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02-1149Council File # C Z�\1 t�� Green Sheet # 200102 RESOI.UTION CITY OF SAINT PAUL, MINNESOTA ' g' Presented Refened To CAmmittee Date 1 An Administrative Resolution approving, in accordance with Civil Service 2 Rule S.A.6, a pilot project called, the LIEP Competency Modeling Project 3 LIEP Inspector I, II, and III, and the accompanying letter of agreement with 4 the AFSCME Technical Bargaining Unit, Local #1842, which govern the 5 implementation and administration ofthis pilot project. 6 WHEREAS, the Office of License Inspection and Environmental Protection (LIEP) has deternuned 7 that a competency-based job classification system is required to better meet succession and workforce planning needs, to eliminate issues regarding appropriate classification of positions, and to provide for more flexibility in making employee duty assignments, and 10 WHEREAS, the Office ofLiEP conducted a collaborative process with participation by i l representatives ofemployees and management, with facilitation provided by the Office ofHuman Resources, 12 and, 13 WHEREAS, that process has developed a new competency-based job classification and compensation 14 system consisting ofLIEP Inspector I, II, and III, to replace six existing job classifications, and 15 WHEREAS, an administrative system and procedures were also developed for this new classification 16 system designed to provide more flexibility in making duty assignments and filling vacancies based on 17 employee-demonstrated competencies rather than on narrowly-defined class specifications, and 18 WHEREAS, this new system and procedure was designed to better support the vision and mission 19 of the Office of LIEP, and Page i of 3 � �.-��`1.°1 20 WfiEREAS, the Office ofAuman Resources conducted interviews with the affected employees and 21 management personnel in order to validate the competencies and determine appropriate competency 22 classification level ofLIEP inspection employees, and 23 WFIEREAS, the Office of Human Resources has applied the City's job evaluation system and 24 deternvned appropriate compensation for the new LIEP Inspector I, II, and III classifications, and 26 WHEREAS,CivilServiceRule8.A.6,permitstheHumanResourcesDirectortoconductpilotand/or 26 research projects designed to enhance recruitment, selection, employee career development programs, and 27 the refenal andfor appointment process for filling City positions, and 28 WFIEREAS, the City of Saint Paul Office ofAuman Resources and AFSCME Technical #1842, 29 representing the employees in the job classifications affected by the Competency Modeling Project LIEP 30 Inspector I, II and III, have met and agreed upon implementation of the pilot project and haue agreed 31 upon the modification of certain Civil Service Rules in the administration of this pilot project, now therefore, 32 be it 33 RESOLVED, that the City Council of the City of Saint Paul hereby approves the attached 34 Letter ofAgreement governing the administration ofthe Competency Modeling Project LIEP Inspector I, II, 35 and III, and be it 36 FURTHER RESOLVED, that the effective date of this pilot project shall be December 14, 2002, 37 and be it 38 FURTHER RESOLVED, that said pilot project shall expire three years following the passage and 39 approval of this resolution unless action is taken othenvise prior to the expiration date, and be it Page 2 of 3 V��L�� ,� 41 FINALLX RESOLVED, that the Office ofHuman Resources and the Office ofLIEP shall submit a final report to the City Council, three months prior to the expiration of the pilot project period. Yeas Nays Absent� Benanav � Blakey Bostrom ,/ Coleman i / Harris � Lantry � Reiter � � O t Adopted by Council: Dated Q� i� ��o� Adoption Certified by Council Secretary By: \l � a- � � ��r----' ��..�-�- �� . Requested by Department of Page 3 of 3 Office �Hum h eso rces �' � � � �' f B . � f �:. �� DEPARTMENf/OFFICFJCOUNCIL: DATE INIT3ATID .Gitr.EN� SHEET NO.: ZOOIOZ �� ° Office of I�iunan Resources ' Office ofLIEP 11/20/OZ �Z'�� CONTAGT PE[tSON & PHONE: q �.