HomeMy WebLinkAboutRESOLUTIONS - 01011981 - 1981-155 In the Board of Supervisors
of
Contra Costa County, State of California
In the Matter of
Implementing a Management Performance RESOLUTION No. 81/155
Evaluation and Pay Plan for the Deep
Class of Management Development
Specialist
WHEREAS, The Board of Supervisors enacted County Ordinance erAe No. 80-23
relating to compensation and terms and conditions of employment of newly devised
deep classes and allowing their removal from the general provision of Division 36
of the County Ordinance Cade; and
WHEREAS, the County Civil Service Commission established the deep class of
Management Development Specialist on October 14, 1980;
BE IT BY THE BOARD RESOLVED that effective February 3, 1981 the following
compensation provisions and terms and conditions of employment are applicable:
1. Salary Range: The compensation in the Management Development Specialist
classification shall be based upon the following salary range:
Step Monthly Rate Hourly Rate
1 $1512 $8.72
2 1549 8.94
3 1588 9.16
4 1627 9.39
5 1567 9.62
6 1708 9.85
7 1750 10.10
8 1794 10.35
9 1838 10.60
10 1883 10.86
11 1930 11.13
12 1977 1.1.41
13 2026 11.69
14 2076 11.98
15 2128 12.28
16 2180 12.58
17 2234 12.89
18 2289 13.21
19 2346 13.53
20 2404 13.87
Page 2
2. Initial AtDpointments- Unless otherwise provided in this resolution,
for purposes of initial appointment, an Appointing Authority may appoint a
Management Development Specialist at any step up to step 17 based on the new
employee's qualifications as determined by the Appointing Authority and the
schedule shown below; provided however that a promotional appointment to
Management Development Specialist must result in at least a five percent (5%)
salary increase.
Management Development Experience May Be
Beyond One Year as Required in Appointed
Job Specification- Years tip to Ste�_No.
1 year 7
2 years 9
3 years 11
4 years 13
5 years 15
6 years 17
Experienced and Skilled Specialist responsibility levels are as described
in the class specification for Management Development Specialist. An appoint-
ment at steps 1-1.1 is considered an Experienced Level appointment. An appoint-
ment at any step above step 11 is considered a Skilled Specialist Level
appointment. The appointment of a Management Development Specialist above the
first step shall have no affect upon the salaries of incumbents who are earning
less than the step at which the new employee enters.
3. Anniversary Dates. After completion of the 6 month probationary period,
Management Development Specialist will be eligible annually thereafter for further
salary advancement in accordance with the procedures specified under paragraph 4.
The anniversary date will be the first of the month following completion of six
month's service, except when the initial appointment was on the first working day
of a month in which case the anniversary date will be the first day of the month.
4. Merit Performance Salary Advancements: A Management Development
Specialist shall be eligible for a salary advancement of up to 3 steps (up to 2
steps for standard performance and 1 additional step for outstanding performance
equaling a total of 3 steps) on the salary range upon successful completion of a
six months service and annually on the assigned anniversary date thereafter
based on the performance standards and specifications described below.
The appointing authority will conduct an evaluation of the Management
Development Specialist's performance at least once annually prior to the anniver-
sary date. The performance evaluation will be based on performance of assigned
Management Development Specialist functions, as described below.
4a. Management Development Specialist functions may include but are not
limited to the following functions as assigned by the appointing authority:
1) Data Gathering and Research Tasks and Competencies.
A. Conducts population needs analysis requiring knowledge of the
types of information needed to conduct a population analysis
and which
a. Obtain input from prospective Learners, and.
b. Define population in the data categories necessary
for the design of the training.
B. Researches pertinent literature in the field in order to establish
foundation in subject matter; uses the library and other content
resources as appropriate.
C. Interfaces with subject matter and job experts in order to
establish foundation in subject matter and plans for effective
use of resources.
