HomeMy WebLinkAboutCity Council Committees - Civil Services Commission - 12/20/1990 (4) 1
CITY OF KENT
CIVIL SERVICE COMMISSION
REVISED�AGENDA
CITY HALL COUNCIL CHAMBERS
December 20, 1990
4:00 P.M.
The City of Kent Civil Service Commission is scheduled to meet
Thursday, December 20, 1990 at 4 : 00 p.m. , in the Council Chambers
of Kent City Hall.
The following information will be discussed:
REPORTS
City Attorney, Roger Lubovich
Fire Chief, Norm Angelo
Police Chief, Rod Frederiksen
Personnel Director, Don Olson
OLD BUSINESS
Approval of minutes from November 15, 1990 Civil Service
Commission meeting. (ACTION ITEM)
Update of Rough Draft proposal for Civil Service Rules
Revision.
(ITEM FOR DISCUSSION)
Update on proposal for Guidelines for hiring Part time and
temporary employees. (ITEM FOR DISCUSSION)
NEW BUSINESS
Memo from Chief Frederiksen dated November 27, 1990 tendering
his resignation effective January 3, 1991. (ACCEPT INTO
RECORD)
Appointment Bulletin from City Administrator, Ed Chow
appointing Captain Dennis Byerly Provisional Police Chief
effective January 3, 1991. (ACTION ITEM FOR DISCUSSION)
Letter and Assessment Center information for Police Chief
Recruitment/Selection Process dated November 30, 1990 from
Helen Terry. (ACTION ITEM FOR DISCUSSION)
1
page 2
Civil Service Agenda
December 20, 1990
Letter from Attorney at Law Stuart P. Koch dated December 4 ,
1990 requesting an appeal on behalf of Police Officer Roy
Wilkowski. (ACTION ITEM FOR DISCUSSION) .
Memo from Chief Frederiksen advising that Sgt Knute Hammer has
been transferred to the South King County Drug Task Force and
Detective Glenn Woods has been promoted to the rank of
Sergeant effective January 1, 1991. (ACTION ITEM FOR
DISCUSSION)
Memo dated December 13, 1990 from Roger Lubovich requesting
direction by the Commission on the procedure for selection of
a new Police Chief. (ACTION ITEM FOR DISCUSSION)
Memo dated December 13, 1990 from Chief Fronsdahl requesting
approval to conduct a Fire Lieutenant's Promotional Exam in
late February and an Assistant Chiefs Promotional Exam in
early March. (ACTION ITEM FOR DISCUSSION)
Certification letter dated December 20, 1990 from the
Secretary & Chief Examiner establishing the Firefighters
Eligibility List. (ACCEPT INTO RECORD)
CITY OF KENT
CIVIL SERVICE COMMISSION
AGENDA
CITY MALL COUNCIL CHAMBERS
December 20, 1990
4:00 P.M.
The City of Kent Civil Service Commission is scheduled to meet
Thursday, December 20, 1990at 4: 00 p.m. , in the Council Chambers
of Kent City Hall.
The following information will be discussed:
REPORTS
City Attorney, Roger Lubovich
Fire Chief, Norm Angelo
Police Chief, Rod Frederiksen
Personnel Director, Don Olson
OLD BUSINESS
Approval of minutes from November 15, 1990 Civil Service
Commission meeting. (ACTION ITEM)
Update of Rough Draft proposal for Civil Service Rules
Revision.
(ITEM FOR DISCUSSION)
Update on proposal for Guidelines for hiring Part time and
temporary employees. (ITEM FOR DISCUSSION)
NEW BUSINESS
Memo from Chief Frederiksen dated November 27, 1990 .tendering
his resignation effective January 3 , 1991. (ACCEPT INTO
RECORD)
Appointment Bulletin from City Administrator, Ed Chow
appointing Captain Dennis Byerly Provisional Police Chief
effective January 3, 1991. (ACTION ITEM FOR DISCUSSION)
Letter and Assessment Center information for Police Chief
Recruitment/Selection Process dated November 30, 1990 from
Helen Terry. (ACTION ITEM FOR DISCUSSION)
page 2
Civil Service Agenda
December 20, 1990
Letter from Attorney at Law Stuart P. Koch dated December 4,
1990 requesting an appeal on behalf of Police Officer Roy
Wilkowski. (ACTION ITEM FOR DISCUSSION) .
Memo dated December 13, 1990 from Roger Lubovich requesting
direction by the Commission on the procedure for selection of
a new Police Chief. (ACTION ITEM FOR DISCUSSION)
Memo dated December 13, 1990 from Chief Fronsdahl requesting
approval to conduct a Fire Lieutenant's Promotional Exam in
late February and an Assistant Chiefs Promotional Exam in
early March. (ACTION ITEM FOR DISCUSSION)
Certification letter dated December 20, 1990 from the
Secretary & Chief Examiner establishing the Firefighters
Eligibility List. (ACCEPT INTO RECORD)
v
-_____- ------ Kent Police Department
-----------------------
TO: Mayor Dan Kelleher
FROM: Rod Frederiksen Chief of Police
SUBJECT: Resignation
DATE: November 27, 1990
The purpose of this memorandum is to submit my resignation of
employment with the City of Kent effective January 3 , 1991. I have
accepted the offer of employment as the Chief of Police for the
City of Vancouver, Washington.
Thank you for giving me the opportunity to work in such a fine
community.