- A7'E II�TiTAtIDATE 3ohn Shockley (266-6482)O ��,,�,� � (� . a�r�. Roger Curtis (266-9413) �� ,��, �,� M[JSf BE ON COUNCII. AGENDA BY (DATE) g�� flNpNCfAI¢RVDIR FfNANCfAL4RV/ACCl6 As soon as possible. °�� 3w.voRC��a TOTAL # OF SIGNATUREPAGES 1 (CL1P ALL LOCATIONS FOR SIG3iATURE) acrcox x�uESrm: Approval of a pilot,projeebtided "Competency Modeling Project LIEP Inspector I; II, and IIP' and accompanying letter of agreement. — RECO2�RAEN9AEON5: Approve (A) ceReject(R) Y�� SFRYSC£ CONS7tACTSffi[JS!' ANSR'£RTHEFOLSAN'1lAG QU£ST[ONS: . (8,� P�fumavawakedwderacantlx[forthudepemneM? _PLANNIlSGCOMhIISSION r�p( ]es No _cmcoNavnnES ��QS� z.HastA�a•�r{¢��vaneeuedryaq��oy«� CNII, SERViCE COMMISSION � �' Yes No V*/� DoesthmP�^�6tmpoum+aalv7 _ ` � '�`� es No �„ 4 IsUtiapersoNfitmaimge[edvendat? " ��s� Yea No Erylaiv dl yes aoswen on xpctate slleef a1W itteth to gf¢en Sfieet INiTIATING PROBLEM, ISSUE, OPPORI'[7NITY (WMq W1�at, Wheq Where, WAy): TIlB O�ICB Of L1CCI]S8Ii1S(10CYIOIIS 3T1d E11V1LO11IClet]Y3� Protection (LIEP) requested that a competency base3 classification and compensarion system be established for the license inspecrion posirions. Curreqtly, there-aze"six different classes of positions perfornring license inspection activities. The reasons for establishing the new system was to ensure adequate future staffing; eliminate issues regarding appropriate classification of inspection positians, and to provide more flexibility in making duty assignmeTtts. Aiso, the new system would provide more cleazly deSned requirements for promo6on, successful job performance, and help in determining what development and training should be undertaken to meet those }ob requirements. A LIEP Inspector Competency Working Group was convened. This working group developed the attached Competency Modeling ProjecE for the LIEP Inspectoi job family: This is a pilot project, in accordance with Civil Service Rule 8.A.6., which is also attached. It has a duration of three yeazs. nnvArrrncES i� arrxovEn: The pilot project will enable the Office oF LIEP to use the'developed cpmpetencies as the basis for future selection (bo#h hiring and promotionsj,,training. educarion and development, recruitment, and performance management. This system also establishes an administrative structure that allows LIEP to datermine emploqee competency and maintain ongoing lists of employees eligible for promorion, resulting in future vacancies to be filled more quickly. DISADVANTAGES IP APPROVED: NOT1C. � visAnva�^rnces iF NoT arrxovEV:. The goals and objectives of the Office of LIEP regarding, appropriate posirion classificarion, fle�ble dury assignments, workforce planning, training; and performance management may not be met. roTnt.anqonrrroFrx�sncr�oN: There are additional��gs,�sy�� D s project. � VL COST/REVENiJE BUDGETED: Yes Nuv 2 0 2002 FUNDING SOURCE: G`�� A'i"TQRNEY ACTIVITY NUMBER: ' FINANCLAL INFQRMATION: (EXPLAIN) G:\Shazed�IIIt-Competencies�Pilot.ProjectslI:IEP.PiIot�L,IEP Pilot GREENSHT.WPD 2002 Letter of Agzeement 0�..\\y.� In accordance with Civil Service Rule 8.A..6, goveraing the implezmezitation of Human Resources pilot proj ects, the City of Stint Paul (City) and the American Federarion of State, Couaty, and Municipal EmQloyees (AFSCME) Couacil # 14, Techni�al #1842 hereby state �hai they have met and discussed t't�e proposed piiot pmject de: cn'Sed - ,'.a t�`e a�a�.°a d��:�a:s"'S �� `��°�petency Modeling Projeat T IEP Inspector F, II, atld III" dated November 13, 2001 and the "LZEP Inspector 7ob Family Competency Matrix" dated October, 2001. The City aad AFSCNI� agree that the pilot pmj ect shall apply tq those employees of tkze Office of Liconsc Snspacrion and Bnvirozuxtental Protection (LIEP} who hold gositions allocated to IJEP Yaspector I, �, and III and tivho are represented by AFSCME. The City azid AF$CME agrse that tbe £ollowing Civil Sexvice Rules and Salary Plan and Xtates of Compensarion proceduxes, as madified, shall be used in the . admiz�istration ofthis pilot pzoject: 1. Civil Service Rnie 6.B (ExamiAation Contents) shall ellow qualifying exarninations, c.g., pass/�ail for promotion candidates instead of for only original entrants. This rule, as modified, shall be used oniy for examinations used to determine elia ble candidates for promotional vacancies in positions allocated to tha LIEP 7nspector I, II, and Il( classes in the O#�"iCe of L7EP. Z. Civii Service Rute 7(Eligible Lists) shall allow for promotion eligible lists established for LJEP Inspectaz I, II, and III vacancies im the Office of LIEP to remaan in effect indefinitely. 3. Section I. �(Advancement In Sa�sxy} of ths Salary Plaa and Rates af Compensation shali not a��»ly to employees in positions allooated ta She LIF,P Inspector I, II and III ciasses in the Office of LIEP. Instead, for each 1040 hours an employee allocated to such classes has appeared oa tho payroll s/he may be ganted a ste� increase of one step up to and including step 9 of the salary ranges established for Ehe LIEP Inspector I, TI and III classes. If said cmployee hds appeared on the payroll five yeazs, then s/he may be granted one step inczease up to and including step 9 of the satary tanges established £or such classes. If said employee has appeazed on the payroll seven �ears, s/he may be �az�xed a one step increcse up to and including step 10 of the salazy