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97-715Council File # R — � �5 Q�'v�����_ Presented Refesed To `a � Green Sheet # S �3 Committee Date 3y WI�REAS, the City Council has in recent years reorganized so as to operate in a more efficient and effective manner, and WF�REAS, these organizational changes have required the Council Investigation and Reseazch Center Director to assume addi6onal duties and responsibilities, and 5 WHEREAS, a compensation study conducted by the affice of Human Resources has recommended, 6 based upon the results of Comparisons and QES Analysis, that the rate of pay for the Council 7 Investigation and Research Center Director be changed from the rate set forth in Grade 26 to that set 8 forth in Grade 28 of the Non-represented City Managers Standard Ranges in the Salary Plan and Rates 9 of Compensation, now, therefore be it 10 RESOLVED, that this recommended change shall take effect and be in force on the fust pay period 11 following the passage and approval of this resolution. Requested by Deputment oE � Form Approved by Ciry Attomey Adopted by Council: Date �, ����_ Adoption Certified by Council Secretary BY� �—� ApprovedbyMayor: Date � lgjs�" By: c "" �.,�� RESOLUTION SA1NT PAUL, MIWNESOTA � Approved by Mayor for Submission to Council � _ °4'1-T1�5 DE C1C}�CO11IIC1I� COUNCIL oa6/3/47E� �REEN SHEE N° 35663 GON7ACT PERSON & PNONE INITIAI/DATE INRIAVDATE Dave Thune, 266-8620 � DEPARTMENiDIRECTOR � anwunc�� ASSIGN aCI7YATTOFiNEY OCINGIERK MUST BE ON COUNCIL AGENDA BY (DATE) pU O BUDGET DIRECTOR O FIN. & MGT. SERVICES Difl. OPDEfl O MqypR (OR ASSISTANn � 70TAL # OF SIGNATURE PAGES (CLIP ALL LOCAT70NS FOR SIGNATURE) ACTION qEQUESTEO: Approval of resolution cLanging the rate of pay of the Council.Invesrigation and Research Center D'uector from Grade 26 to Grade 28 of the Non-represented City Managers Standazd Ranges in the Salary Plan and Rates of Compensation.. RECOMMENDATIONS: Approve (A) or Rajett ({p pERSONAL SERVICE CONTfiACTS MUST ANSWER THE FOLLOWING QUESTIONS: _ PLANNING COMMISSION _ CIVIL SERYICE CqMMISSION t Has Nis personffirm ever worked under a contract for this tlepartment? - _ CIBCOMMITTEE YES NO _ s7AFF 2• Has this persoNFirm ever been a city employee? — YES NO _ �ISTRICT CAUai � 3. Does this personlfirm passess a sldll noi nortnal os5essetl M1y mQ oy � ty p 6y eny cur[ent c' e 1 ee. SUPPpRTS WNICH COUNGIL OBJECTNE7 YES NO Explatn all yes answers on aeparate sheet anC atteeh to green sheet INITIATING PROBLEM, ISSUE. OPP�RTUNIN (WM. Whaq When. Where. Why): The rate of pay for the Council Inyesfigauon and Reseazch Center D'uector is currendy below that recommended by the Office of Human Resources based upon the resulzs of a Comparisons and QES Analysis study. Since the position was last siudied in 1987, the CouncIl Reseazch Director has been assigned additional duties and responsibilities as City Council Administrator, Civic Organization Partnership Program D'uector , Secretary to the Council, C1uef NegoGator,for the Cable Television Franchise,and Legislative-Hearing-Officer. Thischange in.compensation reflects [hese added duties and responsibilities: _ ADVqNTAGESIFAPPROVEO: - The rate of pay for the CouncIl Investigaflon and Reseuch Center Director wIll be in accord with that of similar positions in the City of Saint Paul compensation system. OISADVANTAGES IF APPROVED; The will be an increase in.salary costs of $4,067 annually. DISADVAt�RA6ES IF NOT APPitOVED: � The Council Investigations and- Research Genter Director will continue to be paid less that other Ciry employees with similar duties and responsibIlides. TOTAL AMOUNT OF TpANSACTION $ COS7/HEVENUE BUDGETED (CIRCLE ONE) VES NO FUNDING SOUHCE ACTIVI7Y NUMBER FINANCIAL INFOflMAT10N: (E%PLAIN) c''�f� ,, �11 S .� Classification Study Report (Restudy) Class Studied: Council Investigation & Research Center Director Incumbent: Gerry Strathman Date Studied: September 21,1995 Studied by: John Shockley Persons Contacted: Incumbent, Council President, Dave 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 platuung, coordinating and directing the overall work program for the Council Investigation and Reseazch Center. Compensation for the classification was assigned in non-represented management grade 26. In January 1994 the C3ty Council became a part-time legislafive body and additional duues 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 Auman 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 determina6on assigning the class to grade 27. The incumbent and the City Council President appealed the determination to the Human Resources Director indicating that the study findings did not adequately reflect the value of the position's duties and responsibiliries. The Human Resources