02-1153Council File # d?-��53
j Green Sheet # 200103
RESOLUTION
CITY OF SAlNT PAUL, MINNESOTA
Presented by
Re£erred To
RESOLVED, that the following pay grade 28L be established in the Salary Schedule for Bargaining
Unit 02, AFSCME Technical, in the Salary Plan and Rates of Compensation:
1
2
3
4
5
6
�
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
A
(1)
1211.14
H
144725
�
B
�2)
1258.13
I
1488.53
C
�
1312.21
7yr.
(10)
1507.91
D
(4)
133926
10 yr.
(11)
152729
E
(5)
136631
IS yr.
(12)
1590.78
F
(6)
1386.10
20 yr.
(13)
1607.77
Committee Date
G
��)
1405.97
25 yr.
(14)
1624.77
FURTHER RESOLVED, that the following pay grade 36L be established in the Salary Schedule for
Bazgaining Unit 02, AFSCME Technical, in the Salary Plan and Rates of Compensation:
A
(1)
1479.15
H
�
1796.42
$
�2)
1543.73
I
(9)
183639
C
(3)
1610.77
7 yr.
(10)
1861.08
D
(4)
1646.01
10 yr.
(11)
1885.78
E
(5)
168125
15 yr.
(12)
1965.32
F
(6)
1718.85
20 yr.
(13)
1982.31
G
��)
1756.46
25 yr.
(14)
199930
FURTHER RESOLVED, that the following pay grade 42L be established in the Salary Schedule for
Bargaining Unit 02, AFSCME Technicai, in the Salary Plan and Rates of Compensation:
A
(1)
1729.47
H
�
2105.54
B
�2)
1808.18
I
(9)
2152.54
C
(3)
1888.14
7 yr.
(10)
2182.50
D
(4)
1929.27
10 yr.
(11)
2212.47
E
(5)
1970.40
15 yr.
(12)
230529
F
(6)
2014.47
20 yr.
(13)
232229
G
��)
2058.54
25 yr.
(14)
233927
FURTHER RESOLVED, that the rate of pay for the classification ofLIEP Inspector T be that as set
forth in Grade 28L ofBargaining Unit 02, AFSCME Technical Salary Schedule, in the Salary Plan and Rates
of Compensation and be it,
Page 1 of 2
O�-��53
29 FURTf�R 12ESOLVED, that the rate of pay for the classification ofLIEP Inspector II be that as set
30 forth in Grade 36L ofBargaining Unit 02, AFSCME Technical Salary Schedule in the Salary Plan and Rates
31 of Compensation and be it,
32
33
34
35
FURTHER RESOLVED, that the rates of pay for the classificarion of LIEP Inspector III be that as
set forth in Grade 42L ofBargaining Unit 02, AFSCME Technical Salary Schedule in the Salary Plan and
Rates of Compensation and be it,
FTNAI,LY RESOLVED, the effective date of this resolution shall be December 14, 2002.
Yeas Na s Absent
Benanav �
Blakey �
Bostrom i /
Coleman i /
Harris ,/
Lantry �/
Reiter L /
�o D \
Adopted by Council: Dated fl�__\� 2-a o a..—
r
Adoption Certified by Council Secretary
BY� � "?�– t� _.�--m�..._�
� ��
��
Requested by Department of.
Office o uma� �Resources
{
n f �
B : �� �
Form Approved by City Attorney
Bv: � �
n _.�
�: N
DEPARTMENt/OFFiCF1COUNCIL: DATE ll`IITIATID GREEN SHEET xo: 2oolos ���
Office of Human Resources Q l..\�S �
Office ofLIEP 11/20/02
CONTACf PIItSON & PHONE: � .�7E Ilvl7fALDAlE
John Shockley (266-6482)� ,�anm�r Dm � , a,sca,rsu.
Roger Curtis (266-9013) ,�c�v Zan arca�ac
NUMBERFOR
MOSfBEONCOUNQLAGENDA BY@ATE� RoUTING ���,�,�vppi ��a,�y�q��
As soon as possible. 01 ��
" 3MAYOR(ORASR.)
