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266027 WHITE - CITY CLERK COl1TIC11 /,66vr_ • PINK - FINANCE GITY OF SAINT PAU�L C�ARY � DEPARTMENT M �LUE -MAYOR File NO. � il Resolution Presented By Referred To Committee: Date Out of Committee By Date Resolved, that upon recommendation of the Mayor and pursuant to Section 10.07.4 of the Charter of the City of Saint Paul there is hereby approved the following transfer: From: General Government Accounts Miscellaneous Contingent Reserve - General 09060-410-000 Special Appropriation $13,149.00 To: Department of Finance and Management Services Division of Property Management Property Management 01050-112-000 Salaries-Clerical $2,610.00 01050-116-000 Salaries-Professional 4,947.00 � 01050-201-000 Automobile Allowance 247.00 - 01050-202-000 Telephone 465.00 01050-203-000 Postage 30.00 01050-223-000 Office Equipment & Furniture Repair 75.00. 01050-241-000 Bldg. & Office Space-Rental 1,105.00� 01050-260-000 Tabulating Services (not Rental of Equipment) 2,000:00 01050-269-000 Misc. Contractual Services (N.O.C.) 50.00� 01050-275-000 Duplicating Services 360.00. 01050-340-000 Office Supplies 60.00 , 01050-369-000 Misc. Materials (N.O.C. ) 60.00 COUIVCILMEI�T Requested by Department of: Yeas Nays Hunt Citv Administrator I�orea�et�c� Christensen In Favor Levine ��Sylv�ester Against BY F�D Tedesco Mme.President BQl�er Hozza Form Approved Ci Att y Adopted by Council: Date Certified Passed by Council Secretary BY BY Approved by Maxor: Date Approved by M or for Submission t C n . - 1 BY . y t ��0°�7 WHI7E - CITY CLERK - COUIICll PINK - FINANCE GITY OF SAINT PALTL � CANARY - DEPARTMENT .3'GIJE - MAV OR File N O. � Council Resolution Presented By Referred To Committee: Date Out of Committee By Date Page 2 01050-801-000 Office Equipment 500.00 01050-805-000 Furniture & Appliances 640.00 $13,149.00 �— Approved: Approved: C— _ , Direc r, Fin t. Services Bu�get Direct r �,+� +� COUNCILMEN Yeas Nays Requested by Department of: �mrC'� � 'ty Admini rato -Ko�reepatz}rr Christensen In Favor Levine � �ec�}t� �Sylvester Against $� ROEDLER Tedesco Mme.President'Buti'� HozZa � � � � Form Approved b City ttorn Adopted by Counci • Date Certified se by unci ecretary � BY Appro Maxor: Date Approved by Ma • for Submission to Council � BY By � f3ME0 �$01� REPtlR'I' TQ THE HON. LAWREPtCE D. COH�I"1 1�lAY�R � ^+ : �.. �: Thom�a� J. Kelley, Citg ir�istratQr � _ i}A�; September " 5, 1975 _ , .; „ :; {_ , , � �EGAR�}ING:' I�ew positions authc�ri�zatian as follows: � - _ I: . In€ormation and Complaint t�fficer and one cleri,cal position. - �Purpose: Tv clearly fix rr�sponsibility for handling citi:ze�: complaints' and insure effe�tive handl�ng of tho�e complaints.: To provid� a highly visibl : °access poi�t" for citiz�hs to obtain _ ini�rmatian. 1975 Exgendi `ure; $4,506..00 �. . Principal Personnel` �,ssist nt. �u�pos�: To hand7,e collec 'ive bargaini:ng aspec�` of la�ior: xel�tions - .an activity of major impaet on Gity an.nual iip�rating costs and inad�q ,ate�ly staffed at this time. It is iznportant that this funeti n be -properly staffed` since � pe�`sanriel, eosts account fo more� than 7p� of the annual operat,ing costs.' 1975 Expenditure: $5, 34�.Q0 . _ 3:°�_ Pr�erty Management Manage . and one clerical gosi�tion. P��pQS:e: . To better integr te Gity operations;. to ouerse�, and caord�nate buil.ding, vehic e and equipment me�,ntenan�e, public � : building 'riesign, space all cation, ' and communications �ystems. � � i975 Expenditure: $13,149 �00 _ , , - i. : . ,. , ..�.. '... �... �,. . .. . . . � . . f ' . - . � . ' .. ... . . .. - ,. . . . .. .. . . - I.. . . .. . . . ::' 1�CTION RE4i1ESTEbz APProval. ' . ��'��= ' 1. Mayor Cohen' letter tQ Council .President .and City Council members ` 2. Additional J stification of Pasition Rec�ues,ts ' ` 3. Memo.randum t� Ma�or Cghen from Thflm�s J. KeTle� . ; , r , ��.. .�<..r:..,. ,..��,. . .:�- . __ ... . .. . . , ,. . .:�...:..a.a..._... � �. . . . � . . � . . . . _ , . � � . s. -._ , .'�'�� . /'� � . • �� ' � CIT� C>1' S.1i\1' ��.1ti L , �, G , � ; ;.� �,=� � / _ . � OP1'i�Y: OF TIII: �lA�i Oli - �� n -Cj - ''._" ' ..;, �: G j��,tl � ..; . l'l�y AD��II�/S� s�_ -J�� d�� ,2 ATOR � :J Ln�var:�as D. Go�� rr�N;\� M"Y°8 August 5, 1975 Council President David Hozza and Honorable Members of the City Cauncil City of Saint Paul, Minnesota Dear President Hozza and Councii Members: About four months ago, I indicated that I would direct the preparation of aIl reauests for necessary new positions in 1975. S as]:ed Nlr. Kelley to take ch�.rge of assembling and re�;iewing departmental position reguests, and made it clear to him that �he requirements of a hold-the-line 1976 budget would allow only essential positians to b� appr�ved by me. Mr. Kelley communica�ed this feeling to department directars and office heads, with the result that of 23 position requests submitted to his offic� for consideration, only nine were sent to me after detailed review. I am subtnitting far your approval, .only five of the nine posi�ions-- three protessiona�. with two clerical support jobs. A