D'uector then asked that this restudy be conducted Approval of Director of Human Resources �� -1 � s Study Components Review of the 3ob Profile Additional interviews with the incumbent. Review of an informational letter from the Council President and interview with his Legislative Aide. Review of information 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. Position Description The position performs responsible managerial work in planning, developing, coordinating directing and implementing the overall work program for the Office of the City Council. In addition, the posiflon acts as Council Secretazy and Legislative Hearing Officer. The position warks 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 aze as follow: Facilitates the development of the City Council's annual work plan, goals and objectives by conducting City Council retreats, developing action plans, preparing agendas and reporting at monthly organizarional meetings. 2. Represents the interests of the Council in meetings with administrative departments, civic organi�ztions and other entities doing business with the City. Manages the administrative affairs of the Council including, the 6udget, personnel actions, planning 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 preparing agendas, takiug minutes at meetings, preparing background information, materials and reseazch work. 5. Directs the reseazch acrivities of the staff analysts including reseazch project •� T i � � determinations, design, conduct, assignment, review and report apgroval prior to presentarion before the Council. 6. Directs the activities of the administrative support staff, including duty assignment, operational planning and execution, review of work products, presentation and ezcplanation of work products to the Council, employee performance evaluation, development, uaining, reward and discipline. 7. Serves as Secretary to the City Council including preparation of agendas, materials, official records and legally required notifications. 8. Serves as Legislative Hearing Officer for properry 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 department and community public events participation by the Council members. 11. Administers service contracts between the City and civic organizations ittcluding reviewing proposals, making recommendations to the Council preparing and monitoring contracts. Comparisons This single incumbent classification is an unclassif ed posifion with unique duties, responsibilities and above all reporting relationships. The position comprises a variety of duties similaz to gositions in other classifications in the City ranging from O�ce Manager to Executive Assistant to the Mayor. However, no majority of the duties compaze well with any e�sting class. Consequenfly, duty comparison in determining the position's fit in the classification luerarchy, while a useful tool, is not the czitical 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.S. job evaluation tool. Additional information provided by the incumbent and the Council President revealed that the purpose of the work and the effect the work has on the organization and community has increased. Since the Council has become a part-time body, the Council has increased its dependence upon this position. The rivo duties reflective of this dependence are °l� - � 15 representing the interest of the legislative branch in certain meetings and negotia#ions and serving as a legislative heating officer in appeal matters that were formerly handled by appointed boazds and the Council itself. The QES factors that would be effected by the aforementioned duty changes would be Effect of Actions and Contacts. The inirial evaluation of this posirion 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 work affects other parts of the organization or the community. Level fout work 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 concemed 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 plannnig, development and operation of major functions, programs or services. Such work wouid be invoived 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 probiems 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 factor 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 instructing, advising, planniug or coordinating to achieve desired actions; or negotiating to obtain ageement on matters. Such work would require significant interaction with others. The parties involved would generally be cooperative and wouid be seeking the same or similaz goals. Employees would be expected to handle minor disagreements or complaints encountered in the work. Level four contacts aze 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 organization and the employee would have to present