CIVIL SERVICE COMMISSION
NOV 2 1990
CITY OF �V From: Administration
Please Post
CIVIL SERVICE COMMISSION
1990
Captain DENNIS BYERLY Appointed Acting Police Chief
Captain Dennis Byerly, Corrections Facility Manager.for the City of
Kent, has been appointed Acting Police Chief by City Administrator Ed
Chow, effective January 3, 1991. With 20 years of service, Captain
Byerly is the most experienced member of the Kent Police Department
Command Staff. He served as Interim and Acting Police Chief for 15
months, from December, 1984 to March, 1986.
In the coming weeks, the Mayor, the City Administrator, and the Kent
Civil Service Commission will be briefed by the City Attorney and the
City Personnel Director on Civil Service regulations and State statutes
affecting selection processes for positions covered by Civil Service
laws. A selection process will be established subsequent to these
briefings.
QUALIFICATIONS FOR CHIEF OF POLICE
RULE VII Section 6
1. Must have served satisfactorily as a lieutenant or equivalent
classification, or above, for a period of thirty-six (36) months
with municipal, county, state or federal law enforcement agency;
and possess such other minimum qualifications as shall be
determined by the Commission prior to the notice of ,position
availability.
2. Open applications shall be received by the Commission only as
provided in Rule IX, Section 6.
3. Civil Service Commission shall be the sole judge of whether
the qualifications of applicants meet the standards of various
positions as set forth in these Rules.
RULE IX Section 6; 2nd paragraph
However, if a vacancy exists for the positions of Chief. . . , and
there are less than six (6) qualified applicants within the
respective department, the Civil Service Commission shall declare
an open examination.
RULE IX Section 7
91OPEN PROMOTIONAL EXAMINATIOW: in the event the decision is
made to fill a supervisory position by open examination, the
Civil Service Commission shall draw up qualifications for the
position.
RULE XII Section 1. Last paragraph
The appointment for the position of Chief of either department
shall be made in the same way. The Secretary and Chief Examiner
shall certify the names of the top three eligible of the Chiefs
list and the Mayor shall have the option of selecting any one of
these top three for the Chief. . .
Section 4. 4.1 PROVISIONAL APPOINTMENT
. .Chief, the Mayor shall appoint the person, subject to the
Secretary and Chief Examinerls confirmation that the confirmee
meets the minimum prerequisites for the position of Chief. The
Secretary & Chief Examiner shall interview, or may use any other
method to determine whether or not the nominee possesses the
necessary experience, training and other prerequisites for the
position. As soon as possible, the secreatary and Chief Examiner
shall announce and conduct the examination and shall certify a
name for regular appointment in the usual manner.
CITY OF KENT
CLASS TITLE: CHIEF OF POLICE
SALARY RANGE: Level 2
POSITION STATUS: Exempt
MANAGEMENT/PROFESSIONAL CATEGORY: A
NATURE OF WORK
The Chief of Police participates in the planning, organizing, directing and
controlling activities of the Kent Police Department to protect life and
property through enforcement and prevention activities. Incumbent continu-
ously analyzes and evaluates operations and trends to ensure efficiency and
adequacy of service, maintains strict, professional standards of performance
for all department personnel , ensures that all employees are properly trained.
EXAMPLE OF WORK
** Assumes command of cases or situations which present new, unusual or
particularly sensitive or visible problems. When appropriate, makes
arrests and enforces the Laws of the State of Washington and the City of
Kent.
** When circumstances and the Laws of the State of Washington or the City of
Kent require it, the Chief of Police will perform the duties required of
other police officers of the Kent Police Department.
** Through subordinate supervisors, organizes and directs all activities of
the Police Department. Ensures that personnel are deployed in shifts or
working units which optimize their effectiveness in constantly changing
situations.
** Develops and implements internal policies, procedures, schedules and other
operating practices, rules and regulations consistent with City-wide
policies and ordinances.
** Maintains standards of efficiency, morale and decorum among all depart-
mental employees. Confers with subordinate supervisors and employees on
grievances, conflicts and other matters. Initiates or approves all
selection, transfer, promotion, evaluation and termination of employees
within the Department.
** Inspects and analyzes crime trends, juvenile delinquency, traffic condi-
tions, vice and narcotic conditions, and related police problems. Deter-
mines appropriate actions to take and implement. Provides special
analyses and reports concerning City trends and problems to the Mayor and
the City Council .
** Directs and plans safety promotion activities through civic, school ,
business and organizational groups.
** Will be accessible by appointment.
0529W-20W (Rev 8/88)
Chief of Police
Page 2 of 3
** Directs the preparation of annual and special equipment and operating
budgets and submits same to the City Administrator. Ensures that expendi-
tures are controlled within budget appropriations. Directs the prepara-
tion of equipment and apparatus specifications and the calling for bids.
Approves related purchases as authorized.
** Serves as the City's representative on various committees and to organiza-
tions relating to improvements in the profession, exchanges of informa-
tion, public relations and public support; maintains liaison with the news
media.
** Through subordinate supervisors, ensures that all monies and properties
taken in by the Department are properly accounted for and safeguarded.
Disposes of properties as authorized.
** Attends conferences, conventions, seminars, and related meetings to keep
abreast of modern Police Department methods, techniques and administration.
DESIRABLE KNOWLEDGE, ABILITIES AND SKILLS
** Thorough competency and extensive knowledge in all phases of police work
including principles and practices of modern crime prevention, investiga-
tion, criminal identification, apprehension, detention, rules of evidence,
traffic control and safety, record keeping and all other aspects of law
enforcement and administration.
** Possess the knowledge and physical ability necessary to perform the duties
of a police officer of the Kent Police Department.
** Knowledge of sound, modern management and administrative principles,
techniques and systems, and the ability to apply them to a major organiza-
tional function in an imaginative, creative manner in order to optimize
available human, physical and monetary resources.
** Ability to analyze complex police problems and to think and act quickly,
calmly and effectively under emergency and other stressful situations.