resolution accomplishing the necessary fund transfers is enclased. The three professior�al positions are Informativn and Complairit Officer, Principal Personnel Assistant, and Property Manager. The first of these, you will recall, was buclgeted in the Contingent Reserve-Specified pending an Administra4ian study of the relation of the Iniormation and Complaint Office to the licensing and consumer affairs f�nctions. Our study indicates that the Information and Complaint Office should be kept separate from • these other two functions. This is based on the consideration that the Tnformation znd Coraplaint O�fice will deal primarily with individual citizens ar_d com�nunity groups, while the licensing and consumer affairs functions are concerned primarily with regulation of private business. I hope that the Council will see fit to authorize this posi�ion so that we can expand and centralize this important service as soon as possible. �.�'?�,�,,�z , , � ,• . ,- . . . . ' Council President David Hozza and �"�� August 5, 1975 Honorable Members of the City Council Page 2 . The Principal Personnel Assistant is being rpquested to provide additional talent and capability in the critical and difficult area of collective bargaining and labor relations. The outcome af collective bargaining has more impact on city government costs than virtually any other activity, since wages account for more than 70 per cent of operating expenses. This position also will give us the necessary personnel to bargain for the Housing and Redevelopment Authority as its board has requested. The Property Manager would begin developing the programs of the Division of Property rianagement envisioned when the new Administrative Code was adopted three years ago. In many ways, the Property Management Manager's function is to the city's physical assets what the collective bargaining function is to the city' s "people assets": a centralized, professional approach designed to hold down the costs of these assets and still insure that services are delivered effectively. Mr. Kelley and other senior Zevel personnel feel this is the single most necessary new position in our government, and I would urge your approval. Additional justification of these positions is enclosed. The other position I may consider requesting betore the end of this year is that of Training Coordinator, which was budgeted for 1975. While I am generally impressed with the need for ongoing training of city employees, particularly our first-line supervisory personnel, I have not yet seen convincing documenta- tion for this position. If it is forthcoming, I will present the position to you. To more than offset the projected cost of these positions, Z am enclosing two stuaies submitted by Mr. Kelley with his position recommendations. These studies recommending the elimination of the emergency preparedness and testing laboratary functions as they presently exist, cornbined with other economy moves underway or already accomplished, indicate a projected 1976 savings in direct personnel costs of $205, 000: - Testing laboratory $ 61,000 -- Emergency preparedness 38, 000 -- License reorganization (1975 & 1976) 36, 000 -- Funding of Grant-in-Aid personnel with Community Development funds; projected funding of Mode1 Cities phase-out with CD funds (1976 only) 70, 000 $205, 000 . ; � ' Council President David Hozza and �� Au ust 5, i975 4 Honorable Members of the City Council Page 3 I would ask you to keep this savings in mind when you consider these positions--estimated to cost about $118,000 in 1976. I would also ask you to keep in mind the substantial benefits of . these positions to the pu�ilic in the form of increased service and to the city organization in decreased costs and increased eff iciency. Respectfull ubmitted, — �"�... w.-. �--Z�"�,i;�'�h`y}� .� �r�.' `�'"�"�o LAWRENCE D. CG N Mayor � LDC/j fr �c: Thomas J. Kelley • Rose Mix John Connelly . � ' . , . ADDITIONAL JUSTIFICATION OF POSITION REQUESTS ,��F� 1 Information and Complaint Officer; Clerical Position. The Council approved this program in the 1975 budget Pending a report from the Administration on the relation of the program to the lieensing and consumer affairs functions. Since the Administration has concluded that this program should not be organizationally located with these other functions, the • request for these positions can now �l�e made. This program woul.d clearly fix responsibility for handling citizen complaints and insure effective handling of those complaints. In addition, the program would provide a highly visible "access point" to City government where Saint Paul residents could get information necessary for carrying on business with the City. . : Principal Personnel Assistant. This person wou�d work in the area af Iabor relations and collective bargaining - an activity of major impact o�t City annual operating costs, and an activity which is inadequately staffed at trie present time. � The callective bargaining aspect of labor relations has proven to be much more time-consuming than originally imagined, demanding virtually fu11-time