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HomeMy WebLinkAbout05. Approve changes based on Classification Study Recommendations for MS/CG Bargaining Unit Page 1 of 10 Item 5. Algi CENTRAL SAN BOARD OF DIRECTORS POSITION PAPER MEETING DATE: JUNE 17, 2021 SUBJECT: APPROVE CHANGES BASED ON CLASSIFICATION STUDY RECOMMENDATIONS - MANAGEMENT SUPPORT/CONFIDENTIAL GROUP (MS/CG) SUBMITTED BY: INITIATING DEPARTMENT: TEJI O'MALLEY, HUMAN RESOURCES & OFFICE OF THE GENERAL MANAGER - ORGANIZATIONAL DEVELOPMENT HUMAN RESOURCES MANAGER Roger S. Bailey General Manager ISSUE Board of Directors approval is required to change the salary range of classifications. BACKGROUND In 2015, the District underwent an organizational and staffing analysis which was completed by Raftelis Financial Consultants. One of the recommendations was to conduct a classification study to ensure the District had an effective and updated classification structure. In 2016, the District contracted with Koff and Associates (K&A)to conduct a classification study. The study was undertaken by the District for several reasons: • To ensure positions performing similar work with essentially the same level of complexity, responsibility, knowledge, skills, and abilities are consolidated into like classifications; • To update job descriptions to ensure that they reflect industry trends, current essential functions and duties, the knowledge and skills required for the classification, and to ensure that they are compliant with all relevant state and federal laws (e.g. Americans with Disability Act, Fair Labor Standards Act, Family and Medical Leave Act, etc.); and • To ensure that employees are appropriately classified and that employees are not assigned duties June 17, 2021 Regular Board Meeting Agenda Packet- Page 29 of 168 Page 2 of 10 that fall outside the scope of their classification. K&A submitted their recommendations along with draft job descriptions in February 2017.At the request of the bargaining units, since the upcoming negotiations were about to begin, the District felt it was best to postpone the implementation of the study until negotiations were completed. In April 2019, the District began meeting once again with bargaining groups with Human Resources taking the lead on the project. STUDY METHODOLOGY Human Resources divided the classification study into three separate phases as described below: PHASE I - In the initial phase, a list of naming conventions was developed (Attachment 1). The naming conventions are to be utilized as a guide that will allow the District to consistently and fairly apply job titles to classifications based on the nature of the duties performed, the nature and level of responsibilities, and the knowledge, skills, abilities, education, training, and experience required. Once the naming conventions were created and agreed upon with the bargaining units, Human Resources reviewed all classifications and recommended title changes where necessary to adhere to the agreed upon naming conventions.As part of this phase, Human Resources identified some classifications that were no longer needed as well as a few classifications performing similar work that should be consolidated. Should the recommendations be accepted, the District would eliminate ten (10) MS/CG classifications and add two (2) new classifications reducing the total number of classifications from 45 to 37.A list of current MS/CG classifications with recommended title changes can be found in Attachment 2. PHASE II - Phase I I consisted of updating all District job descriptions. In this stage,job descriptions were reviewed to ensure that essential functions and duties, as well as the knowledge, skills, abilities, and minimum qualifications were relevant and appropriate for the work currently being performed.Additionally, Human Resources created a newjob description template, standardized language across all job descriptions, and ensured compliance with relevant state and federal laws. Human Resources sent draft job descriptions to all incumbents and solicited their feedback to ensure accuracy. Numerous meet and confers took place with MS/CG to review and receive feedback, and make necessary and appropriate changes. PHASE III -The final phase involved identifying any salary adjustments and/or reclassifications that may be necessary based upon the completion of Phase I and I I above. Several incumbents whose job classifications are being consolidated as well as having significant scope changes are being recommended for reclassifications and/or salary adjustments and those are detailed below. RECOMMENDATIONS AND COST As part of Phase I and Phase 11, Human Resources abolished two classifications that were no longer needed as the duties had been transitioned to other classifications. These classifications include: • Risk Management Technician • Senior Accountant Additionally, Human Resources identified like classifications performing similar scopes of work that should be consolidated. Those include: • Senior Administrative Technician and Senior Administrative Assistant (new title,Administrative Services Assistant) • Maintenance Supervisor, Mechanical Supervisor, Vehicle and Equipment Maintenance Supervisor, and Building and Grounds Supervisor(new title, Maintenance Supervisor) • Pumping Stations Supervisor, Field Operations Superintendent, Plant Maintenance Superintendent, and Plant Operations Superintendent (new title, Superintendent, Operations and Maintenance) • Electrical Shop Supervisor and Instrument Shop Supervisor(new title, Electrical/I nstrumentation June 17, 2021 Regular Board Meeting Agenda Packet- Page 30 of 168 Page 3 of 10 Shop Supervisor) After reviewing the above classifications, it was determined that the scope of work, as well as the corresponding knowledge, skills, and abilities required, were similar enough that separate classifications were not warranted. Further, because the salaries of some of these classifications are not the same, combining them creates internal equity and ensures the District is paying equal wages for similar work. Additionally, Human Resources identified the following classifications to further study due to the significant change in the complexity of duties and responsibilities. 