Pe ferences r Kemp, J.E., INSTRUCTIONAL DESIGN. A PLAN FOR UNIT AND COURSE
SEVELOPMETIT; Harness, J., AN OUNCE OF ANALYSIS (IS WORTH A
POUND OF ONj ECTI-VE'S)
2) Formulating; Learning/Training Objectives Tasks & Competencies.
A. Writes learning objectives which
a. Relate to identified tasks;
b. Enable participants to acquire necessary competencies;
c. Are used to evaluate training results against; and
RESOLUTION NO. 81/155
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Page 3
d. Will include action verbs with object, conditions, and
standards of performance using the results of a population
and task analysis.
B. Sequences learning objectives which are based on the:
1) domains of learning
a) psychomotor
b) cognitive
c) affective
2) psychological order
3) dependency order
4) interest order
5) logical order
6) chronological order
7) critical incidents.
References: Mager, R., PREPARING INSTRUCTIONAL OBJECTIVES: Kemp, J.E.,
INSTRUCTIONAL DESIGN: A PLAN FOR UNIT AND COURSE DEVELOPMENT;
Popham, J. & Baker, E., ESTABLISHING INSTRUCTIONAL GOALS:
Armstrong, R., et. at., THE DEVELOPMENT & EVALUATION OF BEHA VIORIAL
OBJECTIVES; Byers, K., EMPLOYEE TRAINING & DEVELOPMENT IN THE
PUBLIC SECTOR; Tracy, W.R., DESIGNING TRAINING AND DEVELOPMENT
SYSTEMS; Mager, R.F., MEASURING INSTRUCTIONAL INTENT.
3) Designing Curriculum Tasks and Competencies:
A. Selects curriculum content based upon sequence of learning objectives
and using data gathered as a guide to the selection of content.
B. Organizes content based upon sequence of learning objectives, using
data gathered as a guide to the design of training.
C. Selects learning strategy/methodology by applying current concepts
of adult learning theory to the use of learning strategies and
methodologies; and judging the potential of various training
methods and strategies to achieve the training objectives.
D. Identifies and/or develops learning materials and resources including
personnel,
a. Using the broad range of materials and personnel (both in-house
and contract) available to achieve training objectives, and
b. Applying adult learning theory to the preparation of training
materials.
E. Selects AIV equipment and materials based on
a. Knowledge of available A/V equipment and materials;
b. Knowledge of the factors affecting the use of A/V equipment
and materials in different learning situations; and
c. Application of current concepts of adult learning theory.
F. Prepares and/or adapts lesson plans which
a. Organize courses in terms of lessons that emanate
directly from or reflect the intent of the learning objectives; .
b. Outline materials in order to facilitate the achievement of
instructional intent; and.
c. Use approved lesson plan formats.
References: Bergevin, P., ADULT EDUCATION PROCEDURES; Butler, INSTRUCTIONAL
SYSTEMS DEVELOPMENT FOR VOCATIONAL AND TECHNICAL TRAINING; Johnson
& Johnson, DEVELOPING INDIVIDUALIZED INSTRUCTIONAL MATERIAL; Mager,
R., DEVELOPMENT VOCATIONAL INSTRUCTION; Knowles, M., THE ADULT
LEARNER - A NEGLECTED SPECIES; Kemp, J., INSTRUCTIONAL DESIGN: A
PLAN FOR UNIT AND COURSE DEVELOPMENT; Tracy, W.R., DESIGNING
TRAINING AND DEVELOPMENT SYSTEMS; Ingalls, J.D., A TRAINER'S GUIDE
TO ANDRAGOGY: ITS CONCEPTS, EXPERIENCE, AND APPLICATION (DHEW).
RESOLUTION NO. 81/155
Page 4
4) Evaluating and Validating Training Tasks & Competencies :
A. Selects and/or develops evaluation techniques and instruments which
a. Build in continuous feedback mechanisms to instructor
and participants, and
b. Measure practically, the four levels of evaluation, i.e. , re-
action, learning, behavior, and results.
B. Validates all phases of the training experience including testing
the objectives and content of the training experience for relevance
and appropriateness.
