 of 5 e a � �►S � 12/8/97 1:36:34 PM Sec08 Civil Service Rules Page 3 of 5 b. Identification of Civil Sesvice Rules affected by the proposal, if any. 0� -��S'�L c. Participants in programs will be certified, having a probationary period, involved in structured training and will be provided an out placement referral serv�ce. d. Classifications created through the proposal will be assigned to the appropriate bargaining unit as per our presem policy and procedures. e. It is recognized that any affect on terms and conditions of employment aze subject to n`egoriations. 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 approved by the Mayor and City Council can be suspended for the purposes of these projects. Their suspension is limited for the rime 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 project. 8.B.1. Vacant positions shall be filled from an original entrance list in the following manner: B.B.l.a. Vacancy Filled From An Originai Entrance List Single vacancy from a requisition shall be filled as fotiows: FOR LISTS HAVING TWENTY (20) OR F'EWER 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 Iiuman Resources shall certify to the appointing authority the three (3) highest scoring eligi6les, 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 e�cist 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 eligibles on the list, plus ties, from each and every protected class who are among either the top thirty-three percent (33%) or the highest scoring twentY (2Q) eligibles on the list, whichever wi12 produce the greater number of protected-class eligibles. The appointing authority may appoint any eligible so certified. When a sgecific job title is underutilized or when undeaepresentation e�rists in the Saint Paui Board of Educarion civil service work force or City of Saint Paui's depastmenddivision work force, certification will be as follows: 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 of Human Resources shall certify to the agpointing authority the three (3) highest scoring eligibles, plus 12l8/97 1:36:34 PM O0�\\5 i City of Saint Paul Public Works Competenc� Modelin� Project Civil Engineer I- Assistant City Engineer �efining_CompetencieslComg�ete�acy-�ase�l Sy�tems Competencies are the knowledge, skills, abilities, characteristics, attributes, and behaviors associated with successful performance on the }ob. Some examples aze problem solving, analytical thinking, or leadership. Competency-based classification systems allow organizations to move beyond tbe old "box" on the organizafional chart which was a strict set of duties defining a job. Competencies promote more fle:cibiliry and keep up with constant change in the variety of work. They also allow the organization to develop other human resource systems, e.g., employee development, recruiunent and selection, and perfoimazice management systems.. In July 1999, the Public Works Succession and Workforce Planning Team proposed that the Department focus their attention on a number of high-priority tasks, which would position the Department for the future. A driving reason for actin� now is the anticipated engineer and technician retirements over the next few years. One of several goals the Planning Team established, given the anticipated retirements, was to develop a competency-based system. In this case, a competency system would show employees what future iob success would require and what development and training should be undertaken to meet the future requirements. Work began with the Civil EngineerinQ positions, identified as one of several classes of positions likely to be most affected by future retirements. The Civil Engineer Competency Working Group's chazge was to develop competencies and an implementation plan for the Civil Engineering ciass series. T11e Working Csroup believes, however, that a number of the recommendations make sense to apply on a departmental basis and for a1l classifications within the department. They are as follows: ■ Use competencies as the basis for future training, education, and development, recruihnent and selection, and performance management within Public Works. ■ Establish one set of shared wmpetencies for all positions within Public Works, namely: EducationaURegistration Requirements; Technical Exper[ise; Project & Program Management; Communications; Teamwork, Management, and I.eadership; and Customer Service. ■ Establish an administrative structure to deternune competency, which is outlined in the next section of this document. Page 1 of 6 oo ..