1. Senior Community Affairs Representative (new class ificationA— Beginning in 2015, the Communications Division underwent an organizational change by adding the Intergovernmental Relations role to the existing Communications role.As such, the division manager took on additional responsibilities which resulted in the addition of more complex and varied tasks being assigned to this incumbent. In addition to this work, the incumbent also began providing lead direction and training to others in the division.As these new tasks account for a very significant portion of the job duties, the creation of a Senior Community Affairs Representative position is warranted. Human Resources is recommending the salary be established at 10% (S70 to S74) above the lower level Community Affairs Representative classification. 2. Development Services Supervisor—The technical complexity of duties associated with this classification have increased with the evolution of sewer development from new subdivision construction to working around existing utilities. Further, development lot sizes have decreased. Both of these trends have added more complexity to the construction process including abandoning or bypassing existing sewer mains and laterals, and phasing construction of new sewers within a fully developed area with existing utility systems. These changes have required more detailed designs, additional potholing, and melding existing site constraints to rigorous sewer construction standards. As a result of these trends, positions in this class have taken on more complex and technical duties. These changes are justification for the recommendation of increasing the salary of this classification by 2.5% (S74 to S75). 3. Records Program Administrator(new classification) — Currently, one incumbent of the Administrative Services Supervisor classification is assigned to the Secretary of the District. This position is responsible for the administration of the District's records program as established by Board Policy. During the job description review stage of the study, it became apparent that the incumbent's position was different and unique enough that it requires its own classification to fully acknowledge the specialized duties, knowledge, skills, abilities, and requirements needed to be successful in this role. As a result, Human Resources is recommending the new class of Records Program Administrator with the salary unchanged. 4. Household Hazardous Waste (HHW) Program Administrator(formerly Household Hazardous Waste Supervisor)— The scope of this position has changed over time with the ever-evolving and more stringent federal, state, and local regulations related to the collection and disposal of hazardous waste as well as expansion of public-facing services such as the Residential Recycled Water Fill Station.As a result, Human Resources is recommending a 2.5% salary increase (S74 to S75). 5. Environmental Health and Safety Program Administrator(formerly Safety Officers—The District strives to maintain a classification structure that provides an appropriate differential between supervisory and subordinate classifications. On average, this difference is between 10-15%. After a review of the entire District classification structure, it was determined that there is salary compaction between the Environment, Health and Safety Program Administrator and the subordinate Environment, Health and Safety Specialist classifications as there is only a 5% difference between the two. To address this, Human Resources is recommending a 5% increase (S73 to S75)to June 17, 2021 Regular Board Meeting Agenda Packet- Page 31 of 168 Page 4 of 10 address the compaction issue. This increase will create an appropriate differential of 10% between the two classifications. Any recommendations that resulted in a fiscal impact are summarized in Attachment 3. ALTERNATIVES/CONSIDERATIONS Do not approve the class study recommendations. If this action is not approved, Central San will continue to operate with a class structure that does not appropriately classify and compensate like-classifications. FINANCIAL IMPACTS This action will result in an annual cost of $122,985.43 at the maximum steps of the salary ranges. This cost includes all benefits associated with regular, full-time positions. COMMITTEE RECOMMENDATION The Administration Committee reviewed this matter at its meetings held on March 16 and June 8, 2021. The Committee recommended approval. RECOMMENDED BOARD ACTION Staff recommends approval of the classification study recommendations for the relevant MS/CG classifications. Strategic Plan Tie-In GOAL FOUR: Workforce Development Strategy 1—Proactively plan for future operational staffing needs ATTACHMENTS: 1. Classification Naming Conventions 2. MS/CG Current and Proposed Class Titles 3. MS/CG Class Study Cost Sheet June 17, 2021 Regular Board Meeting Agenda Packet- Page 32 of 168 Page 5 of 10 Attachment 1 CENTRAL CONTRA COSTA SANITARY DISTRICT Classification Type — General Definitions Classification type represents the grouping of classifications into a systematic classification structure based on the inter-relationship of duties performed, nature and level of responsibilities, and knowledge, skills, abilities, education, training, and experience required. Within