C. Collects and processes feedback from the training experience using
evaluation techniques and instruments, including
a. Administering measures of training;
b. Interpreting evaluation data for all aspects of the program, and
c. Feeding back the results of the training experience to management.
D. Modifies training experience where needed based on evaluation results.
References: Kirkpatrick, D. , EVALUAT TON OF TRAI1,71170; Tracy, W., DESIGIj!'NG
TRAIT 117G AND DEVELOPMENT SYS"Elis; Weiss, C., EVALUATION RESEARCH;
Chabotar, K. T., EVALUATION GUIDELINES FOR TRAIN AG PROGRAMS
5) Selecting Participants Tasks 4 Competencies:
A. Develops criteria for the selection of participants based on:
a. Knowledge of the population for which the training experience
is intended;
b. Knowledge of the entry level competencies necessary for the
training experience, and
c. The learning/training objectives.
B. Composes descriptions to publicize available training including
title, objectives, subject areas, selection criteria, date, time
and place.
6) Instructing and Facilitating Groups Tasks & Competencies.
A. Instructs individuals and/or groups in specific subject matter
areas including all of the following:
a. Transmits knowledge of specific subject matter to be covered
in training;
b. Uses lesson plans;
c. Applies adult learning theory in the classroom;
d. Communicates learning objectives to participants;
e. Presents content using methods, strategies and
materials outlined in the training design;
f. Uses group processes effectively;
g. Performs the roles of facilitator and resource person;
h. Uses training aids and A/V equipment and materials
effectively;
i. Recognizes and incorporates feedback from participants; and
j . Gives constructive feedback to participants.
References. Bergev%n, P., ADULT EDUCATION PROCEDURES; Miller, W. R.,
INSTRUCTORS AND THEIR JOBS; Staton, T. F., HOW TO INSTRUCT
SUCCESSFULLY
4b. Outstanding Performance: If a Management Development Specialist
receives a performance rating of OUTSTANDING from the appointing authority in a
majority of major management development specialist functions assigned, said
employee may be advanced up to 3 steps on the salary range for Management Develop-
ment Specialist (i.e. , up to 2 steps for standard performance and 1 additional
step for outstanding performance equaling a total of 3 steps) .
4c. Standard Performance: If a Management Development Specialist receives
a rating of STANDARD from the appointing authority in a majority of major manage-
ment development specialist functions assigned, said employee may be advanced up
to Z steps on said salary range, provided however, that said advancement may not
exceed step number 17 of the salary range for Management Development Specialist.
RESOLUTION NO. 81/155
Page 5
4d. Below Standard Performance: If a Management Development Specialist
receives a rating of BELOW STANDARD PERFORMANCE from the appointing authority in
one (1) or more assigned major management development specialist functions
assigned, said employee may be denied, at the appointing authority' s discretion,
a merit performance salary advancement and may be Y®rated at the step nearest
his current salary regardless of the class-wide salary adjustments. The decision
of the appointing authority shall be final.
4e. Annual Performance Evaluation Following An Outstanding Performance
Rating: If, subsequent to the award of an Outstanding Performance rating to an
employee, the next annual performance rating of said employee results in a rating
of less than Outstanding, said employee will be reduced one step (previously
awarded for Outstanding Performance) prior to being advanced two steps for the
current Standard Performance rating or being held for a Below Standard Performance
rating.
Additionally, should a rating of Outstanding Performance result in an
employee receiving a salary advancement above step 17 for Outstanding Performance
(steps above 17 are reserved for Outstanding Performance) , and if the next annual
performance rating is less than Outstanding, the employee' s salary may be reduced
to step 17 or by 2 steps whichever is less, as authorized by the appointing
authority.
5. Salary on Transfer. A transfer from another class by an employee with
permanent status to the class of Management Development Specialist may be accomp-
lished if the salary at the top step of the employee' s current class is the same
as the salary at the top step of the Management Development Specialist salary
range.
