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96-73Presented by_ Referred To _ 1 2 3 4 5 � Council Fffe # 9 � r� ,3 �tn�r.�c�de.� - I ��y�� (.,� �� C�a�L()h ? � a �l D ' , Green Sheet # _35099 RESOLUTION SAINT PAUL_MINNESOTA � 6 7 8 9 10 An Administrative Resolution establishing the rate of pay for the Council Investigation and Rese ch Center Director position in the Satary Plan and ates of Compensation Resolution. RESOLVED, that the rate of pay far the Council Center Director be changed from the rate set forth in of the Non-Represented City Managers Standazd 3-be-i{r the Ci Lths and have pe FURTHER RESOLVED, that on the first pay period following and Research 26 to that set forth in Grade 28, � in the Salary Plan and Rates of Compensation, c duct a ersonnel review of the rs and the per£ormance level of resolution shall take effect and be in force and approval. �1 Requested by Department oE Blakey Guerin x�s Megard Rett Thune , by Council: Date Adoption Certified by Council Secretary By: Approved by Mayor: Date By: tor. OFFICE OF HUMAN RESOURCES By: � �°���� Fo ppro d by City Attomey By: I �....5[x.% Approved by Mayox for Submission to Council � 0 4 �... t 'lrt.' � V � 1 nEr�ttrrmvrio�c�.,�cornvcu. � nai� nvrrrn�n" ��� ' �' GREEN SHEET No.: 35099 � � � � � � Office of Huinan ResourceslClass 10l20195 CONTACPPE ONE: @ p �ITIncmAT£ � s77�[nuAATE John Shoc en Sanchez �J 266-6480 1VOMB$R 3CTfYATTORNEY lt e 9r 7CITYCL FOR 2$D�GET DIIL- F1N. & MGT. SERVICE DIIt M[JST BE ON COUNCII. AGENAA BY (DATE) ROU1'ING 4 MAZ'OR (OR ASST.) 6 FINANCE ACCOI7N1'ING ORDER TOTAL # OF SIGNATURE PAGES__�_(CLIP ALL LOCATiONS FOR SIGNA't'URE) acriox xEQUES�n:Change the rate of pay of the Council Investigation and Research Center D'uector class from Grade 26 to Grade 28 of the Non-Represented City Managers Salary Ranges. RECOMMENDAI'IONS: Approve (A) or Reject (R) PERSONAI, SERVICE CONTRACTS MT7ST ANSWER TIIE FOLLOW WG QUESTIONS: _PLANNING CAMMISSION _CIVII, SERViCE COMbIISSION 1. Has this person/fum ever worked un.der a contract for this department? _CIB COMMIYTEE _ Yes No STAFF _ 2. Has this person/fi�m ever been a city empbyee? DISTRICT COURT Yes No SUPPOBTS WHICH COi1NCTL OSJECTNE? 3. Does this person/fixm possess a skill not normally possessed by any current ciry employee? Yes No Eaplain all yes eosrvers ou separate sheet and attach to green sheet IN11'IATING PROBLEM, ISSUE, OPPORTIJNITY (Who, What, When, Where, Why): �115 2CUOri 1S b2S0C1 llpOri Y�le COR1p0riS3t10II Sllldy which supports upgrading this class to Grade 28 from Grade 26 of the Non-Represented Ci��ers Salary Ranges.(Attached is Che compensation study.) NOV 03 1995 �����_� ���:���ffi anv,uvTacES � nrraoven: Compensation will be established commensurate with the current duties and responsibilities of the position. nisauvarrrncES � nrraovEn: An annual salary increase of approximately $3,900. msauvnNrncES � xor nrrxoven: Equitable compensation will not be established for the Council Invesfigation and Research Center Director class. TOTAL AMOUN'T OF TRANSACTION: $ COSTJREVENUE BUDGETED: FONDING SOURCE: ACTIVITY NUMBER: FINANCIAI.INFORMATION: (EXPLAII� REt��VED NOV 01 1995 _ i';'� '� aG.-'1� Ciassificafion Study Report (Restudy) Class Studied: Incumbent: Date Studied: Studied by: Persons Contacted: Council Investigation & Reseazch Center Director Gerry Strathman September 21, 1995 John Shockley Tncumbent, Council President, Daue Thune and Legislative Aide, Chuck Repke Background The classification of Council Investigation and Research Center Director was established in 1988 in the unclassified service. The purpose of the position was to perform highly responsible duties in plauning, coordinating and directing the overall work program for the Council Investigation and Research Center. Compensation for the classification was assigned in non-represented management grade 26. In January 1994 the City Council became a part-time legislative body and additional duties were assigned to the position. Those duties included acting as secretary to the Council, acting as a legislative hearing officer in reviewing property code enforcement appeals, and serving as a representative of the Council in matters where the interests of the legislative branch of government need to be balanced with those of the executive branch. The incumbent requested that the Office of Human Resources conduct a compensation study of the single position classification. An initial review resulted in a recommendation that the classification remain in non-represented management grade 26. Further review, results in a deterxnination assigning the class to grade 27. The incuxnbent and the City Council President appealed the deternunation to the Human Resources Director indicating that the study findings did not adequately reflect the value of the position's du6es and responsibilities. The Huxnan Resources Director then asked that this restudy be conducted Approval of Director of Human Resources �G-�t3 Study Components Review of the Job Profile Adciitional interviews with the incumbent. Review of an informationai letter from the Council President and interview with his Legisiative Aide. Review of inforxnation presented by the incumbent. Comparisons to related classifications and positions. QES reevaluation and analysis including a comparison of factor awazds for the position under study with those of other classes of positions. Pusifion Description The position perForms responsible managerial work in plauniug, developing, coordinating directing and implementing the overall wark program for the Office of the City Council. In addifion, the position acts as Council Secretary and Legislative Hearing Officer. The position works under the general guidance of the Council President and Council members. The position provides general supervision over 21 professional, technical and clerical employees. The major duties performed by this position are as follow: Facilitates the development of the City Council's annual work pian, goals and objectives by conducting City Council retreats, developing action plans, preparing agendas and reporting at monthly organizational meetings. 