each classification type, there may exist one level or more than one level. The levels within the classification series reflect the District's needs and operational priorities. For example, in some classification series there is no need for functions to be performed at the experienced, advanced, or supervisor level. Distinctions between levels within classification series can be defined based on scope of responsibility, complexity of work, level of independence exercised, supervision received and exercised, authority for making decisions and taking action, and type and level of knowledge, skills, abilities, education, training, and experience required. The District recognizes that not all classifications will fall into one of these types/levels. While this structure will provide consistency among many classifications, it is not meant to be all encompassing and there will be classifications that fall outside of these categories. The District's classification structure is comprised of the following classification types and levels: 1. Director Plans, organizes, manages and provides administrative direction and oversight for all functions and activities of the assigned Department. Coordinates assigned activities with other departments, officials, outside agencies, and the public; fosters cooperative working relationships among District departments and with intergovernmental and regulatory agencies and various public and private groups; provides highly responsible and complex professional guidance to District management staff in areas of expertise; and assists the General Manager in the overall formulation and administration of District programs and activities in close cooperation with the Board of Directors 2. Manager These classifications are considered District management, often supervising through subordinate levels of supervision. In addition to the responsibilities outlined at the supervisor level, responsibilities include allocating staff and budget resources among competing demands and performing significant service delivery planning and evaluation at the Division and/or work unit level. This level would be responsible for a Division or work unit, defined as a segment of the organization representing a specific business function. The main difference between the supervisor and the manager is that the latter has full management responsibility over a recognized unit of the organization, while the former oversees the day-to-day activities of one or more subunits within the unit and often reports to the manager. June 17, 2021 Regular Board Meeting Agenda Packet- Page 33 of 168 Page 6 of 10 The supervisor spends a portion of their time performing the same duties as those supervised within their subunit(s), while a manager spends majority of their time on administrative, long- and short-term planning, and budgeting responsibilities. The managerial level develops, recommends, and sets the objectives, policies and procedures of the Division unit, while the supervisory level is more involved in the day-to-day implementation and execution of those objectives, policies and procedures. 3. Superintendent These classifications are located in the Operations Department and are responsible for directing and overseeing the overall operational activities of assigned area, supervising assigned staff, and providing highly responsible and complex administrative support to a Division Manager. Employees at this level participate in the development and implementation of goals, objectives, policies and priorities and recommend and implement resulting policies and procedures. In addition, incumbents assigned to this level identify opportunities for improving service delivery methods and procedures; identify resource needs; review with appropriate management staff; implement improvements. 4. Supervisor These classifications focus on the direct supervision and coordination of one or more subunits within a Division or work unit and also includes hands-on participation in the work activities of those supervised. The employee plans, assigns, directs, reviews, and evaluates the daily work of staff. In addition, incumbents assigned to this level make effective recommendations and/or carry out selection, performance evaluation, and disciplinary procedures. The supervisor also exercises discretion in selecting appropriate resources to use in accomplishing assigned work; monitors and reviews work in progress, and provides technical assistance and guidance; ensures that appropriate policies and procedures are followed by subordinates; monitors, coordinates, and assists in developing the budget for the subunit(s); and recommends procedures consistent with unit, divisional, and District directives, polices, and regulations, which are developed by higher-level management staff. 5. Administrator This classification is typically responsible for a program, defined as a planned coordinated group of activities and procedures created for a specific business purpose related to ongoing District operations, initiatives, and services, as well as management and/or Board priorities and directives. A program encompasses multiple projects, with significant impact organization-wide and, at higher levels, on the community at large and external agencies. Employees are responsible for designing, planning, implementing, evaluating, and modifying the program, including short- and long-term planning activities, budget preparation and implementation, performing extensive, in-depth, and specialized administrative, budgetary, financial, and compliance research, analysis, and support, and analyzing programmatic practices and procedures and developing and implementing recommendations for operational, policy, and procedural improvements for assigned