participation by the City Labor Negotiator and other City staff. Little staff time is available for other necessary aspects of labor relations " such as wage and benefit administratio;�, contract inter- pretation, and handling of grievances, and the critical col- lective bargaining capability of the City is itself so strained that a recent request for assistance from the Housing and Redevelo�ment Authority had to be denied until additional staff became available. Since personnel costs account for more than 7Q� of annual� operating costs, it is imperative that this function be adequately staffed. _ Property Management Manager; Clerical Position. The Administrative Code establishes a Division of Property Management in the Department of Finance and Management Services to better integrate City operations. The division is ta oversee and coordinate: 1? building, - vehicle and equipment maintenance, 2) public ,building design, 3� space allocation, and 4) communications systems. Implementation of this program is essential for the full utilization and effective management of the City' s physical assets. The request for a single position with clerical assistance indicates that implementation will be achieved by maximum reliance on existing personnel in other City offices and departments. ,�-_•�_ . • ��•T= �•�' �bsos�►7 CITY OF SAtNT PAU L '�� a OFFICE OF THE CITY ADMINISTRATOR � ° "'.:::"::i > e o +� h .:�« THOMAS ). KELLEY 365 City Hall, Saint Paul, Minnesota 55102 LAWRENCE D. COHEN ►vtayor (612) 298-4928 July 16, 1975 TO: Mayor Lawrence D. Cohen FR: Thomas J. Kelley � ,�f RE: New Positions Reques This memarandum is in response to your request for a compilation and analysis of all new positions -- positions not budgeted in the 1975 budget or wholly budgeted in contingency -- which have been requested since the adoption of the 1975 budget. BACKGROUND Preparation of this analysis began with your memorandum to Councilman Sylvester of Apri1 23, 1975 (Attachment I) . We directed all offices and departments requesting new positions to provide detailed information describing and justifying the position (Attachment II) , which information was then extensively analyzed by several staff in this office and the Budget Director's Office. Several of these positions either 1) were not new positions as defined above, or 2) were determined not ta be necessary. I am convinced that the positions this memorandum requests are both necessary and desirable, and that they are the only new positions which should be authorized this year. (The one possible exception is the Office of the City Attorney -- see Attachment III. ) OVERVIEW OF REQUEST Nine (9) new postions are requested -- seven (7) professional or technical and two (2) clerical. These positions establish or expand programs which are: 1) required to carry out a legal obligation of the City, 2) previously approved by the Mayor and the City Council, and/or 3) aimed at achieving cost savings in City operations greater than the cost of the positions. The chart below lists each xequested position and brietly describes the anticipated result of filling the position. � . 2�6��'� � Position Program Result 1. Property Management Implementation of the Division of Manager Property Management established in 1972 in the Administrative Code. 2. Clerk-Steno III Subsequent anticipated cost savings in building, vehicle, and equipment maintenance. 3. Training' Coordinator Implementation of permanent in-house employee training program approved in 1975 budget. Higher employee pro- ductivity and improved employes morale. 4. Human Rights Field Removal af backlog of human rights Representative complaints and establishment of staff capability to handle in- creasing case load resulting fram expansion of scope of human rights ordinance (Section 74 of Legis- lative Code) . 5. Information and Implementation of information and Complaint Officer complaint program approved in 1975 budget. Better citizen access to 6. Clerk-Steno III City government and more effective resolutian of complaints. 7. Principal Personnel Higher quality of labor negotiations Assistant and anticipated cost savings in collective bargaining agreements 8. Personnel Assistant III more favorable to the City. Capability to conduct collective bargaining for the Housing and Redevelopment Authority. Capability to maintain and update ' simplified personnel classification system being developed by Federal Civil Service Commission personnel. 