and defend matters where there was sharp disagreement. The parties involved would sometitnes be uncooperative or hostile. The position in quesflon's duties as legislative hearing officer and representative of the Council's interests aze better defined by the four level of the Contacts factor. Further review of the additional information presented by the incumbent and the Councit President revealed that the level awazded 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 factor considers the kind of information a worker needs in order to act or make a decision and how such information is obtained. The four level for the Mental Effort factor is d�ned as work consisting of activities which are unusual or nonstandard and informa6on must be developed through specialized methods of analysis. Decisions would involve the assessment of concrete as well as abstract matters such as �c��'`?�� issues, concems and views of others. The five level is defined as work consis�ing of a broad range of acrivities within a field and information must be developed through intensive analysis of many different aspects. Decisions involve new designs or major azeas of uncertainty and altematives require careful probing assessment to deternrine their pmbable effects. This position is responsible for conducting policy analysis activities for the Council. The work covers a broad range of azeas including performance 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 defini6on for the Mental Effort factor more closely matches the mental requirements of the work performed by this position. Comparisons of factor levels awazded to classes perfornung similaz duties and classes with factor awazds both higher and lower than the position under study confirmed that the factor awazds for the position, based on the definitions, were correct. The QES evaluations and analysis based on this restudy supports placing the Council Investigation and Reseazch Center D'uector 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 Councii Investigation and Reseazch Center D'uector class be placed in Grade 28 of the Non-Represented City Managers Salary Ranges. F;\USERS�SI-IaCKLEY�W PFII.ES�C1,pS.S1 V Council File # R — � �5 Q�'v�����_ Presented Refesed To `a � Green Sheet # S �3 Committee Date 3y WI�REAS, the City Council has in recent years reorganized so as to operate in a more efficient and effective manner, and WF�REAS, these organizational changes have required the Council Investigation and Reseazch Center Director to assume addi6onal duties and responsibilities, and 5 WHEREAS, a compensation study conducted by the affice of Human Resources has recommended, 6 based upon the results of Comparisons and QES Analysis, that the rate of pay for the Council 7 Investigation and Research Center Director be changed from the rate set forth in Grade 26 to that set 8 forth in Grade 28 of the Non-represented City Managers Standard Ranges in the Salary Plan and Rates 9 of Compensation, now, therefore be it 10 RESOLVED, that this recommended change shall take effect and be in force on the fust pay period 11 following the passage and approval of this resolution. Requested by Deputment oE � Form Approved by Ciry Attomey Adopted by Council: Date �, ��q� �__ Adoption Certified by Council Secretary BY� �—� ApprovedbyMayor: Date � lgjs�" By: c "" �.,�� RESOLUTION SA1NT PAUL, MIWNESOTA � Approved by Mayor for Submission to Council � _ °4'1-T1�5 DE C1C}�CO11IIC1I� COUNCIL oa6/3/47E� �REEN SHEE N° 35663 GON7ACT PERSON & PNONE INITIAI/DATE INRIAVDATE Dave Thune, 266-8620 � DEPARTMENiDIRECTOR � anwunc�� ASSIGN aCI7YATTOFiNEY OCINGIERK MUST BE ON COUNCIL AGENDA BY (DATE) pU O BUDGET DIRECTOR O FIN. & MGT. SERVICES Difl. OPDEfl O MqypR (OR ASSISTANn � 70TAL # OF SIGNATURE PAGES (CLIP ALL LOCAT70NS FOR SIGNATURE) ACTION qEQUESTEO: Approval of resolution cLanging the rate of pay of the Council.Invesrigation and Research Center D'uector from Grade 26 to Grade 28 of the Non-represented City Managers Standazd Ranges in the Salary Plan and Rates of Compensation.. RECOMMENDATIONS: Approve (A) or Rajett ({p pERSONAL SERVICE CONTfiACTS MUST ANSWER THE FOLLOWING QUESTIONS: _ PLANNING COMMISSION _ CIVIL SERYICE CqMMISSION t Has Nis personffirm ever worked under a contract for this tlepartment? - _ CIBCOMMITTEE YES NO _ s7AFF 2• Has this persoNFirm ever been a city employee? — YES NO _ �ISTRICT CAUai � 3. Does this personlfirm passess a sldll noi nortnal os5essetl M1y mQ oy � ty p 6y eny cur[ent c' e 1 ee. SUPPpRTS WNICH COUNGIL OBJECTNE7 YES NO Explatn all yes answers on aeparate sheet anC atteeh to green sheet INITIATING PROBLEM, ISSUE. OPP�RTUNIN (WM. Whaq When. Where. Why): The rate of pay for the Council Inyesfigauon and Reseazch Center D'uector is currendy below