��s�. Envisionfng the Future Determining what Civil Engineering posirions might look Like in the future is a challenge. The Work Crroup focused its efforts upon defining what success for Civil Engineers would look like in the future and less about changing the name of CE positions, combining titles, or even creating dual technical and manageriai career tracks. How do we go about defining what would constitute competency, and how do we ensure that Public Works employees will be successful in the foreseeable future? There is an understanding that Civil Engineering positions could well become more difficult to fill in the future due to the increasing competitive environment resulting from private engineering firms and other public jurisdictions seeking the same employees. Aow we recnut for positions in the future, how quickly we can hire individuals, and how competitive our salaries and other benefits are will have a huge influence upon our future success. ■ Maintain five levels of Civil Engineer: Civil Engineer I, II, III, IV, and Assistant City Engineer (CE V). Assume that ail existing Publac Works Civil Engineers cunenfly meet the competency levels defined in the "Saint Paui Public Works: Civil Engineer 3ob Family Competency Matrix dated July 18, 2000. .: t �• `.:. •� How will competencies be demonstrated? Who will do the competency evaluations? How often will they be done? What organizational structure is necessary to effectively use the competency system developed? What other systems should be linked to the competencies developed? The Warking Group addresses these questions in their recommendations found in this section of their report. Admiaistrative Structure ■ Establish a three-member Competency Review Panel (CRP) witYun the Department of Public Works. Composition of the three-member panel will be ad-hoc, changing depending upon the Civil Engineer positions being reviewed for competency certification. For Example: CE I and II positions could be reviewed by the CE III, IV, or V level, the CE III positions by CE IV and V and the CE V level by the Director and two CE V peers. Or, the Panel couid be configured to include lower-level position membership or persons outside of the department who would have the necessary expertise to evaluate competencies. ■ Create Operating Guidelines to direct the deliberations of the Competency Review Panel, e.g., how will employees be asked to demonstrate competency? Page 2 of 6 � Convene the CRP periodically and regularly, e.g., quarterly or more frequenfly if 0��«� necessary. ✓ T`he convener of the Panel should be the Personnel Liaison for the Department. The Personnel Liaison will configure the panel, based upon positions to be reviewed, and Civil Engineers at the appropriate levels will be asked to serve as panel members. ✓ The Personnel Liaison will keep a record of the Competency Review Panel's competency determinations, maintaining a current list of intemal promofional candidates for future CE position vacancies. ✓ Employees will be responsibie for producing evidence that they have the education, certificates, and registrations required. ✓ Competency Certificauon, once achieved, remains current until the Competency Matrix is revised and new requirements are added. ✓ The two reasons for convening the pan�l aze: - Civil Engineer position(s) becomes available within the Department, or - Employees may make a request for certification review when they believe they have attained the required competency. ■ It is fixrther agreed that grievances arising from terms and conditions of employment in the City of Saint Paul Civil Sezvice Rules and Salary Plan and Rate of Compensauon shall continue to be processed through the procedure outlined in the cunent collective bargaining agreement between the City and PEA. Any grievances arising from alleged violations of the procedures established in said pilot project shall also be subject to the aforementioned grievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluaYe and select staff, any concerns regarding the substantive determinarions of the Competency Review Panel shall be appealed to the Civil Service Commission as outlined in the 4/15/00 Competency_Work Group Recommendations Report. Hiring/Promotions and Testing The Working Group agrees that Public Works should adhere to the certification process outlined for both new hires and promotional applicants. There is a belief that the level and complexity of the screeninQ and testing for entry-level hires and current employees should be differentiated. These differences aze outlined below. Promofion, using the competency matrix, is not automatic. Promotion, as has been the case in the past, remains a management decision in that a position must be vacant and a decision to ffii that position must be made by management. ■ Use the July 18, 2000 Civil Engineer Job Family Competency Matrix developed by the Working Group to hire and promote Civil Engineers. ■ Replace the current Job Specs with the Civfl Engineer Job Family Competency Matrix developed by Public Works and Human Resources. Page 3 of 6 p C —l4S FIiring from the outside, either entry level hiring or hiring at higher levels of the Engineering series if no candidates are available intemally, should be done using the minimum quals established for each CE level and the adopted "CivIl Engineer 7ob Family Competency Matrix." Testing for external hires should be a T& E and/or presentation. PromoYing from within, shall be done based upon the Competency Review Boazd's competency certification recommendations and the selected testing methodology. The Working Group recommends that the testing methodology for intemal candidates is an oral interview