TOTAL # OF SIGNATURE PAGES_I .._- (CLIP ALL LOCATIONS FOR SIGNATURh)
ncrtox x�c�scEO: Approval of the attached Administrative Resolution establishing the rates of pay for the classes tided
LIEPlnspector I, II, and III. Tlris is a companion resolution to the "Competency Modeling Project LIEP Inspector I, II,
and III." -
RECOM�NDARONS: Apprwe (A) wRe�eu(%) YERSONALSERVICE CONIRACt'S DfUSL ANSVVERTHE FOIdAWPiG Q77ESI(ON&
l. Huth'spenou�famevawakedimderacovhaUfor6udepartnert?
PLANNINGCOMI�9SSION Ya No
CIDCOMbIlITEE ' 2. Haathispmw/�mevcbemeciryemployee?
QVII. SII2ViCE COMMISSION Yes No
3. DoesHiiape`wNfimipas�nseslall�wtvomallYP�bY�'��°°�°RS�P�°Y«�
Yo No
4. Is Utis Peiw+✓Imn eta`geted vmdoY./
Ya No
— Erylaie all yes aenven w aepanfe aheet a�M altscA to green sheet
IHITIATING PROBLEM, ISSi7F OPPORTUKITY (4VAo, WM1ai, When, 4Vhere, wn The Office of License Inspections and Environmental
Protection (LIEP) aequested that a competency based classification and compensation system be estalalished for the license
inspection positions. Currently, there aze six different classes of positions performing license inspection activiries. The
reasons for establishing the new system was to ensure adequate future staffing, eliminate issues regazdin$ appropriate
classification of inspection positions, and to provide more flexibility in making dyty assignmenfs. Algo, the new system
would provide more cleazly defined requirements for promotion, successful job performance, and help in determining
what development and training should be uhdertaken to meet those job raquirements. A LIEP Inspector Competency
Working Crroup was convened. Ttus working group developed the attached Competency Modeling Project for die LIEP
Inspector job family: This is a pilot project, in accordance' with Civil Service Rule 8.A.6., which is atso attached. It has a
duration of three yeazs.
nnvnn*rncES iF wrraoven: The pilot project will enable the Office of LIEP to use the developed competencies as the basis
for future selecrion (both hiring and promotions), training, education and development, recruihnent, and performance
management This system also establishes an administrative structure #hat allows LIEP to determine employee
competency and maintain ongoing lists of employees eligible for promorion, resulting in future vacancies to, be filled more
quickly.
DISADVANI'AGES IF APPROVED: NOT10.
vcsnuvwNrncES � NoT nrrxovm:. The goals and objectives of the Office of LIEP regazding apjiropriate position -
classification, fle�ble dury assignments, workforce planning, trainin$, and performance management may not be met.
rorat �oun^r oF rxa�vsacrtox: See attached �� e � ��
RECEIV�t� �
COSTlREVENLTE BUDGETED: Yes ���' — � dOOP
Nov 2 p 2002
FUNDING $OURCE: C''� A 1 1 ORIYEY ACTIVITY NUMBER:
FINANCIAL INFORMATION: (EXPLAII� �
G:\Shazed�IIIt-Competencies�Pilot.Projects�I.IEP.Pilot�L,IEP Pilot Rates GREENSHT .wpd
` Classificatioa Study Report �
LIEP Iaspector Competency Project
Classes Studied:
l.
2.
3.
4.
5.
6.
License and Permit Aide
Zoning Aide
License and Permit Inspector
LicenseInspector
Zoning Specialist
License Enforcement Auditor
Incumbeats:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10
11
Margaret M. Fuller
C�nthia A. Skally
Jeffrey W. Fischbach
YaYa Diatta
Richard W. Jents
Reid A. Soley
Thomas W. Beach
John T. Hardwick
Jeffrey J. Hawkins
Kristina L. Schweinler
Da��id H. Nelmark
Studied by:
John Shockley
Steve Cvinar
Date Studied: April 3, 2002
o�.-��s'�
April 15, 2Q02
Persons Coatacted: 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 six titles listed
above. A Task Force was created to write LIEP Inspector competencies and make
recommendations to the LIEP Director. A project plan was developed including time
lines and deliverables. The project plan was approved by the LIEP Director in the
Fall of 2001.
o �_��s 3
2.