program. Employees serve as a specialist, liaison, and advocate for assigned programs requiring the use of initiative and resourcefulness, considerable independent judgment, and extensive contact with senior management positions within the District, other public agencies, legislators, private and community organizations, regulatory and governmental agencies, and the public. June 17, 2021 Regular Board Meeting Agenda Packet- Page 34 of 168 Page 7 of 10 Work situations require the analysis and application of organizational policies and goals, complex laws, and/or general business or ethical considerations. More senior positions operate in highly visible, politically sensitive, legally complex, and evolving arenas working on significant and strategic issues and problems, as well as management and/or Board priorities and directives, requiring political sensitivity and in-depth evaluation and analysis of various (and often competing) circumstances, interests, and information. Employees are subject only to the policy guidance of management and/or broad regulatory or legal constraints. Employees are responsible for achieving program goals and objectives. Employees often deal with public officials, members of boards, councils, commissions, legislators, regulatory agencies, and the community to provide policy direction, explain program mission and objectives, and/or negotiate solutions to difficult problems. These positions may supervise others. 6. Analyst/Specialist This classification performs operational,financial, budgetary, legal, regulatory, political, and/or administrative analyses and studies; researches and analyzes practices and procedures and develops recommendations for organizational, operational, policy, and procedural improvements; conducts needs analyses, feasibility studies, and evaluations for assigned programs, projects, and activities. Employees receive broad (non-detailed and non-specific) assignments and/or tasks and are responsible for independently developing a plan of action and approach, identifying, synthesizing, and interpreting relevant sources of data and information, selecting and implementing methodology, analyzing and interpreting results, developing recommendations, and presenting final product for supervisor and management review. Work assignments are reviewed during the normal briefing cycle, generally upon completion, and for overall results. Impact of decisions may have significant unit, division, or District-wide service delivery, operational, legislative, regulatory, and/or budgetary/financial impact. 7. Technician This is a paraprofessional classification that performs a combination of duties requiring the application of knowledge obtained from a technical, vocational education and experience usually provided through a two-year degree and/or post-secondary coursework and training. Employees assume regular on-going work that involves specific technical and programmatic skills and abilities, requiring the interpretation and application of policies, procedures of greater depth as it relates to the assignment. 8. Staff Positions within this category engage in work that is predominantly standard and customarily clerical, manual, mechanical, or physical work. The work is transactional meaning that the focus is on maintaining the normal workflow of operations and the work typically fits within established techniques, procedures, processes, or specific standards. Typically, employees acquire their skill by experience rather than by advanced education. Within the staff category, it is appropriate to generally categorize classifications according to the following job levels: Senior/Lead In addition to performing the full scope of work, employees provide technical and functional direction to assigned staff on an on-going, day-to-day basis, and perform the most difficult and complex assignments requiring the advanced knowledge of concepts in assigned area of responsibility, as well as District and regulatory standards, practices, policies, and procedures. June 17, 2021 Regular Board Meeting Agenda Packet- Page 35 of 168 Page 8 of 10 Responsibilities include performing diverse, specialized, and complex work involving significant accountability and decision-making responsibility. Employees organize and oversee day-to-day activities and are responsible for providing support to assigned supervisor/unit manager in a variety of areas. Successful performance of the work requires an extensive background as well as ability to coordinate subunit or unit work with that of other units and outside agencies. For some positions the work involves a high-level of problem- solving requiring analysis of unique issues or problems without precedent and/or structure and formulating and presenting strategies and recommendations to management. III-Journey/Fully Competent In addition to performing the full scope of work, employees are responsible for duties requiring thorough knowledge of concepts in assigned area, as well as District practices, procedures, and policies and regulatory requirements. Employees at this level are required to be fully trained in all procedures and able to provide technical guidance to less experienced staff. Employees use independent judgment and decision-making authority when identifying, evaluating, adapting, and applying appropriate concepts, guidelines, references, and procedures to resolve moderate to complex problems. Work is typically reviewed upon completion for technical soundness, appropriateness, and conformity to policy and requirements and the methodology used in arriving at the end results are not reviewed in detail. II- Experienced/Sub-journey This knowledge, skills, and abilities level recognizes a class that is expected to perform the day-to-day