ancllor presentation. ■ Develop and utilize a competency evaluaTion system for Civil Engineers to establish a list of promotionat candidates. ■ Use pass/fail testing for promouonal positions, following the current Civil Service Rule on subject. Training, Educetion, and Development Employee Responsibilities: The role of individuals and employees is one of personal responsibility to maintain their own competence and marketabiliry. Employees should demonstrate competency to perform their current job and look for ways to prepaze for the future. Empioyees wili be expected to exercise personal responsibiliry for their own training, education, and development, in essence, attaining and maintaining their competence. Employer Responsibilities: Public Works, as the employer, has a respon'sibiliry and a commitrnent to assist employees to attain and maintain their competence, since competent employees benefit both the organization as a whole and the individual employees within the organization. In addition to maintaining competency for one's current position, Pub13c Works should provide employees with career development options, e.g., rotation, cross-training, edncation and development opportunities. Again, the belief is that this benefits both individuals and the organization. Ensure that training and development is offered, either intemally or externally, in the core competency azeas identified in the Civil Engineer Job Family Competency Matrix dated July 18, 2400. ✓ Department- or Division-specific training should be offered by Public Works, e.g., CAD or other technical training. ✓ Request that the City provide generic training, e.g., communications or program/project management. Page 4 of 6 p o •►lS �2 Provide adequate funding and allow time for truning, education, and development opponunities necessary to maintain employee competencies. ✓ The Department shouldpay for training, education, and development opponunities specific to current job assignment. ✓ The Department should establish a departmental training budget to cover employees' cross-division training to move across Divisional lines. ✓ The Department should pay for employee training, education, and development that allows employees to move within a series or from one series to another, e.g., technician to become an engineer. ✓ Continue to use City tuition reimbursement where applicabie. ■ Fi�ad ways to develop employees, thus increasing their individual competency and value to the organization. ✓ Opportunities aze availabie for mobility assignments, special project assignments, or rotation within the Department. Rotation is seen as a more systematic approach, with an established time period, to gain experience in multiple Divisions. Mobility assignments are seen as being more employee driven and could be for longer periods of time depending upon the assignment or special project undertaken. Perfora►ance 1Ylanagement The Managing Ciry Operations Team recenfly recommended to Mayor Norm Coleman that the City undertake an intensive "Perfoimauce ManagemenP' approach within all City Departments to reduce spending and increase productivity. The compektive environment we work in demands that attention be focused on managing job performance. This means performance management is more than simply filling out an annual performance evaluation. Performance management is instead focused on the management responsibilities of pianning, observing, evaluating, developing measurements, and job performance ind'acatars. The development of core competencies is a crifical component to improve effectiveness, e�ciency, and productivity within Public Works. The question before us then becomes how individual and or�anizational competencies are woven into a performance management system. The CE Competency Working Group has developed a set of shared competencies, which we believe should he impiemented across the Department, while emphasizing specific aspects of civil engineer positions. As Public Works strives to unpiement the Succession and Workforce Pian, it will be important to weave the work done by this Work Group into the work proposed for Task 3.3 Establish a Perfornzance Management System within Public Works -(Medium Priority) and Task 2.6 Develop Ways to Measure and Incorporate Competencies into the Performance Management Page 5 of 6 � ` oo-U.S'1 System -(Lowest Priority). Because the competencies are being adapted step-by-step for each job class series, the Working Group suggests that Perfora�auce Management, as defined by Task 3.3 and 2_6, be implemented as competencies are developed for the various classifications. ■ Educate Managers and Civil Engineers on the Competency MatriA and train Managers on how to incorporate competencies into performance reviews. ■ Incorporate competencies into "Annual Employee Performance Evaluations" used within Public Works. ✓ Use the core competencies identified in the Civil Engineer 7ob Family Competency Matrix dated July 18, 2000 to revamp the Performance Evaluations. ✓ Each Civil Engineer within Public VJarks should have an annual competency development planning discussion as part of their perfonnance evaluation. This discussion would include areas to attaisi/maintain competency for current position, and/or a discussion of how to attain future competency. When hoiding these annual discussions with employees, use competency evaluation data from the Competency Review Panel if that is available Dated: Ju1Y 18, 2000 G:�Shared�BC�WPFILES�LEEFIL,ES�PUB W K510ECompetency. W oddngGroupkomp, model.document71800.wpd Page 6 of 6 Oo -\\S'L 0 ° o N 0 t� T �`�`. � � � � u O .