ranges established for such classes. Tea, fiReen, twenty, and twenty-five year step xncreases, as defined in the Salary Flan and Rates of Comgensatien Section I. E., Subsections {d}(e)(flaad (�), shall conrinue to apply to employees for posifions allocated to the LTEF Inspet4or I, II, and ITT classes. Also, Subsection (h), regazdin8 effective dates of such step increases sha1l continue to apply. Tt is also agreed that grievances arising frorn tertns and condidons of employment in the City of Saint paul Civil Service Rules and Satazy Plan and Rate ef Compensetion shali comtinue to be processed through the ptocedure outlined in the current c4llective bargairung agreezr�eat between the City and P,F5CIVIE. Any gievanoas arising from allege3 violations of the procadures estabUshed in said pilot ptaject sktall be sebject to the Civil Sezvice grievance procedLZe. T-Iowevez, because both parties aclmawledge that the City retains its inherent managerial rights td evaluate and selecE stafE, aay connams regazding the substantive detemunations af the Competency Review Panel shall be appealed to the Civii Servioe Commissian as outlined i», the November 13, 2001 Competeney Model.ib.g Project LIEP Tnspector I, II, and III document. o�..��y.� It is furthet agreed Shat ieviews by the Ci.ty and AF'SCM:E shall occui at six-month intervals. The reviews aze for the purpose of assessino how the implemeutation process�a � a9 �eat is ATOVember 13, 2002 CompetencyMcdelingPzojectl.3EP 3nspeoforl, II, progrgssin�. C �� , �i ; � � Angie ezny , Human Resources Director � -` Terry altizaer Assistant Labor Relations Dizector asera: 11 � � 1 � ° Z � � ,��.��... 'cks B ss Repxesentative � j, (–o �— �g 'x' hnical #1842 , ,1 "(Qd,t,{,�. � �i �4�SG ► obm Madsen, Prasi �� j o Z AFSCME Technieal 42 C:W ocumencs and Sctcings\zangtlar.600�Y.ocal Settings\Twp�C.ettcr e! Agreeme�� amended 10•30-0; AFSCME.epd TOTAL P.04 o �.-��y.y Ciiy of Saint Qffice of License, Inspections and Environmentat Protection (I,IEP) Competency Modeling Project LIEP Inspector I, II, and III Defining Competencies/Competency-Based Systems Competencies aze the knowledge, skills, abilifies, chazacterisfics, attributes, and_behaviors associated with successful performance on the job. Some examples are problem solving, analytical thinkiug, and leadership. Competency-based classification systems allow organizations to move beyond the oid "box" on the organizafional chart which was a strict set of duties defining a job. Competencies promote more flexibility in assignments and keep up with constant change in the variety of work. They also allow the organization to develop other human resource systems, such as employee development, recruitment and selection, and performance management. In September of 2001, the Office of License, Inspection and Environmental Protection (LIEP) requested that work be concluded on the establishment of a competency based classification and compensation system. This new system will affect posi6ons currendy allocated to the License and Pernut Aide, Zoning Aide, License Enforcement Auditor, License and Pernut Inspector, 5enior License Inspector, and Zoning Specialist classes. The reasons for establishing the new classification system are to ensure adequate future staffing, eliminate issues regarding appropriate classification of LIEP inspection positions, and to provide more flexibility in making duty assignments. Also, such a system will provide more clearly defined career ladder requirements, as well as the requirements for successful job performance, and help in determining what development and training should be undertaken to meet those job requirements. As a result of the request, a LIEP Inspector Working Group was convened. Its charge was to develop the competencies and an implementa6on plan for a new LIEP Inspector 7ob Family (class series). The Working Group has completed its chazge and recommends the following: ■ Establish the following set of shared competencies for LIEP Inspector positions: Technical Expertise; Project and Program Management, Prioritization, and Planning; Problem Solving/Decision Making/Enforcement; Communications; Customer Service; and Teamwork, Management, and Leadership. Management may want to considered usin� these shared competencies in developing competency based job classification systems for other positions within the Office of LIEP. ■ Use competencies as the basis for future training, education, development, recruitment, selection, and performance management within LIEP. ■ Establish an administrative struchue to determine individual competency and allocate Page 1 of 7 oa.