2. Represents the interests of the Council in meetings with administrative depamnents, civic organizations and other entities doing business with the City. 3. Manages the administrative affairs of the Council including, the budget, personnel actions, plamiing processes, information systems, office systems office policies and procedures, purchasing, facilities, video production, equipment and services and allocates needed resources. 4. Manages the administrative support services for Council Committees including prepazing agendas, taking minutes at meetings, preparing background information, materials and reseazch work. 5. Directs the reseazch activi6es of the staff analysts including research project °LG�.�3 deterniinations, design, conduct, assignment, review and report approval prior to presentation before the Council. 6. D'uects the activifies of the administrarive support staff, including duty assignment, opezational plauuing and execution, review of work products, presentation and explanafion of work products to the Council, employee performance evaluation, development, trainiug, rewazd and discipline. Serves as Secretary to the City Council including prepazafion of agendas, materials, official records and legally required notifications. 8. Serves as Legislative Hearing Officer for property code enforcement appeals on behalf of the Council including conducting hearings, making findings of fact and presenting recommendations before the Council. 9. Manages Council video productions including budgeting, equipment and services expenditures, staff supervision and selection and Council video production needs assessment and analysis. 10. Coordinates City departrnent and community public events participation by the Council members. 11. Aduiinisters service contracts between the City and civic organizations including reviewing proposals, making recommendations to the Council preparing and monitoring contracts. Comparisons This single incumbent classification is an unclassified position with unique duties, responsibilities and above a11 reporting relationships. The position comprises a vaziety of duties similar to posltions in other classifications in the City ranging from Office Manager to Executive Assistant to the Mayor. However, no majority of the duties compare well with any existing ciass. Consequently, duty comparison in determining the position's fit in the classification hierazchy, while a useful tool, is not the critical element in analysis of the position's appropriate compensation level. QES Evaluation and Analysis The appropriate compensation for this position is contingent upon the application of the Q.E.5. job evaluation tool. Additional information provided by the ancumbent and the Council President revealed that the purpose of the work and the effect the wark has on the organization and community has increased. Since the Council has become a part-tnne body, the Councii has increased its dependence upon this position. The two duties reflective of this dependence are aG-�3 representing the interest of the legislative branch in certain meetings and negofiations and serving as a legislative hearing officer in appeai matters that were formerly handled by appointed boards and the Council itself. The QES factors that wouid be effected by the aforementioned duty changes would be Effect of Acrions and Contacts. The uritial evaluation of ttus position awazded an Effect of Actions factor level of four and Contacts factor level of three. The Effect of Actions factor measures the purpose of the work and the extent to which the wark affects other parts of the orgaui�ation or the community. Level four wark is defined as a work product or service that ensures the proper design or operation of a system or service affecting many parts of the organizations. Such work would be concerned with how well a program or service is operating and solving difficult problems of the unit. Level five work is defined as a work product or service that affects the planning, development and operation of major functions, progxams or services. Such work would be involved in solving critical problems and handling matters that might seriously impair a program's effectiveness. With the Councils' increased dependence on this position to solve critical operational problems resulting from the move to a part-time Council and with the additional heazing officer duties, the five level better defines the overall effect the position has on the organization and community. Regazding the Contacts factor, it measures the requirement for dealing with others, either individuals or groups, to accomplish work objectives. This factar considers the difficulty of achieving desired results and the nature of the persons dealt with. Level three contacts are defined as with individuals or groups within or outside of the organization and involve instrucring, advising, planning or coordinaUng to achieve desired actions; or negotiating to obtain agreement on matters. Such work would require significant