The overall purpose of tr�is 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 offlce of LIEP in succession pianning, promotion and
hiring.
Study Components:
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 compieted in October of
2001. It was 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. Competencv Ouestionnaire:
A customized Job Profile was created specifically for this study.
4. The Competency Questionnaire was completed by the eleven incumbents.
5. The Competency Questionnaires were reviewed and analyzed by the HR
Consultants for their preliminary findings.
6. Each incumbent was interviewed by the HR Consultants,
7. The two Managers were interviewed by the HR Consultants.
8. All 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 si�c titles 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 Z -��53
� 3.
12. Final recommendations wili be made to the LIEP Director in April,
2002.
Job Description:
The tri-level competency matrix reflects eight competency areas:
l. Technical Expertise (legal requirements)
2. Technical Expertise (practices, policies and procedures)
3. Technical Expertise (technology)
4. Project and Program Management, Prioritization and Planning
5. Problem Solving, Decision Making, Enforcement
6. Communication
7. Customer Service
8. Teamwork, Management and Leadership
The evaluation factors studied were determined to be at increasingly higher and
more complex levels as the positions progress from LIEP Inspector I to LIEP
Inspector III. This was particularly evident in the factors of Knowiedge Required,
Effects of Action, Mental Effort, Amount of Discretion and Impact on Policies and
Procedures.
QES Analysis:
Allocation of QES Points are as follows:
1. LIEP Inspector I- 1515 Points
2. LIEP Inspector II- 1865 Points
3. LIEP Inspector III- 2175 Points
O,. -��3
� 4.
Recommendations:
The HR Consultants recommend the foilowing:
l. Allocation of the eleven incumbents to the following new classifications:
LIEP Inspector I: C�nthia A. Skally
LIEP Insnector II: Jeffrey W. Fischbach, Margaret M. Fuller, YaYa Diatta, Richard
W. Jents, Reid A. Soley, David H. Nelmark
LIEP Inspector III: Thomas W. Beach, John T. Hardwick. Kristina L. Schweinler,
Jeffrey J. Hawkins
The HR Consultants recommend the following pay grades and extended ranges:
LIEP Inspector I: Grade 28
Start(1) 6 mo(2) lyr(3) 1.5yr�4) 2yr(5) 2.5yr�6) 3yr(7) 3.5yr�8)
1211.14 1258.13 1312.21 1339.26 1366.31 1386.1 1405.97 1447.25
4yr(9) 7yr�10) l0yr(11) 15yr(12) 20yr(13) �25yr(I4)
1488.53 1507.91 1527.29 1590.78 1607.77 1624.77
LIEP Inspector II: Grades 36
Start(I) 6mo(2) lyr(3� 1.5pr�4� 2yr(5) 2.5yr�6� 3yr+7� 3.5pr(8)
1479.15 1543.73 1610.77 1646.01 1681.25 1718.85 1756.46 1796.42
4yr(9) 7yr(10) l0yr(11) 15yr(12) 20yr�13) 25yr(14�
1836.39 1861.08 1885.78 1965.32 1982.31 1999.30
LIEP Inspector III: Grades 42
Start(1) 6mo(2) lyr�3) 1.5yr(4) 2yr(5) 2.5yr(6) 3yr(7) 3.5yr(8)
1729.47 1808.18 1888.14 1929.27 1970.40 2014.47 2058.54 2105.54
4yr(9) 7yr(10) lOyr(11) 15yr�12) 20yr�13) 25yr(14)
2152.54 2182.50 2212.47 2305.29 2322.29 2339.27
�
0 a -\�.s�
5.
2. Implementation of this Pilot Project should begin as soon as possible for a
period of three years.
3. The system should be used for compensation, performance management,
recruitment and selection, promotion and succession pianning.
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.