** Ability to communicate orally and in writing complex and/or controversial
ideas to a variety of audiences in a clear, comprehensible, effective and
professional manner.
** Skill in resolving conflicts, fostering compromise and gaining cooperation
among conflicting interest groups.
** Skill in preparing and directing the preparation of comprehensive budgets,
analyses, reports, recommendations and correspondence.
0529W-20W (Rev 8/88)
Chief of Police
Page 3 of 3
TRAINING AND EXPERIENCE
This position must meet Civil Service Rules and Regulations VII, Section 6:
"1 - Must have served satisfactorily as Lieutenant or equivalent classifi-
cation, or above, for a period of thirty-six (36) months with
municipal , county, state or federal law enforcement agency; and
possess such other minimum qualifications as shall be determined by
the Commission prior to the notice of the position availability.
2 - Open applications shall be received by the Commission only as
provided in Rule IX, Section 6.
3 - Must have a passing grade on an examination prepared and supervised
by the Civil Service Commission."
0529W-20W (Rev 8/88)
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Atct:of Item 15.
ge, Dated: 12/06/90 at11130.
PROMOTION
Sender: Rod FREDERIKSEN / KENT70/PD Contents: 2 . CIVIL SERVICE COMMISSION
TO: Kelli ROGERS / KENT70/PD
Part 1. DEC 1 01990
TO: DISTRIBUTION
Part 2 .
AS FUNDING HAS BEEN APPROVED FOR THE SERGEANT'S POSITION _AT ,THE SOUTH --
KING COUNTY DRUG TASK FORCE AND,,SGT. -KNUTE HAMMER HAS BEEN TRANSFERRED TO
THIS NEW ASSIGNMENT, A PROMOTION TO THE RANK OF SERGEANT IS NECESSARY TO
FILL THE VACANCY WHICH NOW EXISTS IN THE PATROL DIVISION. ',-ACTING SGT.)
KATHY HOLT HAS VERY EFFECTIVELY FILLED IN ON A TEMPORARY BASIS. BUT CIVIL
SERVICE TIME RESTRICTIONS FOR TEMPORARY PROMOTIONS IS FAST RUNNING OUT.
TH_EREFORE,_ IT _IS MY PLEASURE TO ANNOUNCE THE PROMOTION OF DETECTIVE GLENN a
'WOODS--TO THE RANK OF SERGEANT. THE EFFECTIVE DATE OF THE PROMOTION IS
JANUARY 1, 1991.E GLENN IS WELL QUALIFIED FOR PROMOTION AND IS CURRENTLY
NUMBER ONE ON THE CIVIL SERVICE LIST FOR THE RANK OF SERGEANT.
SERGEANT WOODS WILL CONTINUE IN HIS CURRENT ASSIGNMENT AS ACTING LIEUTENANT
GNED AS INTERNAL AFFAIRS COORDINATOR UNTIL LT. LORNA RUFENER RETURNS
MATERNITY LEAVE ON JANUARY 2 , 1991. ON JANUARY 2 , 1991, SGT. WOODS
W REPORT TO THE PATROL DIVISION COMMANDER FOR DUTY ASSIGNMENT.
CONGRATULATIONS TO SGT. WOODS! ! ONE ADDITIONAL SERGEANT'S POSITION WILL
BE FILLED LATER IN 1991 AS IS AUTHORIZED IN THE 1991 BUDGET, FOR THE ESTABLISH-
MENT OF A PRO-ACT UNIT.
CHIEF FREDERIKSEN
End of Item 15.
HELEN TERRY
i SERVICE COMMISSION
Mr . Ed Chow, City Administrator DEC 101990
City of Kent
220 Fourth Avenue South Wso
Kent, Washington 98032
Re : Police Chief Recruitment/Selection Process
I read in our local newspaper this week that your Police
Chief will be moving to this end of the state. . . And, you
will probably be besieged with management recruiters, aka
"headhunters, " offering assistance as you embark on the
recruitment and selection of a new Chief .
May I suggest a little different approach? An approach that
will guarantee you not only a good candidate, but also a
good organizational "match" and one which will not cost even
one-third what traditional employment searches run. . .
[Usually, less than one month' s salary. ] The attached pages
outline the proposed tasks, combining consultant efforts
with those of your clerical or Civil Service staff .
As you know, I specialize in the Assessment Center method of
testing. The Assessment Center provides an opportunity to
simulate some of the more complex tasks or responsibilities
the Police Chief will perform on the job. Trained evalua-
tors make informed judgments about the candidate' s per-
formance behaviors, as well as their knowledge, skills,
abilities and personal characteristics or traits. As many
as fifteen managerial dimensions can be evaluated through
this method of testing. There is a very high correlation
between performance in the Assessment Center and actual job
performance ; thus, this method of testing has proven to be
extremely valid and reliable -- both for external selection
and internal promotion/selection processes -- and whether or
not the position is covered under Civil Service:
Some additional information about Assessment Centers is also
enclosed for Council or Commission members who may not be
familiar with this process. Also, I could make a personal
presentation to appropriate political officials if that
would be desirable.
Thank you for all consideration.
Sincere
Helen Terry
cc : Catherine Dixon, Civil Service Examiner
t�
7108 N.W. 2nd Ave., Vancouver, WA 98665 • (206) 695-1818
PROPOSED TASKS -- POLICE CHIEF RECRUITMENT AND SELECTION
PROCESS -- CITY OF KENT, WASHINGTON
Consultant•
. Develops "Ideal Profile" for Police Chief based on input
from department heads , police department staff , city
officials , and other job analysis data collection.
. Drafts or assists with preparation of advertisements and
job announcement ; update job description.