� y Y d � � 0. 0 �U 0. � e � y � W .4 ti d fi .� W .> U � C .� W y '�a U G � re 'm ti ai Q� . m ti � cJ u> 9 9 'O � � ._.+ � � C C d Gw v w O' m G �.�'. =�ci .a�i = o a �^ �� v W N .� '� . � 'v a w - p u 'o � • W! X O F A C�' N O 9 E y O m ' 'D � N :.� O a � 9 d cE ?... `�F O �. ..�� N ' '� '=J N N. iO N � a'S U� T m C �� d. > yr �'ao'eu E=_ o cv ° E .s. w Aa.2aE��°3 � - v�. C • �, � Q Ly ,s c S m a A N= �'p aJ y T �,y N q � y m `v C v c G,,, `o �� m ❑ v � a n�� v o 3 _C o c A � ° . ° K ' :? °^�° .��. •'� N O �� i O yL J . W: m W G y ca"ci..�`+.-." � � w�en o G ` � � o � � 3 1" � .. w m id � p'� p C p ' U N N N N�' V' v� o a� .«C, >'8 y ' � O N a�i "� N'O O O � U G Vl Q O u 0. 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G O O `J A G V pp ua G � L O N� '",' .p . �a F m o o ku 'go" c W o� "..^'�.� A � -� � 7 o a m � 3 " `m Y °�='a � :3 0. � e m m .,. C °..! x 3 o m� a o a � 3 '.� ,c `e c E . c .J N. W' o �> �� w a�i 3 o v � W " u€'� o t o P. en c 'a{" o o. ° a '� �>� � �� a� 4 � � n G m c �'� c ` c a c �; 3 0. � 3 ,_� `_U: c c°� °r �` ` wE �u ca" G m �' ��R �w m , -lC � c m =' � s � o ° oo `sJ C = c d o y r"i, p ' :° m �t ° u _ = 'c �3 i�a � F w p O N m C'� O 4 N G. V p h N p L p� N p� � v. � .`d _.�. .:_ a m a �`0 6 m a ,�i �o `"6 W m S a, 4 c 0: m � � m P 6 m `�' CJ 0 N e 4 John Shockley Oo -\\S�}, Publie Works' Succession and Work Force Plan A Progress Report: Phase I— Recommendations � on the H ighest Priority Tasks )uly 31, 2000 Saekground and Introduction Oo -1\S'i In the Spring of 1999, Public Works Diredor Tom Eggum contacted the Oiiice oi Human Resources seekina assisiance with Succession Planning for the Department oi Public Works. Speculation was that targe numbers oi senior siaif would be Veaving the organization within the nea'i Tive to ien years. Public Works established a P(anning Project Team consisting of: Bob Norrisberger (Project Leader for PVJ), Tom Eggum, Dan Haak, Bob Sandquist, and Don Sobania. Human Resources formed a four-member Team to support the planning, implementation, and evaluation phases oi the Sutcession Planning project, namely: Consultants Lee Turchin (Project Leader for HR), Susan Moore, Mark Robertson, and Michele Stegal f. The Project Team began its planning work sessions on May 25, 1999. The Team's project goal was to design, develop, and implement a system to manage human resource issues in the area of succession planning. Their charge was to develop a written Action Pfan identi'rying the human resources issues and proposing strategies for addressing the issues identified by )uJy 30, 1999. The following are the principles used in the development of the tasks identified in the Action Plan: • Assume that there wiil be no increase in generai fund revenues and fittle or no service rate increases to address this issue. • Focus on areasltitles impacted by large percentage of potential retirements within identified time span(s). • Expect that an Action Plan will be developed and implemented prior to "succession plan" FTEs feaving the organization, e.g., changes in titles, recruitment, and training. • Elements or an Action Plan may be applied throughout the organization. Incorporate Compete Saint Paul initiatives into the Succession Planning process. • Presume th2t no permanent additional staff increases will occur in the ruture: - may transfer FTEs between Divisions temporarily or permanently, - reconfigure current positions, or - implement apprentice programs, bringing staff on board before retirements occur. The Project Planning Team experienced significant evolutionary thinking as they developed our strategies for the future. Initialfy, they anticipated the focus would be driven by succession planning because of impending retirements over the next five years. However, as the Project Team delved into this project, they discovered three important aspects of future p4anning that are crit'scal to Public Works. First, in order to project what our tuture staffing needs might be, it became critical to know what the future Work Plan for Pubiic Works looks like as the department makes the transition from the present situation to 2005 and beyond. Second, based on the department's view of the future and the competitive environment they are facing, what competencies will Public Works current and future employees be expected to have, and how many staff will be needed? The answer to these questions, become the work force planning component outlined in the plan. (nterestingly enough, the belief is that as the department goes about the business of building or enhancing their business systems, they wiU prov'sde developmental