2002 Letter of Agxeement
In accordance with Ci,�il Setvice Rule 8.A,.6, go'vemiag the implezz�entation of Human Resources
pilot projects, the City of Saizrt Paul (City) and the American Federarion of 5tate, County, a�d
Ivtuzueipal Employees (AFSCME) Council #14, '�echnical #1842 hereby state that they have met
and discussed ihe proposed pziaf prnject descr`�e3 ;a u e a�ta: he� �x�:men*s �:rip� " �4+n�6XCIlG}t
Ivlodelin� Project LIEP L�sgector I, II, a�d III" dated Novembez 13, 200i and the "LIEP InsPector
7ob Family Competency Matrix" dated October, 2041. The City a,nd AFSCME agrae that the
pilot project shall apply to those employees of the Office of License Inspection and
$nvirozitx'iental Protection (LIEP) who hold positions aIloclted to LIEP Tnspector I, �, and III and
who aze represented by AFSCME. The City azid AFSGME agree that fhe foIIowing Civil Sezvice
Rules and Salary Plan aod �iates of Compensarion procedures, as modified, shatl be used in the .
adzmanistr'ation of this pilot pzoj ect:
1. Civit Service Rnle S.B (Examanation Contents) shall a1Jow qualifying examinat�ons,
c.g., pass/�dii for promorian candidates instead of for only origzz�.a] enh'ants. This nzle, as
modified, shall be used only for examinations used ta determine eligible candidates for
proznotiqnal vacancies in positions allocated to the LTEP Inspector I, II, and I��f classes in
the Offite of L1EP.
2. Civil Sez Rule 7(Eligible Lists) shail allow for promotion elid ble lists established
for LIEP Inspectox Z, II, and III vacancies ixz the Office of LIEP to remai�a in effect
indefinitely.
oa-��.53
3. Section T. �(Advancement In Sa�sry} af the SaIary Plaa and Rates af Campensation
shall not zp�ly to employees in positions allocaxed to ihe LIEP Iuspector T, TT and III
classes in the Office of LIEP. Instead, for each 1040 hours an employee allocated to such
classes has appeared on the payroll s/he ma.y be granted a step increase of one step up to
and ineluding step 9 of the salary ranges established £or the LIEP Inspector I, TI and III
cIasses. If said employee h3s appeared on the payroll five yeazs, then s/he may be ganted
one step in.cxease up to and including step 9 o£the salary ranges established for such
classes. If said employee kas appeazed on the payroll seven years, s/he may be �azxted a
one step inerease up to and including step 10 of the salary ranges established for such
classes. Ten, fiReen, twenty, and tt�'entY-five yeaz step inczeases, as defiaed in the 5alary
Plan and Rates of Catz�gensation Section I. E., Subsecrions (d)(e)(flaad (g), shall conrinue
to apply to employees foz positions allocated to the LIEP Inspecfor I, II, and ItT clssses.
Also, 5ubsectiozz (h), regardiag effecrive dates of such step increases shall eontinu� to
apply.
Tt is also agreed that grievances arising $om terms and condirions of emp]cyment in the City of
Saint paul Civii Service i2ules and Salary Plan azid Rate of Compensation shail continue to be
processed through the procedure outlined in the cuizent collective hazgaining agreezn�t between
the City and AFSCME. tlny grievances arising from alleged violations of the pmcedwes
establisne$ uZ said pi:at p:c}ect s�xaIl be ethject±e #he Civi1 Sezvice grievznce procedere.
T3owevez, because both parties aclmowledge that the City retains i.ts i.nherent managerial rights to
evaluate and select staff, any concems regazding the substanfive determi.narions of the
Competency IZeview Panel s�aall be appealed to tha Civil Servioe Commission as outlined ib. the
November 13, 2001 Competency ModeJaz�g Pzoject LIEP Inspector I, II, and III dooument.
6�--��S �
It is furthet agreed that reviews by the City and AP'SCM� shall occuz at six-month intervals. The
reviews axe for the purpose of assessing how the implemeutation �rocess outiined in the
Ilqvember 13, 2002 Competency Modeling Pzbject I IEP Inspettot` I, II, and TII document is
progr�ssmg.