Suggested Advertising:
. Sunday Seattle Area Newspapers
. Jobs Available--Modesto
. Request for publication in WASPC newsletter
. AWC/LGPI Newsletter
. Optional : Depending on volume of resumes or inquiries,
Prepare Supplemental Application Form ( job-related
questionnaire) to use as a pre-screening device.
. Pre-screen applications/resumes/SAF; recommend 10-12
semi -finalists ; review with Selection Committee or hiring
authority ; conduct preliminary background/reference
investigation ; select 7-8 candidates to participate in
Assessment Center
. Prepare notice to selected candidates, with further
information about the Assessment Center
. Prepare "regrets" letter for unselected candidates
. Design Assessment Center exercises, rating guides,
instructions, etc. (See attached for more information about
the Assessment Center . ]
. Assemble assessment center materials , assessor, manuals,
etc.
. Orientation/training for assessors the afternoon or evening
before the test. 1 recommend using two top- level law
enforcement administrators, plus at least two local
business or civic leaders or representatives from City
Council .
. Administration of Assessment Center
. Assessor recap; consensus recommendations ; scoring
-2- Re : Police Chief Recruitment/Selection
. Report( s ) on top finalists from Assessment Center . (Quite
often this becomes the building block for future perfor-
mance evaluations, and training and career development of
selected candidate. )
. Assistance with background/reference investigation ( I
recommend also using police chief assistance, e. g. , the
Chief from Renton, Auburn, Olympia, Bellevue, etc. ) -- not
local personnel )
Cl Lent•
. Provide clerical (or Civil Service ) assistance with front-
end application/resume collection, correspondence,
telephone calls, etc.
. Arrange for space, facilities, lunch/refreshments for
candidates, assessors, etc. the day of the Assessment
Center.
. Suggest Mayor, some members of the City Council and City
Administrator/hiring authority, and possibly Union or Guild
President observe assessment center .
( reserve the date well in advance . . . )
Final selection interviews ( recommend morning following
assessment center to minimize travel time/expenses for
top-ranking candidates )
Decisions Needed:
Approval of Selection Process as proposed, including use of
the Assessment Center .
Will you pay interview/testing expenses for candidates
outside the Washington/Oregon region?
How about relocation assistance for top-finalists?
Involvement of Mayor , City Administrator , other political
officials? (e. g. , assessors, role players, observers ) ?
FEE SCHEDULE
For public and non-profit agencies, fees are based on $40
per hour . Most assessment centers take approximately 50-BO
hours, depending on the complexity of the job, the number of
candidates, desired "options, " and other factors, ( such as
the front-end recruitment and/or assistance with reference/
background investigation] . Some agencies prefer a "not to
exceed" price quotation. . . If you prefer to enter into an
agreement on that basis, please let me know, and I will stay
within your budget or absorb additional labor costs myself .
Actual expenses are extra, at direct cost ; e. g. , printing,
mileage, assessor supplies and expenses , motel , meals , and
the like (usually in the range of $2001 . Candidate
assessment or interview expenses are the concern of the
client and/or applicants.
CONSULTANT QUALIFICATIONS
Helen Terry has over 20 years of progressively responsible
personnel management and testing experience, including
10-1/2 years as Chief Civil Service Examiner . Additionally,
her credentials include :
-B. A. from The Evergreen State College with major
course work in Human Services/Human Potential ; graduate
courses in M. P. A. program at Lewis and Clark College.
-Certified Assessment Center Administrator and Trainer ,
specializing in this method of selection and promotional
assessment since 1978.
-Thorough familiarization with EEOC Guidelines,
Affirmative Action plans and programs, nondiscriminatory
selection processes.
- Instructor , Washington Criminal Justice Training
Center , Oregon Board on Police Standards and Training , Local
Government Personnel Institutes.
- Industrial Engineering training and experience,
including techniques of job analysis, work-flow/task
analysis, work simplification, methods improvement. and
layout studies, etc.
it
Successful Law Enforcement Administrator and/or Police Chief
---__._._..._._..._..__.._....__._._..._._._._....---.--.-------`------.---.----__._.__._........._._._..............._._..___.-_........_._._._._._._._..._._.__._...._._._...._.__.
Assessments Include:
. Auburn, Washington
. Marysville, Washington
. Ellensburg, Washington
. Shelton, Washington
. Oak Harbor , Washington
. Mt. Vernon, Washington
. Lewis County Jail Administrator
. Port of Seattle
. Troutdale, Oregon
. Milwaukie, Oregon
. West Linn, Oregon
. Medford, Oregon
. Salem Police Lieutenant and E-911 Director
. Gladstone, Oregon (underway)
. Board on Police Standards and Training, Oregon
(Complete list of references available upon request. )
ASSESSMENT CENTERS: A Brief Explanation
What is an Assessment Center?
Who does the assessing?
How does the actual program work?
Why are Assessment Centers effective?
Are some abilities more important than others?
Does the Assessment Center ignore years of
experience and technical competence?
Is the Assessment Center fair?
What are other Uses of the Assessment Center?
FOR ADDITIONAL INFORMATION, please contact :
Helen Terry
Assessment Center Administrator
and Trainer
7108 N.W. 2nd Avenue
Vancouver, WA 98665
(206) 695-1818
Who Does _the_Assessing or Evaluating?
Personnel selected for this important assignment are
experienced managers or administrators of proven ability,
who have a thorough understanding of the requirements and
demands of the position being assessed. Before actually
evaluating any candidates, the assessors are given thorough
instruction to familiarize them with the various assessment
techniques, the performance dimensions being evaluated, the
rating instruments, etc. (Be sure the Assessment Center
Administrator/Consultant you select provides full -scope
assessor training. . . )
How .Does,., the .Actual. Program Work?
