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CIVIL SERVICE AND EFFECTIVE BACKDRAFT PREVENTION TECHNIQUES PowerPoint Presentation
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CIVIL SERVICE AND EFFECTIVE BACKDRAFT PREVENTION TECHNIQUES

CIVIL SERVICE AND EFFECTIVE BACKDRAFT PREVENTION TECHNIQUES

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CIVIL SERVICE AND EFFECTIVE BACKDRAFT PREVENTION TECHNIQUES

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  1. CIVIL SERVICE AND EFFECTIVE BACKDRAFT PREVENTION TECHNIQUES Problems Fire Chiefs Get Into With Civil Service LOUISIANA FIRE CHIEFS’ ASSOCATION APRIL 13, 2012 ORGANIZED 1973

  2. To avoid Backdraft on the Fire Ground SIZE UP

  3. -- BACKDRAFT – Civil service Some slip –ups are minor Some can be disastrous

  4. You may think all you have to worry about is fire But the public might get fired up!

  5. The Mayor The Fire Board

  6. To avoid Backdraft with Civil Service WISE UP

  7. SOLUTION Gain a Better Understanding of: Louisiana Municipal Fire & Police Civil Service Law: LSA-RS 33:2531 et seq. LSA-RS 33:2471 et seq.

  8. SOLUTION Gain a Better Understanding of: Local Civil Service Board Rules: Classification Descriptions & Minimum Requirements Leaves of Absence Force and Effect of Law

  9. SOLUTION Gain a Better Understanding of: Louisiana Fire Service Bill of Rights LSA-RS 33:2181 thru 2186

  10. SOLUTION Gain a Better Understanding of: Loudermill Procedures Cleveland Board of Education v. Loudermill, 470 U.S. 532 (1985)

  11. MAKING APPOINTMENTS RECRUIT To Obtain Firefighter I Six Months Duration At Will Can Be Terminated No Appeal Rights

  12. MAKING APPOINTMENTS PROBATIONAL APPOINTMENTS

  13. PROBATIONAL APPOINTMENTS Must begin immediately upon appointment Requires medical examination after offer At least six months; not more than twelve

  14. PROBATIONAL APPOINTMENTS Interrupt the wtp if leave is more than 30 days PAF must be completed Cannot be done retroactively

  15. PROBATIONAL APPOINTMENTS Rejection is not a disciplinary action Give reasons for rejection in writing Appealable only if not given fair opportunity

  16. Backdraft Prevention Technique Make sure action to reject is done prior to the end of the working test

  17. PROBATIONAL APPOINTMENTS Entrance Firefighters & Communications Officers can be rejected anytime during the working test. • Prior approval not required • All other classes can be removed in first six months only with board’s prior approval

  18. PROBATIONAL APPOINTMENTS Explain and re-enforce expectations Hold accountable BUT. . .

  19. PROBATIONAL APPOINTMENTS DO NOT CONFIRM IF CONFIRMATION HAS NOT BEEN EARNED

  20. Backdraft Prevention Technique Do not alter confirmation dates R.S. 33:2505 & R.S. 33:2565

  21. MAKING APPOINTMENTS PROVISIONAL APPOINTMENTS

  22. PROVISIONAL APPOINTMENTS Proposed Class Purpose: for filling vacancy when there is no employment list while new class is being adopted offered to anyone deemed qualified no time limitation

  23. PROVISIONAL APPOINTMENTS Existing Class Purpose: for filling vacancy when there is no employment list used until list is established offered to anyone deemed qualified temporary -- up to 90 day one-time renewal ONLY terminates 15 days after list is certified

  24. Backdraft Prevention Technique Notify board of all provisional appointments

  25. MAKING APPOINTMENTS SUBSTITUTE APPOINTMENTS “WORK UP” “STEP UP” “ACT UP”

  26. SUBSTITUTE APPOINTMENTS Placing one employee in another employee’s position: Leave of absence Substituting for someone else

  27. Backdraft Prevention Technique Substitute appointments are NOT Emergency appointments AG Opinion No. 92-164

  28. MAKING APPOINTMENTS REEMPLOYMENT/EMPLOYED AGAIN RESIGN REHIRE

  29. REEMPLOYMENT/EMPLOYED AGAIN Regular employees Prior board approval 4-year eligibility Position must be offered first from eligibility list RESIGN REHIRE

  30. REEMPLOYMENT/EMPLOYED AGAIN Has lost all seniority Medical certificate Serves working test period RESIGN REHIRE

  31. Backdraft Prevention Technique Make sure to follow all procedures for re-employment R.S. 33:2490.D & R.S. 33:2550.D

  32. Confirmation BREAKING TIES IN SENIORITY Confirm on same date Don’t establish seniority arbitrarily

  33. MAKING APPOINTMENTS BREAKING TIES IN SENIORITY Merit Based Criteria: Most Recent Promotional Test Score Certifications Performance Evaluations

  34. Maintaining Discipline and standards of service

  35. MAINTAINING DISCIPLINE A poorly disciplined employee is a sign of poorly communicated expectations Establish performance expectations Convey expectations to your employees

  36. MAINTAINING DISCIPLINE How To Establish Performance Expectations • Determine how department should run from a “procedures” point of view • Determine how employees should treat each other and the public

  37. MAINTAINING DISCIPLINE How To Convey Performance Expectations • Written policies and procedures • Department and division meetings • Provide guidance through • performance planning and review

  38. MAINTAINING DISCIPLINE Expectations should not be conveyed through corrective or disciplinary action

  39. MAINTAINING DISCIPLINE Make expectations clear, concise and easy to understand through policies, rules, and procedures

  40. MAINTAINING DISCIPLINE Developing Policies, Rules, and Procedures -- 6 Important Questions -- • Will it contribute to efficient and cost- effective operations • Will it provide for safety of employees or the public • Will it assure that rights of employees are respected

  41. MAINTAINING DISCIPLINE Developing Policies, Rules, and Procedures -- 6 Important Questions -- • Will it promote comfortable and professional work environment • Will it promote reputation and integrity of department • Will it help the department avoid legal challenges

  42. MAINTAINING DISCIPLINE How To Develop a Performance Appraisal System Determine criteria important to department’s mission Dimensions of job performance • competency • dependability • adaptability • cooperation • professional development

  43. MAINTAINING DISCIPLINE • Now . . . What happens when employees don’t follow the plan?

  44. MAINTAINING DISCIPLINE COACH FIRST DISCIPLINE LATER . . . and only if necessary

  45. MAINTAINING DISCIPLINE Good Supervisors: • create a positive work environment • give support and encouragement • reinforce the desire to do well

  46. MAINTAINING DISCIPLINE Good Supervisors: • recognize the differences in individuals • bring out the best in employees • know employees’ strengths and weaknesses

  47. MAINTAINING DISCIPLINE A Supervisor’s Greatest Challenges Employees who: • are good workers, but poor team players • are marginal workers who do just enough • think they are more qualified than others & resent authority

  48. MAINTAINING DISCIPLINE Sometimes all it takes is to say: DON’T DO THAT AGAIN!

  49. MAINTAINING DISCIPLINE It saves time Less stressful

  50. MAINTAINING DISCIPLINE Forget about written reprimands Use the written record of counseling