-��`�`� current positions into the levels in the new job family, develop individual competency, determine eligibility for internal promotion, and determine competency for evaluation of individual performance, which is ouUined in the next section of this document. Envisioning the Fature Determining what the L,IEP Inspector Job Family of positions should look like was a challenge. The Working Group focused its efforts upon defining success as a LIEP Inspector. How do we go about defining what would constitute competency as an inspector, and how do we ensure that LIEP Inspector employees will be successful in the foreseeable future? There is an understanding that LIEP Inspector jobs aze di�cult and could well become more difficult in the future due to the changing business environment resulting from economic unceftainty. The Working Group made the following assumptions as part of their work: ■ That implementation of the new LIEP Inspector Competency System will be a Pilot Project as defined under Civil Service Rule 8.A.6 (see attached). ■ That this Pilot Project will last up to three yeazs with the Pilot project being reviewed annually as to its success and continuation. Factors used in measuring success will include inspector and management satisfaction surveys, a review of employee turnover, and a review of program performance factors. ■ That there be established a team of LIEP Inspectors and Managers to oversee the success of the Pilot Project, who will make recommendations for system improvements when needed, and provide progress reports to the City Council and the LIEP Director. ■ That, at this time, the existing six different classes of inspectors will be reduced to three. ■ That all current incumbent License and Permit Aides, Zoning Aides, License Enforcement Auditors, License and Pernut Inspectors, Senior License Inspectors, and Zoning Specialists who currently meet one of the competency levels defined in the aitached LIEP Inspector Job Family Competency Matrix dated October, 2001, will have their position allocated to the level of LIEP Inspector conesponding to their level of competency. ■ That no incumbent will have their salary reduced as a result of the unplementation of the new system. ■ That the job classes created as a result tlus project are replacing job classes cturenfly assigned to the AFSCME Technical bazgaining unit. No bargaining unit change is anticipated. Page 2 of 7 ■ That no employee's posifion will be initially allocated to a job family level that is in a � y„1,1y,� lower pay grade than that assigned lris or her current position classification. If an employee dces not meet the zequired competencies for a job family level with the same grade and pay level that the employee currenfly holds, a training and development plan will be put in place to provide the employee with the opportunity to acquire those competencies. A reasonable time frazne for attaining the required competencies will be established. ■ Pay grades, for the new LIEP Inspector Tob Family Levels will be determined by Human Resources staff using the standard City job evaluation and analysis system. The new pay grades will have additional steps, that will offer employees an opportunity for faster salary advancement, based on their job performance. ■ That Human Resources staff and appropriate managemenUsupervisory personnel will deternune inifial allocation of current incumbents into the new LIEP Inspector Job Family levels and an appropriate appeals process will be established. Using Competency-Based Systems How will transition to the new system be administered? Following the uansition, how will the system be maintained? Who will do the ongoing competency evaluations? How often will they be done? What organizational structure is necessary to effectively administer the competency system that has been developed? What other systems should be linked to the competencies developed? The Working Group addresses these questions in their recommendataons found in this section of the report. Transition To The New System ■ Initial assignment of staff to the LIEP Inspector 7ob Family leveis will be based upon the employee's competency level and current duties/responsibilities as well as current class title of the employee's position. ■ A competency and job content ques6onnaire will be developed by Human Resources and distributed to staff in the ciasses affected by the project. ■ Human Resources staff will review the questionnaire and conduct job study interviews with each staff inember and selected supervisors. ■ An initial deternunation and summary study report will be developed for each position. ■ Employees may appeal the initial deternrination to the Human Resources Duector for further consideration. Continuing disputes regazding the initial determination will be reviewed by a three member panel made up of a LIEP Management representative, a representative of the LIEP Inspectors whose position is not in dispute, and a representative of the Office of Human Resources who has not studied the position in question. The opinion of two of the tl�ree member panel shall constitute the final deternunation. ■ Seniority, of employees in the new classes will be detemuned using existing principles Page 3 of 7 b�..