Candidates are assessed in groups (usually 4 to 8) during a
one to two-day period. The assessment is conducted on the
basis of such exercises as an in-depth interview. written
problem-solving exercises, in-basket exercise, group
discussion/problem-solving exercises, role plays, and other
work simulation exercises. Each of the exercises is
situational in nature and totally job-related. The
candidates are placed in hypothetical management positions
and asked to perform the duties of those positions. The
assessors observe the various exercises, conduct interviews,
and review results of written exercises . Assessors then
translate their behavior observation notes into the various
performance dimensions being evaluated and rate the
candidates ' performance in each dimension. The end product
may be a numerical "Candidate Summary Profile Report" or a
narrative or written report to the hiring authority
discussing the strengths and weaknesses of the various
candidates. Sometimes the result is in the form of a rank-
ordered "eligibility list" (e. g . , Civil Service promotional
examinations . )
Why_Are_ Assessment Centers- So Effective?-
The use of simulation exercises minimizes prediction error ,
because the performance observed is very similar to the
performance actually required on the job. The exercises are
often actual "job samples" -- the kinds of work an incumbent
in the position would be expected to perform once hired. . .
Appraising a management/supervisory candidate by actually
having him/her perform tasks required on the job is similar
to appraising receptionists by having them type, greet
clients, and answer the telephone. The setting of the
Assessment Center is usually relatively isolated which
facilitates behavioral observation. The assessors give full
attention to observation; and observations about candidates'
j present behaviors are " Judged" or evaluated and used to
predict future behaviors. Incidentally, research studies
show a very high correlation between success in the
assessment center and successful performance on the job.
In addition, the use of multiple techniques of assessment
(e. g . , written exercises, role plays, group exercises,
individual exercises, interviews, etc. ) result in a broad
base of information from which a more accurate and valid
prediction can be made.
Are Some Abilities More Important Than Others?
There are certain managerial traits or characteristics that
are considered more important than others. However, it is
the complete individual with whom we are concerned. The
Assessment Center '.= focus is on the nanner in which the
individual is able to make effective use of the abilities
s/he possesses. The experience of several organizations
using Assessment Centers indicates that candidates with many
different combinations of abilities can be successful in a
supervisory or managerial capacity.
Does..,..The ,_Pro_g.ram.....,_I.gnore Yea_rs.._oP„__E,zperience,.,and.,_Techn_ica,l_
Competence_?,
The Assessment Center does not ignore these important
factors ; it provides additional information to be considered
along with these factors. . . Experience and technical
competence should be considered when the candidates apply
for the position (or promotion) . Neither of these factors
is totally appropriate for measuring managerial or
supervisory skills and abilities ; therefore, do not come
within the Assessment Center' s scope of responsibility.
Is The Prog,ramFair?
The Assessment Center offers the same conditions and
problems to all candidates regardless of their age, sex,
race, religion, or years of service. Prior preparation or
coaching is usually ineffective in improving performance.
The added reliability of a group appraisal , by a trained and
impartial staff , seems to give candidates every chance of
receiving a fair and equitable evaluation.
How Candidates Perceive Recent studies have
Ashown that candidates
Assessment Centers ; who have participated in
assessment centers—
whether they were suc-
cessful or not—perceive
By Captain GARY SCHERER, Commander, Communications Unit, Kansas ' the process as valid in
City Police Department, Missouri identifying managerial
skills relative to the job
Organizations are constantly faced affiliated with the department was con- for which they are being
with the problem of identifying vened and each candidate appeared
individuals for promotion to before the panel for approximately 20 assessed.
management,and law enforcement agen- minutes.The interview was unstructured _
cies are no different. Deciding whom to and panel members were not given
promote to management from the rank- enough time or personal information on
and-file is a classic difficulty. There is a each candidate to adequately prepare for • 72 percent believed the assessment
great difference between the skills and the interview. Numerical values were center experience would prepare them
talents required for rank and managerial assigned to each phase and standings on for future assessment centers they may
positions, and an individual's perform- the final eligibility list were determined participate in,
ance in the ranks provides little basis for by total points accumulated. The eligi- These data indicate that the candidates
judging how well he would do if pro- bility list remained in effect for a period perceived the assessment center process
moted to fast-level management. Com- of two years,or until the list of candidates as a valid, job-related measure of their
panies have learned from bitter ex- was exhausted. potential as future commanders. To
perience that the best salesman or the But experience had proven that the further corroborate these conclusions, a
finest mechanic does not necessarily -traditional approach to the selection of research study conducted by Kenneth
make the best supervisor. Law enforce- personnel for promotion(i.e.,paper-and- Teel and Henry Dubois to measure re-
ment agencies have learned likewise that pencil tests and short interview)was not actions of individuals to their assessment
the best police officer does not necessarily producing the type of supervisors and center experiences found similar reac-
make the best first-line supervisor. commanders necessary to continue pro- tions from assessment center partici-
It is often difficult to judge whether gressive growth. pants.'The subjects of their study were
an individual who is working well at one After reviewing the current testing pro- 37 individuals who had gone through
level of management will be successful cedures in use among several law en- one-day assessment center. All t
at the next level.The skills may be more forcement agencies and business organ- subjects were drawn from four organ
nearly alike in this case, but even ex- izations, the department decided to zations—Orange County Human Servi-
perienced executives find it difficult to incorporate the assessment center con- ces Agency, Sun County Department of
assess the exact scope of an individual's cept into its promotional process for the Public Welfare, San Francisco City and
ability. Previously developed methods ranks of sergeant and captain. County Department of Social Services
for measuring management potential Over the past 13 years,the department and Western Airlines.The findings of the
have not really proved to be worthwhile. has conducted 14 assessment centers.In Teel and Dubois study areas follows:
For example, batteries of tests cannot the process, the command staff has • 89 percent of the candidates recog-
assess the way an individual works with reached the consensus that the assess- nized the assessment center process as
people,supervisors'ratings can be highly ment center process is a more effective a valid means of evaluating managerial
biased,and so on. indicator of future success than any other capabilities and/or potential and endorse
To obtain a basis for making promotion tool management has yet devised. In an its continued use.