C �1� .^� -�
Angie lezny ` �
�Iuman Resources Director
r -�—
Terry altizxer
Assistant Labor Relations A'ueetor
Dated: I I� 1 � l° �'
�, ` (��v��-�—
'cks B s Representative �(-l-o a
[�ES x hnical #I842
� E' r �2 1"�4C�$rs 11
obmMadsen, Presi �� �. D Z
AFSCME Technieal 42
C:Wocuments and SetGng5�,5ngf1ar,000�'[.oeal Settingy\Temp�T.etter o! Agreement amended 10•30-0;. AFSCME.wpd
TOTAL P.04
o a.-��5�
City of Saint Of,�'zce of License, Inspecrions and Environmental Protection (LIEP)
Competency Modeling Project
LIEP Inspector I, II, and III
Defining CompetencieslCompetency-Based Systems
Competencies are the l�owledge, skills, abilities, chazacteris6cs, amibutes, and behaviors
associated with successful performance on the job. Some examples aze problem solving,
analytical thinking, and leadership.
Competency-based classification systems allow organizations to move beyond the old "box"
on the organizational chart which was a strict set of duties defining a job. Competencies promote
more fleacibiliry in assignments and keep up with constant chauge in the variery of work. They
also allow the organization to develop other human resource systems, such as employee
development, recruitment and selec6on, and performance management.
In September of 2001, the Office of License, Inspecfion 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 positions currenfly allocated to the License
and Pemut Aide, Zoning Aide, License Enforcement Auditor, License and Pernut Inspector,
Senior License Inspector, and Zoning Specialist classes. The reasons for establishing the new
classification system aze to ensure adequate future staffing, eliminate issues regazding
appropriate classification of LIEP inspection positions, and to provide more flexibility in making
duty assignments. Also, such a system will provide mare clearly defined cazeer ladder
requirements, as well as the requirements for successful job performance, and help in
deternuning what development and training should be undertaken to meet those job
requirements.
As a result of the request, a LIEP Inspector Workin� Group was convened. Its charge was to
develop the competencies and an implementation plan for a new LIEP Inspector Job Family
(class series). The Working Group has completed its charge and recommends the following:
Establish the following set of shared competencies for LIEP Inspector posirions:
Technical Expertise; Project and Program Management, Prioritization, and Planning;
Problem Solving/Decision Making/Enforcement; Communicafions; Customer Service;
and Teamwork, Management, and Leadership. Management may want to considered
using these shared competencies in developinQ competency based job classification
systems for other positions within the Off'ice of LIEP.
Use competencies as the basis for future training, education, development, recruihnent,
selection, and perfomiance management within LIEP.
Establish an administrative structure to determine individual competency and allocate
Page 1 of 7
o i-��5 �
current positions into the leveis in the new job family, develop individual competency,
determine eligibility for intemal promotion, and determine competency for evaluation of
individual performance, which is outlined in the next section of this document.
Envisioning the Future
Determining what the LIEP Inspector 7ob 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 L1EP Inspector jobs aze di�cult and could well become more difficult in the
future due to the changing business environment resulting from economic uncertainty.
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 satisfacuon 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 unprovements when
needed, and provide progress reports to the Ciry Council and the LIEP Director.
■ That, at this time, the elcisting six different classes of inspectors will be reduced to three.
■ That all current incumbent License and Pernut Aides, Zoning Aides, License
Enforcement Auditors, License and Pernut Inspectors, Senior License Inspectors, and
Zoning 3pecialists who currently meet one of the competency levels defined in the
attached LIEP Inspector Job Family Competency Matrix dated October, 2001, will
have their position allocated to the level of IdEP Inspector corresponding to their level of
competency.
■ That no incumbent will have their salary reduced as a result of the implementation of the
new system.
That the job classes created as a result this project aze replacing job classes currendy
assigned to the AFSCME Technical bazgaining unit. No bargaining unit change is
anticipated.
Page 2 of 7
■ That no employee's position will be initially allocated to a job family level that is in a Q�-�\�S �
lower pay grade than that assigned his or her current position classification. If an
employee dces not meet the required 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 frame for attaining the required competencies will be
established.
■ Pay grades, for the new LIEP Inspector 7ob Family L.evels will be detemuned by Human
Resources staff using the standard City job evaluation and analysis system. The new pay
grades will have additionai 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 uutial 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 transition, how will the
system be maintained? Who will do the ongoing competency evaluations? How often will they
be done? What organizationai sfructure 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 recommendations found in
this section of the report.