- �� set forth in Civil Service Rules 8.A.2. covering noncompetifive promotion, or reallocation, and 8.A.5, covering senioriry when two or more titles aze combined into one new tiUe (see attached). ■ It is understood that final implementation of a Human Resources determination may or may not be implemented by management. However, if management finds that unplementation is not possible, then Human Resources will assist management in restructuring affected positions to ensure duty assignments match compensation levels. Ongoing Administrative Structure ■ Establish a three member Competency Review Boazd (CRB) within the Office of LIEP. Composition of the three member panel is recommended to be comprised of: one supervisor, and two LIEP Inspectors of the same or higher level than the position or posifions being evaluated. . ■ Create Operating Guidelines to direct the deliberafions of the Competency Review Board. The Working Group reviewed the Administrative Guidelines developed for the Civii Engineering Competency Review Board and drafted similar guidelines, which are attached. ■ Convene the CRB regulazly, or as frequenfly as necessary. ✓ The convener of the Boazd should be the Human Resources (HR) Liaison for the Office of LIEP (to be detemuned). The HR Liaison will configure the board with LIEP Inspectors and supervisors at the appropriate levels who will be asked to serve as boazd members. ✓ The HR Liaison will keep a record of the Competency Review Board's competency determinations, maintaining a current list of internal promotional candidates for future LIEP Inspector position vacancies. ✓ Employees will be responsible for producing evidence associated with demonsuation of competency such as education, certificates, and registrations, etc. ✓ Competency Certificauon, once aclueved, will remain current until the Competency Matrix is revised and new requirements are added. ✓ When revisions to the Competency Matrix aze contemplated, the Working Group recommends that an affected-employee group be brought together to review the proposed revisions. This group should include union representation. ✓ Have the Competency Review Board use a four-point, 75% pass/fail rating Page 4 of 7 oa.- `�`l�, scale.(See Attached example of the Civil Engineer N Competency Rating form). ✓ The two reasons for convening the Competency Review Boazd are: 1. A LIEP Inspector position(s) vacancy becomes available within the Office. 2. Employees may make a request for certification review when they believe they have attained the required competency. The Board will meet at sis month intervals to review such requests. Provide a feedback process for employees regazding the Competency Review Boazd's deternvnations, so that an employee will know what specifically to work on in order to achieve competency. The HR Liaison wIll provide this feedback to employees on behalf of the Boazd members. Ensure that an appeal process is in place for employees to use when necessary. It is further agreed that grievances arising from terms and condifions of employment in the City of Saint Paul Civil Service Rules and Salary Plan and Rate of Compensation shall continue to be processed through the procedure outlined in the current collective bargaining agreement between the City and AFSCME. Any grievances arising from alleaed violations of the procedures established in said pilot project shall aiso be subject to the aforementioned �ievance procedure. However, because both parties acknowledge that the City retains its inherent managerial rights to evaluate and select staff, any concerns regazding the substantive deternrinations of the Competency Review Board sha11 be appealed to the Civil Service Commission. Hiring/Promotions and Testing The Working Group agrees that the Office of LIEP should adhere to the certificauon process outlined for both new hires and promotional applicants. There is a belief that the level and complexity of the screening and testing for entry-level hires and current employees should be differentiated. These differences aze outlined below. Promotion, using the competency matrix, is not automatic. Promotion, as has been the case in the past, remains a management decision. Management deternrines that a vacancy exists and a decision to fill that position is made by management. ■ Use the October, 2001 LIEP Inspector Job Family Competency Matrix developed by the Working Group to hire and promote LIEP Inspectors. ■ Replace the current Classification Specifications with the LIEP Inspector Job Family Competency Matrix developed by the Office of LIEP and Human Resources. Hirin� from the outside, either entry level hiring or hiring at higher levels of the LIEP Inspector Job Family if no candidates are available internally, should be done by the Office of Human Resources using minimum qualifications established for each LIEP Page 5 of 7 o�.