decisions, scores of companies and— effort to determine how the candidates • 89 percent of the candidates be-
most recently—law enforcement agen- themselves perceive the process,a ques- lieved the process measures traits re-
ties have turned to the assessment tionnaire was distributed to 36 candi- quired of managers.
approach, as did the Kansas City, Mis- dates who participated in the assessment • 89 percent would attend another
sourl, Police Department in 1974. The center phase of the Kansas City,Missouri, process if given the opportunity.
assessment procedure simulates the Police Department's 1986 promotional It was somewhat surprising that the
basic situations with which an individual process for the rank of captain. The 18 results of the two studies were so similiar,
would be faced if promoted. This pro- surveys that were returned were ana- even though the candidates were from
cedure provides information about how lyzed,with the following results: different professions.This information is
well the individual will cope at the higher • 89 percent believed the assessment valuable to organizations considering the
level before the decision to promote is center objectively measures a candidate's use of assessment centers, since the
actually made. potential as a commander. candidates, whether successful or not,
Prior to 1974, the department had • 83 percent were confident in the ac- perceive the process as valid in identi-
followed the traditional approach of a curacy of the overall judgment of the lying managerial skills relative to the job
police promotional system;i.e.,a written assessors in assessing their potential. for which they are being assessed. From
examination composed of multiple- • 85 percent believed the exercises a management standpoint, this must be
choice questions.A predetermined num- reflected the nature of the problems considered a real advantage.
ber of candidates with the highest test encountered by a captain and at the same
scores advanced to the second and final time afforded candidates the opportunity 'Kenneth S.Teel and Henry Dubois,'Panicipants•.
phase, the oral interview. A three- to act in a way that demonstrated their Reactions to Assessment Centers Pemnnet Admin
member panel comprised of persons not potential for promotion to captain. istratinn.March 1983,pp.86-91.
LAW OFFICES OF
STUART PEREIRA ROCH
P05T OFFICE BOX 9B550 CIVIL SERVICE COMMISSION
DES MOINES. WASHINGTON 98198.0550
1206E 6ZBap242
(206) 727-2420 DEC 1 01990
December 4, 1990
Kent Civil Service Commission
220 Fourth Avenue South
Kent, Washington 98032-5895
Attention: Kathy Dixon, Secretary and Chief Examiner
Re: Demotion of Roy Wilkowski, Police Officer,
Kent Police Department, effective December 16, 1990
Dear Commissioners:
Please be advised that I represent Roy Wilkowski. This letter
will serve as his written request to the Commission for an
investigation and formal hearing. This appeal is made pursuant
to Kent Civil Service Commission Rule XV, section 4 .
Please make available to us the full Kent Police Department
investigation leading to the demotion and salary reduction (copy
of notice enclosed) of Mr. Wilkowski so that I might be in a
better position to represent my client at the Commission hearing.
Please provide all correspondence, including dates of scheduled
hearings to the address stated on this letterhead.
Thank you.
Sincerely-,-
Stuart Pereira Koch
Attorney at Law
SPK:dlw
encl.
cc: Roy Wilkowski
Mike Painter, President Local 1088
United Steelworkers of America
KENT POLICE DEPARTMENT
November 29, 1990
To: All Personnel
From: ChiefFrederiksenN�
Subject: Transfer of duty assignment
----------------------------------------------------
---------------------------------------------------
Effective on December 16, 1990, Traffic Officer Roy Wilkowski is transferred from his current
assignment in Support Services to the Patrol Division. Officer Wilkowski will report directly to
Sergeant Emerson at 0600 hours on 12-16-90 with his assignment being to day shift.
Following the guidelines in the Policy/Procedure Manual, Section P, an eligibility list was
established for those interested in assignment to Support Services and specifically to the Traffic
Unit. Currently, the number one candidate on the eligibility list is Officer Laine Farr. Officer Farr
is transferred to the Support Services Division and will report to Traffic Sergeant Brian Jones on
12-28-90 at 0800 hours.
Congradulations to both Officer Wilkowski and Officer Farr on their new duty assignments.
RF/bh
J
LAW OFFICES OF
• STUART PEREIRA KOCH
POST OFFICE BOX 98550
DES MOINES, WASHINGTON 08198.0650
120b167B1123Z fi' li4.11
(206) 727-2420
DE'�,2-� 9990
December 18, 1990
Kent Civil Service Commission
220 Fourth Avenue South
Kent, Washington 98032-5895
Attention: Catherine M. Dixon, Secretary and Chief Examiner
Re: Suspension of Roy Wilkowski, Police Officer,
Kent Police Department, effective December 22-24, 1990
Dear Commissioners:
By letter dated December 4, 1990 I advised the Commission that I
represented Officer Roy Wilkowski regarding his demotion. Please
let this letter serve as Officer Wilkowski ' s written request to
the Commission to further investigate and conduct a formal
hearing into his three ( 3 ) day suspension concerning the same
factual allegation. This appeal is made pursuant to Kent Civil
Service Commission Rules IV & XV, section 2 and section 4
respectively.