functions of the work independently, but with guidelines (written or oral) and supervisory assistance available. Employees receive occasional instruction or assistance as new or unusual situations arise, and have knowledge of concepts in area of assignment, as well as District practices, procedures, and policies. Employees are responsible for the successful performance of their own work, but able to prioritize and determine methods of work performance within general guidelines. Employees use judgment when identifying, evaluating, adapting, and applying appropriate concepts, guidelines, references, and procedures to resolve problems under the guidance of more senior staff. I-Entry Depending on functional assignment, knowledge may be attained by obtaining a high school diploma, completing specific coursework, or obtaining a four-year or advanced college or university degree. Entry-level positions generally perform more routine and repetitive duties under direct/immediate supervision, and if within a class series, the incumbents do not have the experience to perform the full range of work assigned to the next higher classification. This level is a trainee level and incumbents may not need to have any or only very limited experience upon entry. The employee is responsible for the performance of his or her own work only. Work situations normally involve making choices among a limited number of alternatives that are clearly defined by policies and procedures. Direct supervision is readily available. June 17, 2021 Regular Board Meeting Agenda Packet- Page 36 of 168 Page 9 of 10 Attachment 2 Current and Proposed Class Titles - MS/CG Current Class Title Proposed Class Title Salary Reallocation Administrative Services Supervisor Administrative Services Supervisor Assistant Engineer Assistant Engineer Assistant to the Secretary of the District Assistant to the Secretary of the District Associate Engineer Associate Engineer Buildings and Grounds Supervisor Maintenance Supervisor S73 to S75 Chemist I Chemist I Chemist II Chemist II Chemist III Chemist III Community Affairs Representative Community Affairs Representative Development Services Supervisor Development Services Supervisor S74 to S75 Electrical Shop Supervisor Electrical/Instrumentation Shop Supervisor No Environmental Compliance Superintendent Environmental Compliance Program Administrator No Executive Assistant Executive Assistant to the General Manager No Field Operations Superintendent Superintendent, Operations and Maintenance No Supervising Accountant Supervising Accountant GIS Analyst GIS Analyst Asset Management Program Administrator Asset Management Program Administrator Household Hazardous Waste Supervisor HHW Program Administrator S74 to S75 Human Resources Analyst Human Resources Analyst Information Technology Supervisor Information Technology Supervisor Instrument Shop Supervisor Electrical/Instrumentation Shop Supervisor No Laboratory Superintendent Laboratory Program Administrator No Land Surveyor Land Surveyor Maintenance Supervisor Maintenance Supervisor Management Analyst Management Analyst Materials Services Supervisor Materials Services Supervisor Mechanical Supervisor Maintenance Supervisor S73 to S75 Operations Safety Specialist Environment, Health and Safety(EHS)Specialist No Payroll Analyst Payroll Analyst Plant Maintenance Superintendent Superintendent, Operations and Maintenance No Plant Operations Superintendent Superintendent, Operations and Maintenance No Project Manager/Business Analyst Project Manager/Business Analyst Pumping Stations Supervisor Superintendent, Operations and Maintenance S75 to S81 Records Program Administrator new classification Set at S62 Risk Management Administrator Risk Management Administrator Risk Management Specialist Risk Management Specialist Risk Management Technician ABOLISH Safety Officer EHS Program Administrator S73 to S75 Senior Accountant ABOLISH Senior Administrative Assistant Administrative Services Assistant No Senior Administrative Technician Administrative Services Assistant S57 to S58 Senior Chemist Supervising Chemist No Senior Community Affairs Representative New Class Set at S74 Senior Engineer Senior Engineer Shift Supervisor Shift Supervisor Staff Engineer Staff Engineer Utility Systems Engineer Utility Systems Engineer Vehicle and Equipment Maintenance Supervisor Maintenance Supervisor S73 to S75 "The recommendations above are a result of the meet and confer process with MS/CG With the recommendations above, there will be a net of eight less classifications. June 17, 2021 Regular Board Meeting Agenda Packet- Page 37 of 168 Attachment 3 MS/CG CLASS STUDY COST SHEET Annual Cost #of Current Proposed per Annual Total Current Class Proposed Class incumbents Salary Range Salary Range incumbent* Cost Community Affairs Representative Senior Community Affairs Representative 1 S-70 S-74 $18,036.41 $18,036.41 Pumping Stations Supervisor Superintendent, Operations and Maintenance 1 S-75 S-81 $30,804.29 $30,804.29 Sr.Administrative Technician Administrative Services Assistant 4 S-57 S-58 $3,163.19 $12,652.76 Buildings And Grounds Supervisor Maintenance Supervisor 1 S-73 S-75 $9,451.22 $9,451.22 Mechanical Supervisor Maintenance Supervisor 2 S-73 S-75 $9,451.22 $18,902.44 Vehicle and Equipment Maintenance Maintenance Supervisor 1 S-73 S-75 $9,451.22 $9,451.22 Supervisor Development Services Supervisor no change 2 S-74 S-75 $4,745.29 $9,490.58 Household Hazardous Waste Supervisor HHW Program Administrator 1 S-74 S-75 $4,745.29 $4,745.29 Safety Officer Environment, Health and Safety Program 1 S-73 S-75 $9,451.22 $9,451.22 Administrator OVERALL COST $122,985.43 * calculated with top step annual salary plus benefits June 17, 2021 Regular Board Meeting Agenda Packet- Page 38 of 168