-��y.`` Inspector level by the Pilot Project Oversight Team and the Office of Human Resources. Promoting from within, shall be done based upon the Competency Review Board's competency certification recommendations and the selected testing methodology. The Working Group suggests that the testing methodology for internat candidates would include a training and experience evaluation and may include an oral interview and/or presentation. ■ Develop and utilize a competency evaluation system for L.IEP Inspectors to establish a list of promotional candidates. ■ Consider the use of passlfail testing for promotional positions. This may require modification of the Civil Service Rules through a Memorandum of Agreement. Training, Education, and Development (TED) Training, Education and Development (TED) is a shazed responsibility of employees and managers with a dual focus on individual development planning and succession planning. Using the competencies developed by the Working Group as a guide, employees and managers can collaborate on Individual Development Plans (IDPS) for each of the employees affected by this project (See attached example). The purpose will be to enhance employee strengths an identify ways to work on azeas for improvement. Human Resources will provide detailed consulting PerFormance Management In the Spring of 2000, the Managing City Operations Team recommended to Mayor Norm Coleman that the City undertake an intensive "Performance ManagemenY' approach within all City Departments to reduce spending and increase productiviry. The competitive environment we work in demands that attenuon be focused on managing job performance. The focus of this project should be on performance management rather than performance appraisal. That is getting results rather than filling out a form. This may include but not be limited to: ■ Developing clear, measurable and agreed upon performance criteria. ■ Developing an expectauons contract ■ Having weekly brief informal objecflve checks. ■ Having monthly progress meetings ■ Conducting quarterly performance reviews. ■ All of these processes and procedures wIll be based upon the agreed upon competencies. Page 6 of 7 oy�� Dated: November 13, ZA01 G:\S6azed�HR-Competencies�PilotProjeculLIEP.Pilot\L.IEP.comp.model.dacwcen[.112001.wpd Page 7 of 7 b�.-�� • Classification Study Report April 15, 2002 LIEP Inspector Competency Project Classes Studied: i. License and Permit Aide 2. Zoning Aide 3. License and Permit Inspector 4. Licenselnspector 5. Zoning Specialist 6. License Enforcement Auditor Incumbeats: 1. Margaret M. Fuller 2. Cynthia A. Skally 3. Jeffre}° W. Fischbach 4. YaYa Diatta 5. Richard W. Jents 6. Reid A. Soley 7. Thomas W. Beach 8. John T. Hardw•ick 9. Jefire�• J. Ha«•kins 10. Iiristina L. Schweinler I 1. Da�•id H. Nelmark Studied by: John Shockley Steve C'��inar Date Studied: April 3, 2002 Pessoas Contacted: All incumbents were interviewed. Managers Christine Rozek and Wendy Lane were also interviewed. Backgrouad: In early 2001 The Office of LIEP contracted with The Office of Human Resources for a Pilot Project to create a competency based system to replace the s'u� titles listed above. A Task Force was created to write LIEP Inspector competencies and make recommendations to the LIEP Director. A project pian was developed including time lines and deliverables. The project plan was approved by the LIEP Director in the Fali of 2001. b a--\�"l� `� The oeerali purpose of this study is to create a competency based system for eleven LIEP Inspectors. The results will be improved accuracy of job classification and compensation, to provide a basis for accurate and fair performance management and to aid the o�ce of LIEP in succession planning, promotion and hiring. Study Componeats: 1. Creation of Task Force: The Task Force and Charter were created to guide the process. (see attached) 2. Completion of Competencies: A LIEP Inspector Job Family Competency Matrix was completed in October of 2001. It w�as constructed so that each competency buids upon the others as the class series progresses. Eight shared competencies were identified at three levels ( LIEP Inspector I, LIEP Inspector II and LIEP Inspector III) for a total of 24 competency statements 3. Competenc}� Ouestionnaire: A customized Job Profile uas created specifically for this study. 