opportunities ror many of the current staff. Third, given the present and iuture competitive environment, what system enhancemenis will Public Works staff need to be more competitive — make better decisions, complete projects faster, and continue to produce quality product and services? The team identified some possible business systems as part of this work plan_ The Project Planning Team developed a planning document that attempts to integrate these three criticai planning aspects into a workabVe plan of action for Public Works. The "Succession and Work Force Plan, Succession Planning Team Report" was completed on )uly 30, 1499• The report identified twenty-four tasks to be undertaken. Although eacfi of these tasks is important, due to the number of tasks and the excensive resources needed to compfe[e the tasks (requiring extensive emp(oyee participation and commitmen� the Succession Pianning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accomplished between November 7999 and May 2001 in Phase D, Medium ito be accomplished between June 2001 and December 20�2 in Phase 11), and Lowest (to be accomp{ished )anuary 2003 and June 2004 irt Phase Itl.? Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" ar�d inc(uded in Phase I oi impiementation of the Succession and Work Force Plan. HR ConsuttantTeam Turchin, Shockley, Moore Robertson, Stegall Goal R1, Defining Pubiic Y✓ork's �u2ure:2405-2470 Co-leatle5: Maczko, Mueiler AdviSOrs: Pearson, Puchreiter �ublic Works' Succession and Work Force Plan Future Services w 5ervices � a"' �T . W �. � �: Future Organizing Task 1.4; Flewbility Goai �2, Empioyee Devetopment Plan Codeaders: tC. Neison, Conley Ativisors: Ruoert. Shetka, Wam � � �� Future Piesent Hiring Staffing BTraining r Staffing �ask23: Needs flecruitmertt Task 24: MobiliN! Rotanon Ri.a.�:� 4 �f�i� �r��z�_ . � . . RecruitmeM - Task 1 3 PartnersNps - . TaSk 12 E,mansion �.'� Task 28: Consultants Task2i0: Training Task 2.9: MenMring Pfanning Team Eggum, Haak, Hortis6ecger, SandquisF, Sobania Goal #3, Asset ManagemeM Systems Co-leatlers: St Martn, M. Mil ,tivisors: Erichson, SCuhfeltl. Li Pertormance Y: Growth Task 2.7: ras+; z.z DevelapmeM ; Management Systems Ta4k 32: Maintenanc ldanagemer � iask3. Projec[ �� Managemei ` �a5k 3.4: GIS - Manageme� Task Z6 App2isa7 3 � Third, given the present and tuture competitive environment, what systerra enhancements will Public � b-� WorScs staff need to be more competitive — make better decisions, complete projects faste ; and continue to produce quality product and ->ervices? The team identified some possible business systems as part oi this work plan. The Project Planning Team developed a planning document that attempts to int arate these three critical pl-anning aspects into a workable plan oi action ior Public Works. The "Successian and Work Force Ptan, Suctession Pfanning Team Report" was comple*.ed on )uiy 30, 1999. The report identiiied twenty-four tasks to be undertaken Although each of these tasks is impoctant, due to the number of taslcs and the extensive resources needed to complete the tasks (requiring excensive employee participation and commitment) the Succession Planning Team determined that the tasks should be phased over a five year period. The twenty-four tasks were assigned a"Priority"- Highest (to be accompfished between November 1999 and May 2001 in Phase D, Medium (to be accomplished between )une 2001 and December 2002 in Phase iD, and Lowest (ta be accomp{ished )anuary 2003 and June 2004 in Phase III_) Goal Leaders, Task Leaders and Senior Managers were then assigned to the seven tasks designated as "Highest Priority" and inc(uded in Phase I of impiementation of the Succession and Work Force Plan. HR ConsultantTeam Turchin, Shociciey, Moore Aobertson, Stegati Goal #t, Uefining PubEic Woric's Future: 2005 - 2010 Co-IeadeB: MaC2ko. Mueiler Atlwsors: Pearson, Puchreite� Fu[ure Services � Task 7.7: y Secvices W L a � ` �.. , -�, _ - Task 1.3: S aattnerships � -. �......:.: ` _ �� Task1.2 t=%@�..`-.�. �ion i�ubiic Works' Succ�ssion araci Woric ForcE Plan Future Organizing TaSk 1.4: FBw6ility Goai R2, Employee Deveiopment Pian Co-leatle[s: K. Nelson, Conley Advisors: Aupert, Shetka, Wam �'�� Ftrture Present Hiring Staffing &haining Planning Team Eggum, Haak, Hortisberger, Sandquist, Sobania Gaal #3, Asset Managemerit Systems Co-leaders: St Martin. M. Milier Ad��sors: Erichson, Kuhfetd, luet Perfortnance & Growth asrt �.o. TaSk2.3: >tatfing Recuitment Neetls Task 2.3: ' Recruitment Task ZtQ: Training ManagemeM S/stems Task2.t: Tazh32: :ompetencies Maintenarx Manageme R �:._ .i`s. ' � _ E�: ,__' Task3:t: Pro}ect .^,�.�� k Manageme �� Task22 � � ":=� De�NapmerR : ' - . � ,� iasK3.4: "� GIS Task 3.3: -'- Manageme perfortnance _ - _ Managemertt �• - � Ta5k2E .- � Appra�5ai - _ -- TaSk 28: ConSUttants TasK 2.9: Mer�ring 2 00 -\�5'? Phase i— Recommendation Reports or� i-ligh�st Priority �asks: The rollowina is a summary oi recommendations submitted by the various work groups assigned to the seven tasks designated as "Highest Priority" and induded in Phase I o{ implementation oi the Succession and Work Force Plan. The full reports from each working aroup is available in a separate publication. Task 1. �: ldentify full=range of Pu6lic Works services. 