9. Project Assistant III Effective fiscal and program monitoring of neighborhood health clinics and acquisition of detailed information necessary for future health care funding decisions. Anticipated cost savings through elimination of unnecessary expenses and, possibly, group purchasing. Top priority irnplementation recom- mendation ot MACRO health study. SPECIFIC POSITION REQUESTS Property Management Manager. The Administrative Code establishes a Division o Property Management in the Department of Finance - 2 - � � . � 26602'7 and Management Services to better integrate City operations. The division is to oversee and coordir�ate: 1) building, vehicle and equipment maintenance, 2) public building design, 3) space allocation, and 4} communications systems. (See Attachment IV) Implementation of this program is essential for the full utilization and effective management of the City' s physical assets. The request for a single position with clerical assistance indicates that implementation will be achieved by maxi.mum reliance on existing personnel in other City officer and departments. Training Coordinator. The City presently has no integrated, on-going program for training employees at all levels, even though all aspects of training tota3. more than $75, 000 in the 1975 budget. . Development of in-house capability to develop and carry out an integrated training program was approved in the 1975 budget, which appropriates funds for this position in the Contingent Reserve-5pecified. C.F. 265217 subsequently re- endorsed an integrated training program (see Attachment V) . Implementation of this training program will also place maximum reliance on existing personnel through the use of a City Training Team comprised of representatives from all major line departments as well as the Board of Water Com- missioners and the Housing and Redevelopment Authority. Human Rights Field Repr_esentative. The scope of the City's human rights ordinance (Section 74 of the Legis- lative Code) has been expanded to prohibit discrimination on the basis of age, disability, or affectional or sexual preference. This and other factors led to a 103� increase in the number of human rights complaints fro�t 1973 to 1974. This rate of increase continues to be reflected in statistics for the first quarter of 1975. � This position would provide the additional staff capability to handle this increasing worklaad and to eliminate the backlog of complaints which has developed as a result of insufficient staff. Information and Complaint Officer; Clerk-Steno III. The Council approved this program in the 1975 budget pending a report from the Administration on the relation af the program to the licensing and cansumer aftairs functions. Since the Administration has concluded that this program should not be organizationally located with these other functions, the request for these positions can now be made. This program would clearly fix responsibility for handling citizen compiaints and insure effective handling of those complaints. In addition, the program would provide a highly visible "access point" to City government where Saint - 3 - � • Paul residents could get information necessary for carrying on business with the City. Principal Personnel Assistant; Personnel Assistant III. These two persons would wvrk in the areas of labor relations and position classification -- areas of major impact on City operating costs, and areas which are inadequately staffed at present. The collective bargaining aspect of labor relations has proven to be much more time-consuming than originally imagined, demanding virtually full-time participation by the City Labor Negotiator and other City staff. Little staff time is available for other necessary aspects of labor relations such as wage and benefit administration, contract interpretation, and handling of grievances, and the critical collective bargaining capability of the City is itself so strained that a recent request for as- sistance from the Housing and RedeveIopment Authority had to be denied until additional staff became available. Since personnel costs account for more than ?0� of annual operating costs, it is imperative that this function be adequately staffed. The City has never had the capability to maintain and update its position classification system, and thus is forced to turn to outside consultants for assistance. Maintenance of the classification system now being developed by the FederaZ Civil Ser�ice Commission has significant implications for long-term operating casts, since 1) a simple classification system reduces Personnel Office costs because less testing and record keeping is necessary, and since 2) broader job class- ifications allow more work flexibility for employees and thus pror�ises increased productivity. Project Assistant III. The City does not have the ability to effectively monitor and evaluate the performance of neighbor- hood health clinics it helps to finance. While the number of programs and employees and the annual budget of the Division of Public Health all increased 200g to 300� sinee 1958, the number of administrative personnel has increased 25� -- from four to five. The recent MACRO health care study suggested that the fill.ing of this position be the City' s top implementation priority (see Attachment VI) to provide the capability necessary to oversee clinic operations and thus increase accountability of the . clinics to the City, and to open the lines of communication between the City and the clinics. It is anticipated that this capability would result in cost savings through 1) better program coordination between and among the clinics, 2) better financial auditing of clinic operations, 3) identification and