4. The Competenc5• Questionnaire was completed by the eleven incumbents. 5. The Competency Questionnaires were reviewed and analyzed by the HR Consuitants for their preliminary findings. 6. Each incumbent was interviewed by the HR Consultants, 7. The two Managers were interviewed by the HR Consultants. 8. Ail data, both anecdotal and statistical were analyzed and reviewed by the HR Consultants. 9. Quantitative Evaluation System analysis of the three levels was conducted by the HR Consultants. 10. Appropriate ailocation of the eleven incumbents in six tities was made to the tri-level Competency System. 11. Appropriate Compensation was assigned based upon comparison with other positions in bargaining unit 02 Technical and using the latest comparable worth information. o �..��y,`l 3. 12. Final recommendations will be made to the LIEP Director in April, 2002. Job Descriptioa: The tri-level competency matrix reflects eight competency areas: 1. Technicai Expertise (legal requirements) 2. Technicai Expertise (practices, policies and procedures) 3. Technica] Expertise (technology) 4. Project and Program Management, Prioritization and Pianning 5. Problem Solving, Decision Making, Enforcement 6. Communication 7. Customer Sen�ice 8. Team�•ork, Management and Leadership The eraluation factors studied were determined to be at increasingly higher and more complex le��els as the positions progress from LIEP Inspector J to LIEP Inspector III. This was particularly evident in the factors of Knowledge Required, Effects of Action, Mental Effort, Amount of Discretion and Impact on Policies and Procedures. QES Aaalysis: Allocation of QES Points are as follows: 1. L]EP Inspector I- 1515 Points 2. LIEP Inspector II- 1865 Points 3. LIEP Inspector III- 2175 Points p �._��1.� . G� Recommendations: The HR Consultants recommend the following: 1. Allocation of the eleven incumbents to the following new classifications: L1EP Ins ector 1: C�nthia A. Skally LIEP Inspector II: Jeffrey W. Fischbach, Margaret M. �ller, YaYa Diatta, Richard W. Jents, Reid A. Soley, David H. Nelmark LIEP Inspector III: Thomas W. Beach, John T. Hardwick. Kristina L. Schweinler, Jeffre}' J. Ha� The HR Consultants recommend the following pay grades and extended ranges: LIEP Inspector I: Grade 28 Start(1) 6 mo(2j lyr(3) 1.5yr(4) 2yr(5� 2.5y:(6) 3yr�7) 3.5yr�8) 1211.14 1258.13 1312.21 133926 1366.31 1386.1 1405:9� 1447.25 4yr�9) 7yr�30) l0yz(11) 15yr(12y 20yz(13f 25yr{14) iG 88.53 1507.91 1527.29 1590.78 1607.77 1624.77 LIEP Inspector II: Grades 36 Start(1) 6mo�2► lyr(3) 1.5pz(4) 2pr(5) 2.Syr(6) 3pz(7) 3.5yr(8� 1479.15 154 3.73 1610.77 1646.01 1681.25 1718. $5 1756.46 1796.42 4yz�9) 7yr(10) lOyr(11) 15yr(12) 20yz�13y 25yr(14� 1836.39 1861.08 1885.78 1965.32 1982.31 1999.30 LIEP Iaspector III: Gzades 42 Start(1) 6mo(2� lpr(3j 1.5pr(4) 2yr(5) 2.Spr(6) 3pr(?) 3.5pr�8) 1729.47 1808.18 1888.14 1929.27 1970.40 2014.47 2058.54 2105.54 4yr(9) 7yr(!O) lOyz�ll) 15prt12y 2flyr�13) 25yr(14) 2152.54 2182.50 2212.47 2305.29 2322.29 2339.27 . o�.--��y. . ' S. 2. Implementation of this Pilot Project shouid begin as soon as possible for a period of three years. 3. The spstem shouid be used for compensation, performance management, recruitment and selection, promotion and succession planning. 4. The Pilot Project should be evaluated based upon criteria to be established. Evaluations to take place every six months. 5. Each evaluation should include modifications to the system as needed based upon pre-established criteria. 6. At the conclusion of the Pilot Project the application of this system to other sections of the Office of LIEP should be considered to achieve greater consistency throughout the office. Sec08 Civil Service Rules Page 2 of 5 fly._\�`� result ofplanned management action. This authorization may occur only ifthe incumbent has performed the cririca] duties of the higher position for one year or more, meets the minimum qualifications, has promotion rights, and has demonsuated satisfactory performance in their position. 