3ask 1.1, "�uture Services", recommendafion report datad March, 2000. Goaf Leader: john Maczko and Joe Mueller. Task Leaders: Mike Klassen and Eriks Ludins. Working Group Members: Dan Bartholic, Bruce Beese, Lou Contoneo, Dan Naak and Denny Moody. Recommendafions: • That the cost accounting system task receive a higher priority. Cost accounting is necessary to evaluate whether deQartment is providing efFicient, high quality services. Upon completion of cost accounting/benefit oT services system, promote and market our services. • Explore opportunities to provide outside services. • Expand existing services being provided to private sector by using multi-media technology to promote and market the services. • Complete, operate and maintain our GIS. • Expaod efforts to review management and design practices to assure we provide services in the best manor possible. • Complete a maintenance management system. • Several division specific services were identified for efimination or modification: Get out of body shop/painting operations in Equipment Services. Review need to continue rubbish truck inspections; collect fee if service is continued. Eliminate changeable message signs. Fask 7.4: Deeide on flexibie organizationai structure needecf. Task 1.4, "Organizaiional Structures", recommendafion report dated April 25, 2000. Goal Leader: )ohn Maczko and Joe Mueller. Task Leaders: Boots Mundahl and Pat Byrne. Working Group Members: Mike Sattier, Joyce Bluel, Tom Kuhfeld, Bruce Riebe, and John )ansky. Recommendations: • Transitions e{forts need to be coordinated, planned and directed bv existing CE IV's along with the d i rector. • Mentoring existing employees and transfer of responsibilities (to iiii potential senior levei retiree positions) snould star[ now. • Develop more effective partnerships and stronger teamwork within Public Works. 3"ask 1.4 Recommendations confinued • More emphasis/major commitment to staff training and development. • New sta�ng should start now. Two organizational sYructures were presented: •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the administration area. •"Modified Strudure"- features a centralized engineering division_ Tas1c 1.5: Identefy fufure staffing needs. 3ask 1.5, "�uture Staffing Levels For The �eQartment of Public Works", recommendation report dated 9une 29, 2000. Goai Leader: John Maczko and )oe Mueller; Task Leaders: Paul Kurtz, Bruce Riebe and Ken Taiilon_ Working Group Members: larry Lueth and Pat Byme. Overview of issues considered: • Current Ievel of diverse work force is appropriate (diverse defined as the variety of titles utiiized, not the affirmative action definition as it applies to protected classes) • Current levet of staffing appropriate for the services, although implementation of different work practices and new technologies (i-e. GIS) may facilitate present quality with a smaller work force_ • Creation of "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skills as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements sfiou(d occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an actua( retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should indude incentives for diversification of skilis_ • Create a"Grants Writer" position in the departme�t_ � Task 1.4 Recommendations confinued • More emphasis/ma}or commitment to staff iraining and development. • New sta�ng should siart now. Two organizational struc'iures were presented: ��,��5'1 •"Enhanced Current Structure"- is basically our present organization structure with some reorganization in the adminis�ation area. •"Modified Structure"- features a centralized engineering division_ Task 1.5: ldentify future sfaffing ne�ds. Task 1.5, "Future Staifing Levels For The Departmeni of Public Works", recommendation report daterl June 29, 2000. Goat leader: John Maczka and )oe Mueffer; Tasic Leaders: Pauf Kurtz, Sruce Riebe a�d Ken Taillon. Working Group Members: Larry Lueth and Pat Byrne. Overview of issues considered: • Current level of diverse work force is appropriate (diverse defined as the variety of tities utilized, not the affirmative adion definition as it appfies to protected dasses) • Current level oi staffing appropriate for the services, although implementation of different work pradices and new technologies (i.e. GiS} may facilitate present quality with a smai(er work force_ • Creation o£ "hybrid" engineer/technician positions not necessary; rather offer hybrid training and skiiis as competencies. • Expect that technologies will continue to change the way we work_ • Potential retirements, replacements should occur prior to retirements. Identified a need to capture the knowledge of retirees by training successors. Recammendations: • Replace retirements as needed, with the replacements being trained in over a period of months before an adual retirement. • Utilize retirees as seasonal backup and for peak workloads as needed. • Competency requirements, such as