Salary upon transfer to the Management Development Specialist class will be
set by the appointing authority as defined under Section 2, but in no case shall
the salary so set be less than the employee's current salary except that no transfer
appointment may be made at any step above step 17 on the Management Development
Specialist salary range, except where the appointing authority determines that
the transfered employee previously performed in an outstanding manner duties
substantially similar to those of a Management Development Specialist, in which
case the appointing authority may make a transfer appointment above step 17 in
accordance with the Ordinance sections cited above. If an actual salary amount
difference exists between the closest steps on the two salary ranges, the employee's
salary shall be moved upward to the closest step on the Management Development
Specialist salary range.
6. Salam on Promotion. A promotion from another class to Management
Development Specialist occurs when an employee is appointed from another class
which has a salary range, the top step of which is below the top step of the
salary range set for Management Development Specialist.
Salary on promotion to the Management Development Specialist class will be
set by the appointing authority as defined under Section 2.
7. Salary on Demotion. A demotion from another class to Management
Development Specialist occurs when an employee is appointed from another class
which has a salary range for which the salary at the top step is above the
salary at the top step of the range set for Management Development Specialist.
Salary on demotion from another class to Management Development Specialist
shall be in accordance with County Ordinance Code Sections 36--4.804 and 36--4.805
except that no demotional appointment may be made at any step above step 17 on
the Management Development Specialist salary range, except where the appointing
authority determines that the demoted employee previously performed in an out-
standing manner duties substantially similar to those of a Management Development
Specialist, in which case the appointing authority may make a demotional
appointment above step 17 in accordance with the Ordinance sections cited above.
8. Anniversary Dates:
On promotion to Management Development Specialist, the anniversary date will
be set as defined in paragraph 3.
RESOLUTION NO. 81/155
Page 6
On demotion to Management Development Specialist, the anniversary date of
the demoted employee is the first day of the calendar month after the calendar
month when the demotion was effective except when the demotion was effective
on the first working day of a month in which case the anniversary date will be
the first day of the month.
On transfer or reclassification to Management Development Specialist, the
anniversary date of the affected employee remains unchanged.
On reassignment to a higher or lower responsibility level of Management
Development Specialist, the anniversary date of the affected employee remains
unchanged.
9. Assignments: Temporary or permanent assignments of a Management
Development Specialist may be made by the appointing authority as follows:
A Management Development Specialist who is reassigned to a vacant position
within the class or who has the responsibility level of his present position
increased or decreased, as documented by the appointing authority, may have his
salary adjusted at the discre-tion of the appointing authority to any step
consistent with the responsibility level assigned and in accordance with the
provisions of Section 2. This assignment may be a temporary assignment or a
permanent assignment at the discretion of the appointing authority.
If an assignment to a higher skill level is permanent at its inception,
the appointing authority must complete a performance evaluation after six
months at that assignment responsibility level, and may if the performance is
unsatisfactory, return the employee to his previous responsibility level and
salary.
If an assignment is temporary at its inception, the appointing authority
must set an end date for the temporary assignment of no more than one year
authority.
10. Y-Efate Defined: Y-rate, as used in this resolution, means the with-
holding of an annual salary increase given to the class of Management Development
Specialist from a specific employee and the placement of that employee at the
step on the new salary range which is closest in salary to the salary of his
current step.
11. Other Provisions. Except as may be changed or modified by resolution
hereafter, all other provisions of Ordinance Code Division 36 are applicable to
this "deep classification" of Management Development Specialist, including
applicable resolutions governing management benefits.
PASSED BY THE BOARD on February 3 , 1951 by unanimous vote .
CEP.TIFIED COPY
I certify that this it:!1, rrre t. correct copy of the
original doct!!nen, .vl-.... s o n ,in 1•y(;f'sicA,:- :', t ie
was p.sSc°' ,< ° _1 b,, .,._ 1"oard of Sul,r_rvisors of
Corn-a CC,.,._ f�.;.,,i cn the date shown.
of id C I
Orig : Personnel
CC : Personnel
County Administrator
Auditor-Controller
Civil Service
Retirement Officer
RESOLUTION NO. 81/155