8.A.3. Vacant positions shall be filled from a promotion eligible list or from a list of promotion eligibles on an open list in the following manner: The O�ce ofHuman Resources shall certify to the appointing o�cer a list of eligibles which shall include the top 3 eligibles, plus the top 3 eligibles from the appointing division plus ties. If the top 3 certified etigibles ace from the appointing division, no further names shalt be certified. If the top 3 certified eligibles are not from the appointing division, then the certification shall be expanded to include the required number of eligibles from the appointing division. The term 'division' used in t6is 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 are considered to be divisions of the Mayor's Office; Human and Civil Rights; O�ce of Human Resources. For the purpose of this provision, Legislative Operating shall be considered a separate department; Fire Equipment Services shall be considered a division of the Fire and Safety Services Department, the Bepartment ofPublic Works shail be considered as one division, the Departmeni of Planning and Economic Development shal] be considered as one division, and the Department ofFinance and Management shall be considered as one division. S.A.4. Section 8.A.3 shall not app(y to titles represented by the Professional Employees bargaining unit or the Professiona] Supervisory Employees bargaining unit. 8.A.5. When two or more tit{es are combined into a new title, the Director may authorize the appointing authority to appoint affected employees to the new title without further competitive testing as long as they have been certified to one of the titles being combined, and they meet the minimum qualifications for the new ritle. Seniority will be determined in accordance with Section 22 Layoff. 8.A.6. The Human Resources Director may conduct pilot and/or research projects designed to enhance recruitment, selection, experimental leaming placements, pre-entry training programs, employee career development programs, inclusive of apprenticeship, and on-the job training programs, referral and/or appointment processes for the filling of City positions. The Human Resources Director, prior to taking any employment action in the above referenced pilot and/or research pro,jects, shall obtain the approval of the Mayor and if approved, obtain the consent of the Council. Notice to the affected bargaining units shall be given and at such time, the bargaining units have the right to discuss their http:/lwww.ci.stpaul.mn.us/depts/humres/csrules/sec08.htm I 1/14/2002 Sec08 Civil Service Rules Page 3 of 5 e�.-��y,1 issues as well as present recommendations for changes in the project. Notice to the City Counci] wili be given for review and subsequent approval/denial of the project. Wsitten documentation shail be provided hy the Human Resources Director for review prior to approval. Documentation shall include the followi;�g: a. Assurance that the proposal does not supplant existing certified employees. b. Identification of Civil Service Rules affected by the proposal, if any. c. Participants in programs will be certified, having a probationary period, involved in structured training and will be provided an out placement referral service. d. Classificafions created through the proposaf will be assigned to the appropriate bargaining unit as per our present policy and procedures. e. It is recognized that any affect on terrns and conditions of employment are subject to negotiations. f. Pilot employment projects will be in accordance with State and Federal laws and/or regulations and the Saint Paul City Charter. g. Reference to the City Poiicy Objectives sought to be served by the pilot andlor 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 time period as specified for the project. A project will not exceed a 3-yeaz time span. An evaluation report is to be submitted to the Mayor and Council within 3-months of the end of the project. S.B.1. Vacant positions shali be filled from an original entrance list in the following manner: 8.B.l.a. Vacancy Filled From An Original Entrance List Single vacancy from a requisition shall be filled as follows: FOR LISTS HAVING TWENTY (20) OR FEWER ELIGIBLES The Office of Human Resources shail certify to the appointing authority the three (3) highest scoring eligibles from the list, p]us ties. In addition, the Office of Auman Resources shali certify to the appointing authority the three (3) highest scoring eligibles, plus ties, in each protected-class group. The appointing authority may appoint any eligible so certified. FOR LISTS HAVII�G MORE THAN TWENTY (20) ELIGIBLES http:1/www.ci.stpaul.mn.us/depts/humres/csrules/secOB.htm 11/14/2002 .w O N s. '� O y u O � a` x tl� C �p C � r. U > � W a� C ��'.' � O � V � � m � a �w oi y � � N Q La � � u a O � Gzl � ; � � a c ti G -�».' � 3 m v` mF= v c x ° -o �c o = o.�. '29 . C o v m o�$a .�.�i � W�y .� R L R O N�� C O V N d pp C Q C v � i � �.-:.` 'm T p � N � 3 a iO = o° o m y C `- � o s m� � A ,•� u`a. .°� v° yOm ➢"+o"s °vm k o^fl, mEy o� ,_� �:3 m:G' c v ,t,� � p� c E c o `� i h= � a`o c a ^O '��Yy�SX � ^ C e TU 00 p, T O � L ��' y ... 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