manadated certification or adaption of new computer technologies, should incfude incentives for diversification of skiils. • Create a"Grants Writer" position in the department_ 0 0 0 -��s'i Task 2.1: Establish a compefency-based system, initially for engineers and terhnicians. Task 2J, Compe#�ncy Working Group- Engineering Series, recommendation report dated April 15, 2000 �oat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Fom Stadsklev and Anne Weber. Working Groap Members: Bruce Elder, Mike Kassan, 7om Kuhfeid, John Maczko, Don Sobania, and Bill Vos. Consultants: john Shockley and Lee Turchin, Human Resources. Recommendafions: The following is Attachment "A" of this group's report which summarizes their recommendation. Competency E � Systems Recommendation #t: Use compeiencies as �e basis for future training, education, and development, recmdmeM antl selectioq antl performznce management within PubDC � waKS. Using Competency- Based Systems Recommendation #2: Establish one set of sharetl competencies io� Ne entire Pubtic Works osgasur�tion. Administrative Structure Hiring/Promotions and Testing Training, Etlucation, and Recommendation #t: Recommendation #�: Devetopment (TED) Establish a three�member Competency Revrew Panel (CtiP) within Public Works. � Recommendation #2: Create Opemtlng Guide0ne5 to direct the d¢libemtions of the Panei. Recommendation #3: Convene the CFP reguisAy. Recommendation #4: Utif¢e ihe Civil Service Commissian lo appeal ac06ns of the Competenc/ fteview eparci. Use the CE Competency Matrix to hire and promote Civii Engmeers. Recommendation #2: Replace the current job specs witti the Matnx. Recommentlation #3: Develop antl utilize a weightetl competency evaluanons system for CEs W esiabiish a curteM list of promotionai pntlidates Recommendation #4: Use pass/fail testing for promotional posi4ons. Recommendation #1: Ensure that training and aevelopment is offered. Recommendation #2: Provitle atlequate funding for TED. Recommendation #3: Pintl ways m tlevelop employees Errvisioning the Future Recommentlafion #�: Maintain five levei5 ofi Civil Engmeer — CE I -ASS�stant City Engineer. Recommendation #2: Assume that atl CivA Engineers curtentty meet Me compefency Ievei tleiined in the CE Matrix dated April 15, 2000. Performance Management Reeommendation ift: Educate Managers and Civil En9meers on Ne Matr& arM train how to incoryorate iMO perfortnance reviews. Recommendation #2: Revamp curtentperiormance evaluations. Preparetl by. lse Tumhin and John ShockiBy nPm u. zoao Attachment "A" The implementation phase of the Working Groups recommendations is now progressing. A"Civil Engineer }ob family Competency Matrix" and draft Memo of Agreements are being reviewed by the affected bargaining representatives, PEA and SPSO. Extra work added: City Engineer competencies 5 Task 2.1: E�ablish a compefency-6aserl system, ineiiatly for engineers and fechnicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Coniey and Kevin Nelson. Task Leaders: Duane )agiello and Cecify Schurhamer. Working Group Mernbers: Bruce Elder, Mike Kassan, Tom Kuhfeld, John Maczko, Kevin Nelson, Don Sobania, Tom Stadsklev, Bill Uos and Anne Webec Consultants: John Shockley and Lee Turchin, Human Resources. An initial meeting of the Technicians Working Group was held on August 1, 2000. Task 2.3: Identify a 3-5 year strategy to recruit and statf fhe Public Works organization. Tasic 2.3_ Recruitment, recommendation report dated 2/74(00 Goat Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamilton. Working Group Members: tarry Ackerman, Marlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qualifications of tf�e Engineering Aide I and Engineering Aide 11 classifications to enable a broader range of candidates to quali'ry. *The recommended changes were imp[emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; Ciry Web page) Outside advertisements (Newspaper/radro ads; schoo! 6u!letin boards; City Web page) Career days; career seminars; job fairs Career councilors (high schoo(s) Human Resources Department • Establish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs_ 0 Task 2.1: Esfablish a competency-based sysfem, initially for engineers and b0 �d�.7� technicians. Task 2.1, Competency Working Group- Technician/Aide Series. Goai Leaders: Dave Conley and Kevin Nelson. Task Leaders: Duane )agieilo and Cecily Schurhamer. Worlcing Group Members: Bruce Elder, Mike Kassan, Tom Kuhzeld,lohn ;�laczko, Kevin Nelson, Don Sobania, Tom Stadskiev, Bill Vos and Anne Webec Consuitants: John Shockley and �ee Turchin, Human Resources. An initial meeting oi the Technicians bVorking Group was held on August 1, 2�00. Task 2.3: Identify a 3-5 year strategy to recruif and staff the Public Works organization. Task 2.3. Recruitment, recommendation report dated 2/7?