Please make available to us the full Kent Police Department
investigation (IC 90-88) leading to the three (3) day suspension
(copy of suspension letter enclosed ) so we can see the
correlation and factual basis of this matter and Officer
Wilkowski's request for an investigation and hearing of December
4, 1990.
Please provide all correspondence, including dates of scheduled
hearings to the address stated on this letterhead. Additionally,
Officer Wilkowski and I will be in attendance at the Commission's
meeting on December 20 , 1990 at 4:00 pm. With the Commission's
permission at that time , Officer Wilkowski would like an
opportunity to be heard.
Thank you.
Sincere
Stuart Pereira Koch
Attorney at Law
Civil Service Commission -2- December 18, 1990
SPR:dlw
encl.
cc: Roy Wilkowski
Mike Painter, President Local 1088
United Steelworkers of America
i
•
c -
KENT POLICE DEPARTMENT
•
To: Officer R. D. Wilkowski
From: Chief R. H. Frederiksen �'ff
Subject: IC 90-88
Date: December 17, 1990
I have had the opportunity to review in detail the investigative
report regarding the sustained allegations of misconduct filed
against you. In addition, you were provided three days between
November 4 and December 7, 1990 to provide me with any additional
details which I should take into consideration prior to determining
what, if any, disciplinary action is appropriate in this particular
situation. During that time period, you submitted no additional
information for me to review, nor did you contact me directly with
any additional comment with regard to the sustained allegations of
misconduct.
You specifically violated Kent Police Department Policy Manual,
' Section H-03 , by failing to obey direct order of your immediate
supervisor, Sgt. Brian Jones, by going to PacWest Sport and Racquet
Club in Tacoma on November 5, 1990, at approximately 0630 in police
uniform of the City of Kent and riding a police motorcycle also
belonging to the City of Kent after being specifically directed by
Sgt. Brian Jones on numerous occasions not to ride the Kent Police
Department motorcycle to this particular location. In addition,
you admit to violating this specific order on six or seven other
occasions prior to November 5, 1990. Your actions also violates
the City of Kent policy and procedure No. 5. 1. 1, more specifically
Section 5. 1. 1.4 , title: Use of a City Owned Vehicle.
Section B of this policy indicates that the use of a city vehicle
must be limited to official city business and must be with
permission of a supervisor. You obviously did not have the
permission of your supervisor to utilize the Kent Police Department
Motorcycle to go to PacWest Club in Tacoma.
Therefore, it is my determination that the appropriate discipline
in this situation for violation of the above described policies is
three days off without pay and disciplinary probation for a period
of six months from this date. You are suspended on December 22,
23 , and 24, 1990. During those three days without pay you are
ordered not to perform any police duties of a police officer of the
City of Kent. In addition, during your six month disciplinary
probation, your immediate supervisor will be directed to conduct
monthly evaluations of your job performance. Bear in mind that
additional violations of Kent Police Department and Procedure or
city policy may result in additional disciplinary action up to and
including termination of your employment with the City of Kent.
• The goal of discipline is to improve job performance or remove
those who are unfit to continue employment with the city. It is my
sincere hope that you will understand the seriousness of this
situation and make a substantial effort to improve your job
performance and specifically, to follow the direction of your
supervisors. I view this situation so seriously that I will
recommend to the next Chief of Police of the City of Kent that he
strongly consider terminating your employment should you disobey
the lawful order of your immediate supervisor or other supervisors
of the police department of the City of Kent.
RF/jmb
cc: Capt. C. E. Miller
Lieut. Dave Everett
Acting Capt. Mitchell
Sgt. Jones
KENT POLICE DEPARTMENT
To: Officer R. D. Wilkowski
From: Chief R. H. Frederiksen
Subject: IC 90-88
Date: December 17, 1990
I have had the opportunity to review in detail the investigative
report regarding the sustained allegations of misconduct filed
against you. In addition, you were provided three days between
November 4 and December 7 , 1990 to :provide me with any additional
details which I should take into consideration prior to determining
what, if any, disciplinary action is appropriate in this particular
situation. During that time period, you submitted no additional
information for me to review, nor did you contact me directly with
any additional comment with regard to the sustained allegations of
misconduct.
You specifically violated Kent Police Department Policy Manual,
Section H-03 , by failing to obey .direct order of your immediate
supervisor, Sgt. Brian Jones, by going to PacWest Sport and Racquet
Club in Tacoma on November 5, 1990, . at approximately 0630 in police
uniform of the City of Kent and riding a police motorcycle also
belonging to the City of Kent after being specifically directed by
Sgt. Brian Jones on numerous occasions not to ride the Kent Police
Department motorcycle to this particular location. In addition,
you admit to violating this specific order on six or seven other
occasions prior to November 5, 1990. Your actions also violates
the City of Kent policy and procedure No. 5. 1. 1, more specifically
Section 5. 1. 1. 4 , title: Use of a City Owned Vehicle.
Section B of this policy indicates that the use of a city vehicle
must be limited to official city business and must be with
permission of a supervisor. You obviously did not have the
permission of your supervisor to utilize the Kent Police Department
Motorcycle to go to PacWest Club in Tacoma.
Therefore, it is my determination that the appropriate discipline
in this situation for violation of the above described policies is
three days off without pay and disciplinary probation for a period
of six months from this date. You are suspended on December 22 ,
23 , and 24 , 1990 . During those three days without pay you are
ordered not to perform any police duties of a police officer of the
City of Kent. In addition, during your six month disciplinary
probation, your immediate supervisor will be directed to conduct
monthly evaluations of your job performance. Bear in mind that
additional violations of Kent Police Department and Procedure or
city policy may result in additional disciplinary action up to and
including termination of your employment with the City of Kent.