elimination of service duplication among the clinics themselves and between the clinics and the Division of Public Health and other health service providers, and 4) possible group purchasing. In ad- dition, and perhaps more importantly, this person would acquire the detailed information about clinic operations necessary for future health care funding decisions by the City. - 4 - �, , ' rs�'��,G'/ COST ANALYSIS The chart which forms Attachment VII depicts the direct personnel cost5 and rel.ated support costs of these positions for' 1975 and 1976. As it indicates, total unbudgeted costs in 1975 would be about $49,000, and about $183,A00 in 1976 . In evaluating these new costs from the perspective of the City's commitment to hold the line on prop�rty taxes levied by City government in 1976, please keep in mind that six of the nine � positions being requested will establish or improve programs aimed at tightening City fiscal control, holding down City govern- ment costs , or increasing employee productivity. These positions are Property Management Manager (Clerk-Steno zII clerical support) , Training Coordinator, PrincipaZ Personnel Assistant, Personnel Assistant III , and Project Assistant III. It may reasonabl� be anticipated that these �ositions will, in the long run, more than pay for themselves in cost savings they bring about. "CASHING IN THE EMPTIES" In order to make these new costs more justifiable in the short run, I am enclosing two studies recently completed by this office which promise cost savings of at least $99,000 annually beginning in 1976. The first study, enclosed as Attachment VIII, is a detailed r analysis of the City Testing Laboratory. The study concludes that the laboratory as an independent function should be abolished, which creates an annual operating budget savings of $61,000.* The second study, enclosed as Attachment IX, reviews the Office of Emergency Preparedness to determine the best agency location of necessary OEP activities . The study concludes that all OEP activities , with the exception of disaster shelter maintenance, are either unnecessary or more appropriately handled by Ramsey County or Saint Paul-Ramsey Hospital. While exact cost savings cannot be determined until after negotiations with the above- mentioned agencies are completed, about $38, 000 in annual savings will be realized in the "worst case" situation. The combined cast savings of these two studies is thus at least $99,000 annually beginning in 1976 . To these savings must be added the savings which have been achieved as a result of the license study. As you will recall, these savings are about $13, 000 this year, and will increase to about $23, 000 in 1976 and thereafter, bringing the total savings beginning in 1976 to about $122 ,000 . Also worth mentioning is the fact that these three studies would lead to the elimination of at least ten positions -- one more than the nine positions requested in this memorandum. *The study further concludes that a new facility to provide space for the laboratory need not be built, for an additional annual savings in debt service and �maintenance costs of $33, �J00 for a period of ten years . -5- �. . � . 2��02'7 In addition to these savings , the impact of our increased scrutiny of requests for authorization to fill vacant' positions should also be considered. While we have had only modest direct results (one vacancy not filled, a second which will probably not be filled) , an indirect and unanticipated result has been a sub- stantial decrease in the number of requests for such hiring authorization. This number is now well below the average rate of City employee turnover, and it can reasonably be inferred from this fact that unanticipated surpluses in this area will be available in 1976 . In summary, our productivity and organization studies, combined with out crackdown on the filling of vacancies, has resulted and is resulting in savings which in effect "pay far" the new positions requested here. I MP LEP�lEN TAT I ON If you concur with this request, the following steps should be taken: 1. Creation of new titles . Requests for the establish- ment of new titles not already in process should be sent to the Personnel Office for their review and submissian to the Civil Service Commission and, subsequently, to the City Council. We would be happy ta process these requests for yc�u. 2. Submissian of new positions request to City Council. This memorandum and any additional information you feel is necessary should be sent to the City Council with a resolution transferring the necessary funds from the Contingent Reserve-General and the Contingent Reserve- Specified to the appropriate office and department budgets . 3. Authorization of implementation of Testing Laboratory and Office of Emergency Preparedness studies. You should authorize the carrying out of the implementation steps recommended in these st,udies, especially efforts to secure employment for those employees whose positions would be terminated. If you have any questions regarding this memorandum, please con- tact me at your convenience. -6- �