interaction with others. The parties involved would generally be cooperative and would be seeking the same or similar goals. Employees would be expected to handle minor disagreements or complaints encountered in the work. Level four contacts are with individuals or groups who aze committed to different objectives. Desired results would be achieved by persuasion and motivation. Negotiations would involve matters that are of substantial value to the organizarion and the employee would have to present and defend matters where there was sharp disagreement. The parties involved would sometimes be uncooperative or hosrile. The position in question's duties as legislative hearing officer and representative of the CounciPs interests are better defined by the four leve] of the Contacts factor. Further review of the addifional information presented by the incumbent and the Council President revealed that the level awarded for the factor of Mental Effort should be changed from a level four to a level five. The Mental Effort factor measures the mental requirement of the work. The factar considers the kind of information a warker needs in order to act ar make a decision and how such information is obtained. The four level for the Mental Effort factor is defined as work consisring of activities which are unusual or nonstandard and information must be developed through specialized methods of analysis. Decisions would involve the assessment of concrete as well as abstract matters such as . _ � . . . �I G -'73 issues, concems and views of others. The five level is defined as work consisting of a broad range of activities withiu a field and information must be developed through intensive analysis of many different aspects. Decisions involve new designs or major areas of uncertainty and alternatives require cazeful probing assessment to detennine their probable effects. This position is responsible for conducting policy analysis activities for the Council. The work covers a broad range of areas including perfortnance audits, program evaluations, policy analysis and subsequent recommendations. The analysis is usually of complex legislative issues such as problem properties, juvenile crime prevention and cable television access. The five level definition for the Mental Bffort factor more closely matches the mental requirements of the work performed by this posifion. Comparisons of factor ]evels awarded to classes performing similar duties and classes with factor awards both higher and lower than the position under study confumed that the factor awards for the position, based on the definitions, were correct. The QES evaluations and analysis based on this restudy supports piacing the Council Investigation and Research Center Director class in Grade 28 of the Non-Represented City Managers Salary Ranges. Recommendation Based upon the results of the Comparisons and QES Analysis, I recommend that Council Investigation and Research Center Director class be placed in Crrade 28 of the Non-Represented City Managers Salary Ranges. F:\USERS\SHOCKLEY� WPFII,ES\CLAS. SN January 24, 1996 City Council Summary Minutes Page 5 and she felt that's where the City should be starting. She supported Bostrom's suggestion to have Council Research look at the issue. Megard said she wants to know what the real costs are and exactly how Saint Paul citizens will be served if the merger takes place. Councilmember Rettman reviewed a"change sheet" prepared during the 1946 budget deliberations stating that a study of a merger was yoted on unanimously. Councilmember Remnan moved to introduce a substitute resolution and Councilmember Bostrom moved to amend the substitute to add language thax Council Reseazch, with the assistance of the Budget Office, study the merger issue and bring back their findings to the City Council. Lt. Joe Polski, Police Department, stated he has been the Police DepartmenYs lead person in discussions with the Ramsey County Sheriff. He stated that the process was stopped in the middle of a discussion when the Sheriff withdrew his offer. The current document reflecting costs was produced based on items submitted to the committee and is a compila- tion of the best estunate they were able to come together with at this point. It may or may not be the final amount. ` � ' Substitute adopted as amended Yeas - 5 Nays - 2(Guerin, Harris) 19. Resolution - 96-73 - Changing the rate of pay of the Council Investigation and Research Center Director class from Grade 26 to Grade 28 of the Non-Represented City Managers Salary Ranges. Councilmember Megard moved approval. Based on inforxnation on the Green Sheet, Councilmember Harris quesfioned if it was accurate that the salary for the Council Research Director would increase from $68,311 to approximately $72,000. Harris requested that the resolution be amended between lines 8 and 9 indicating that Council will conduct a personnel review of the position in six months and have performance indicators and the performance level of the director. This issue and the duties of the director could be discussed at the next City Council Organizational meeting, Harris stated. He noted that a review has not been conducted and, therefore, did not feel a salary increase was merited. Council President Thune accepted this as a friendly amendment. This resolution is a grade change based on a job re-evaluation and recommendations of the Office of Human Resources and does not set a salary, Councilmember Megard stated. Councilmember Harris responded that the Green Sheet indicates an annual salary increase of appro�mately $3,900.