The goal of discipline is to improve job performance or remove
those who are unfit to continue employment with the city. It is my
sincere hope that you will understand the seriousness of this
situation and make a substantial effort to improve your job
performance and specifically, to follow the direction of your
supervisors. I view this situation so seriously that I will
recommend to the next Chief of police of the City of Kent that he
strongly consider terminating your employment should you disobey
the lawful order of your immediate supervisor or other supervisors
of the police department of the City of Kent.
RF/jmb
cc: C. E. Milder
Lieu
Lieut. Dave Everett
Acting Capt. Mitchell
Sgt. Jones
CIVIL SFRVICF COMMISSION
OFFICE OF THE CITY ATTORNEY DEC 1 ' 1990
DATE: December 13, 1990
TO: Catherine Dixon
FROM: Roger Lubovic
SUBJECT: CIVIL SERVICE COMMISSION MEETING DECEMBER 20, 1990
Don Olson and I are planning to attend the December '20, 1990
Civil Service Commission meeting and would like to be added _to
the agenda for the purpose of updating the Commission on the
status of the Police Chief's position and for direction by the
Commission on the procedure for selection of a new Police Chief.
No action is requested by the Commission at this time other than
for direction on the selection process.
cc: Ed Chow
Don Olson
CIVIL SERVICE COMMISSION
December 13, 1990
Law Offices of
Stuart Pereira Koch
P.O. Box 98550
Des Moines, WA 98198-0550
Re: Appeal by Roy Wilkowski, Police Officer
. Kent Police Department
Dear Mr. Koch:
We are in receipt of your letter of Appeal on behalf of Officer Roy
Wilkowski. In accordance with Civil Service Rule IV, Section 3 ,
your letter will be brought before the Civil Service Commission at
the next meeting, Thursday, December 20, 1990 at 4: 00 p.m. A
request for direction will be asked for by the Civil Service
Secretary & Chief Examiner.
Once direction has been given by the Commission you will be
contacted.
If you have any questions regarding this Appeal please contact me
at 859-6833 .
Sincerely,
Catherine M. Dixon
Civil Service
Secretary & Chief Examiner
DIXON,CATHERINE / KENT70/AD - HPDesk print.
-------------------------------------------
sage. Dated: 12/13/90 at 1514 .
7ect: CIVIL SERVICE AGENDA
er: Don FRONSDAHL / KENT70/FR Contents: 2.
Catherine DIXON / KENT70/AD
Part 1. CIVIL SERVICE COMMISSION
FROM: Don FRONSDAHL / KENT70/FR % 171990
TO: Catherine DIXON / KENT70/AD —
CC: Jed ALDRIDGE / KENT70/FR
Part 2 .
CATHY---PLEASE ADD THE FOLLOWING ITEMS TO YOUR DECEMBER AGENDA.
1. OBVIOUSLY ,THE NEWLY CERTIFIED FIREFIGHTER LIST ACCEPTED
INTO RECORD.
2 . APPROVAL TO CONDUCT A LIEUTENANTS PROMOTIONAL TEST IN LATE
FEBRUARY. TENTATIVELY, THE TEST WILL BE THE SAME FORMAT AS
IN 1989. A WRITTEN TEST AND AN ORAL RESUME PLUS A NUMBER
OF SUPPLEMENTAL QUESTIONS. THE TOP 8 TO 12 SCORERS FROM
THE WRITTEN TEST AND ORAL RESUME WOULD GO ON TO AN ASSESSMENT
LAB PROCESS. THE SUPPLEMENTAL QUESTIONS SUBMITTED BY THESE
8 TO 12 FINALISTS WOULD BE SCORED AS PART OF THEIR TOTAL SCORE.
APPROVAL TO CONDUCT AN ASSISTANT CHIEF PROMOTIONAL TEST IN
EARLY MARCH. THE PROCESS WILL BE MUCH THE SAME AS IN 1989.
SOME OF THE DETAILS ARE STILL IN DISCUSSION BUT IT WOULD BE
OUR INTENT TO FINALIZE THE PROCESS AT THE JANUARY MEETING.
IF THERE IS ANYTHING WE CAN DO TO HELP ACCOMODATE YOUR OFFICE IN
ACOMPLISHING THIS TASK, PLEASE CALL.
KEEP SMILING
BC/DC
} I� CIVIL SERVICE COMMISSION
Cliv of Jyv �y List established:
- - l December 20, 1990
Expiry date of list:
June 20, 1991
� a¢ s Extended: _Yes No
(to December 20, 1991
TO: THE CIVIL SERVICE COMMISSION
The following names represent the Eligibility List for the
position of Firefighter.
William L. Davison
Kenneth J. Schroeder
Theodore E. Gentry
Joseph R. Root
Mark A. Kester
Connie J. Basta
Randall L. Droppert
Jonathan F. Napier
David E. Anderson
Mark A. Yergeau
Jason F. Napier
Paul R. Carolan
Philip N. Bevan
Paul G. Weber
Scott R. Marcus
Leonard C. Damian
Randy J. Hart
David J. Everitt
Gary W. Glasgow
Cal H. Anderson-Droke
Brock W. Rowland
Jason A. Crosbie
Mark J. Hohn
James F. Wietlispach
Gary C. Way
Todd W. Metter
Darren Emery
I hereby certify that this list was legally prepared and
represents the relative rating of the names appearing thereon.
0-0'� t• . Win,,.
Catherine M. Dixon
Secretary & Chief Examiner
.C; iewi
Roert arvis est allius 7� ratk
Chai n ( Commissioner
220 4th AVE.SO., KENT,WASHINGTON 98032-5895 TELEPHONE (208)85933001 FAX•559-3334