/00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamiiton. Working Group Members: Larry Ackerman, Ntarlys Fisher, Mike Kassan, Mary Beth Riebe, Leon Pearson and Ed Warn. Recommendations: • Proposed changes in the minimum qua(ifications of the Engineering Aide I and Engineering Aide II classifications to enable a broader range of candidates to quali`ry. *The recommended changes were imp(emented by the Office of Human Resources in )anuary 2000. • Establish a recruitment toolbag: In-house advertisements (e-mail; bulletin boards; City Web page) Outside advertisemenis (Newspaper/radio ads; school bulletin boards; City Web page) Career days; career seminars; }ob fairs Career councilors (high schoois) Human Resources Department • Esiablish a recruitment group involving a recruitment manager and divisional recruitment representatives to meet, review and plan for staffing needs. �ask 2.4: Prarnvte rotateon schedule For new hires and exisfing staff. �� Task 2.4, Mobility and Rofa6on, r�commendation report dated 5/4J00 Goal Leaders: Dave Conley and Kevin Nelson. Task Leaders: Lisa Falk and Bob Hamifton. Virorking Group Members: Larry Ackerman, Marlys Fisher, Mike Kassan, f�ary Beth Riebe, Leon Pearson and Ed Wam_ Recommendation: • Establish a rotation program covering entry level Engineering Aide t and it, Public Works Technician I and Civil Engineer 1. To include assignments of 3 to 6 months in various ciivisions. • A volunteer advisor to be assigned to each new employee in the rotation, to assist the employee and iacilitate the employee/s learning about the department. *in }une/)uly three Eng+neering Aide lPs, one Engineering Aide 1 and o�e Civil Engineer 1 were hired and are in their first phase of the rotation program. Task 3.2: Develop a ful!-+ntegrated and automated rnaintenance managernent system (MMS). Task 3.2, Maintenance Management System (MMS), recommendation report dated 6/S/00 Goal Leaders: Paui St. Martin and Mike �Vtillec Task Leaders: Karl Johnson and 1im Crudo. Wocking Group Members: Gary Erichson, Dan Bartholic, Leon Pearson, Rick Person, Dick Rupert, )im Vanderhoof and Ed Hally. Recommendations: • The Maintenance Management Warkgroup should become a steering committee, to oversee the development and track MMS developed by each division. Ensure ihat MMS divisional efforts are coordinated. The main component of a MMS is the physical inventory of infrastructure systems, the database for this inventory will consist of two parts: "Shared" information should be tied to a G15 and must be accurate, up to ciate and availabVe on-line to all divisions, and "Divisional" information to be used by division for their Maintenance Management activities. • Each division wil( investigate and study implementation of a MMS for the infrastructure they maintain, reporting back to steering committee_ • A pilot project should undertaken immediately. • Lighting Maintenance Management (LNiM) system to be updated from Sybase to Oracle. Investigate tying LMM co GIS, cost accounting, work orders, crew scheduling, and resident generated complaints. • For implementation of a"shared" physical inventory and additional MMS components, one time funding is needed for conversion or impfemencation of a MMS operating system. 7 A Continuing Process... This report summarizes the recommendations submitted by the various work groups assigned to the seven tasks designated as "!-tighest Priority" and included in Phase ! of implementation of the Succession and Work Force Plan. The work of these employee groups has resulted in severa( changes made in how the department manages and evaluates its engineering and technica� staff including: • a rotation program for ali new engineers • a rotation program for all new engineering aides • competency requirements for engineers We stili have the remaining seventeen identified tasks to be accomplished over the next four years in Phases !i and !I!. As this process continues, one thing is very clear. That is — as work on one task pragresses, another task can come to light. Information gathered on one issue can give rise to questions about another issue. So the process, like the department, evolves. And, when it is all said and done, the Pubiic Works Department of the future will be able to continue to operate and provide services effectively under solid leadership. ' 0 A Co�tinuing Process... ��fli5� This reporc summarizes fhe recommendations submitted by the various work groups assigned to the seven :aslcs designated as "Highest Priority" and included in Phase ! of impiementation oi the Succession and Work Force Pfan. The work oi these employee groups has resufted in several chanaes made in how the department manages anct evaluates its engineering and technical saff induding: • a rotation program for all new engineers • a rotation program for al� new engineering aides • competency requirements for engineers We stiii have the remaining seventeen identified tasks to be accomplished over the next £our years in Phases 11 and Iil. As this process continues, one thing is very clear. That is — as work on one task progresses, another task can come to light. Inr`ormation gathered on one issue can give rise to questions about another issue_ So the process, like the department, evolves. And, when it is ali said and done, the Public Works Department of the future wiil be able to continue io operate and provide services effectively under solid leadership. 0