Transition To The New System
■ Initial assignment of staff to the LIEP Inspector Job Family levels 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 quesfionnaire will be developed by Human Resources and
distributed to staff in the classes 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 deternunation to the Human Resources Director for
further consideration. Continuing disputes regazding the initial determinafion 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 three member panel shall consUtute the final
determination.
■ Seniority, of employees in the new classes will be detemuned using existing principles
Page 3 of 7
p�-\\53
set forth in CivIl Service Rules 8.A.2. covering noncompetiuve promotion, or
reallocation, and 8.A.5, covering senioriry when two or more tides aze combined into one
new title (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
implementation is not possible, then Human Resources will assist management in
restructuring affected posiuons to ensure duty assignments match compensation levels.
Ongoing Administrative Structure
■ Establish a three member Competency Review Board (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
positions being evaluated.
■ Create Operating Guidelines to direct the deliberations of the Competency Review Board.
The Working Group reviewed the Administrative Guidelines developed for the Civil
Engineering Competency Review Boazd and drafted similar guidelines, which aze
attached.
■ Convene the CRB regulazly, or as frequently as necessary.
✓ The convener of the Board should be the Human Resources (HR) Liaison for the
Off'ice of LIEP (to be deternuned). 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 Boazd's
competency determinations, maintaining a current list of internal promotional
candidates for future LIEP Inspector posifion vacancies.
✓ Employees will be responsible for producing evidence associated with
demonsuation of competency such as education, certificates, and registrations,
etc.
✓ Competency Certification, once achieved, will remain current until the
Competency Matrix is revised and new requirements aze added.
✓ When revisions to the Competency Matrix are contempiated, 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
o�.•��s�
scale.(See Attached example of the Civil Engineer IV Competency Rating form).
✓ The two reasons for convening the Competency Review Board aze:
1. A LTEP Inspector position(s) vacancy becomes available within the Office.
2. Employees may make a request for certificafion review when they believe they
have attained the required competency. The Board will meet at six month
intervals to review such requests.
Provide a feedback process for employees regarding the Competency Review Boazd's
determinations, so that an employee wili know what specifically to work on in order to
achieve competency. The HR Liaison will provide this feedback to employees on behalf
of the Board members.
Ensure that an appeal process is in place for employees to use when necessary. It is
fiirther agreed that gievances arising from terms and conditions 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
alleged violations of the procedures established in said pilot project shail also be subject
to the aforementioned grievance procedure. However, because both parties acknowledge
that the Ciry retains its inherent managerial rights to evaluate and select staff, any
concerns regarding the substantive deterniinations of the Competency Review Board shall
be appealed to the Civil Service Commission.
Hiring/Promotions and Tesdng
The Working Crroup agrees that the Office of LIEP 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 screening and testing for entry-level hires and current employees should be
differentiated.
These differences are ouflined below. Promotion, using the competency matrix, is not automatic.
Promotion, as has been the case in the past, remains a management decision. Management
deternunes that a vacancy exists and a decision to fill that position is made by management.
■ Use the October, 2001 LIEP Inspector 7ob Fanuly 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.
Hiring from the outside, either entry level hiring or hiring at higher levels of the L1EP
Inspector Job Family if no candidates are available internally, should be done by the
Office of Human Resources using minunum qualifications established for each LIEP
Page 5 of 7
o�. ����
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 Boazd's
competency certification recommendations and the selected testing methodology. The
Working Group suggests that the testing methodology for internal candidates would
include a training and experience evaluauon and may include an oral interview and/or
presentation.
Develop and utilize a competency evaluation system for LIEP Inspectors to establish a list
of promotional candidates.
■ Consider the use of pass/fail testing for promotional positions. Tlus 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 areas for unprovement. 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 productivity. The competitive environment
we work in demands that attention 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 expectations contract
■ Having weekly brief informal objective 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
o a-��s�
Dated: November 13, 2001
G:\Share.d�HR-Competencies�PilotProiectsV.iEP.PiIot�LIEP.comp.ma3el.d«umenc I 12001.wpd
Page 7 of 7
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