that recommended by the Office of Human Resources based upon the resulzs of a Comparisons and QES Analysis study. Since the position was last siudied in 1987, the CouncIl Reseazch Director has been assigned additional duties and responsibilities as City Council Administrator, Civic Organization Partnership Program D'uector , Secretary to the Council, C1uef NegoGator,for the Cable Television Franchise,and Legislative-Hearing-Officer. Thischange in.compensation reflects [hese added duties and responsibilities: _ ADVqNTAGESIFAPPROVEO: - The rate of pay for the CouncIl Investigaflon and Reseuch Center Director wIll be in accord with that of similar positions in the City of Saint Paul compensation system. OISADVANTAGES IF APPROVED; The will be an increase in.salary costs of $4,067 annually. DISADVAt�RA6ES IF NOT APPitOVED: � The Council Investigations and- Research Genter Director will continue to be paid less that other Ciry employees with similar duties and responsibIlides. TOTAL AMOUNT OF TpANSACTION $ COS7/HEVENUE BUDGETED (CIRCLE ONE) VES NO FUNDING SOUHCE ACTIVI7Y NUMBER FINANCIAL INFOflMAT10N: (E%PLAIN) c''�f� ,, �11 S .� Classification Study Report (Restudy) Class Studied: Council Investigation & Research Center Director Incumbent: Gerry Strathman Date Studied: September 21,1995 Studied by: John Shockley Persons Contacted: Incumbent, Council President, Dave 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 platuung, coordinating and directing the overall work program for the Council Investigation and Reseazch Center. Compensation for the classification was assigned in non-represented management grade 26. In January 1994 the C3ty Council became a part-time legislafive body and additional duues 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 Auman 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 determina6on assigning the class to grade 27. The incumbent and the City Council President appealed the determination to the Human Resources Director indicating that the study findings did not adequately reflect the value of the position's duties and responsibiliries. The Human Resources D'uector then asked that this restudy be conducted Approval of Director of Human Resources �� -1 � s Study Components Review of the 3ob Profile Additional interviews with the incumbent. Review of an informational letter from the Council President and interview with his Legislative Aide. Review of information 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. Position Description The position performs responsible managerial work in planning, developing, coordinating directing and implementing the overall work program for the Office of the City Council. In addition, the posiflon acts as Council Secretazy and Legislative Hearing Officer. The position warks 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 aze as follow: Facilitates the development of the City Council's annual work plan, goals and objectives by conducting City Council retreats, developing action plans, preparing agendas and reporting at monthly organizarional meetings. 2. Represents the interests of the Council in meetings with administrative departments, civic organi�ztions and other entities doing business with the City. Manages the administrative affairs of the Council including, the 6udget, personnel actions, planning 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 preparing agendas, takiug minutes at meetings, preparing background information, materials and reseazch work. 5. Directs the reseazch acrivities of the staff analysts including reseazch project •� T i � � determinations, design, conduct, assignment, review and report apgroval prior to presentarion before the Council. 6. Directs the activities of the administrative support staff, including duty assignment, operational planning and execution, review of work products, presentation and ezcplanation of work products to the Council, employee performance evaluation, development, uaining, reward and discipline. 7. Serves as Secretary to the City Council including preparation of agendas, materials, official records and legally required notifications. 8. Serves as Legislative Hearing Officer for properry 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 department and community public events participation by the Council members. 11. Administers service contracts between the City and civic organizations ittcluding reviewing proposals, making recommendations to the Council preparing and monitoring contracts. Comparisons This single incumbent classification is an unclassif ed posifion with unique duties, responsibilities and above all reporting relationships. The position comprises a variety of duties similaz to gositions in other classifications in the City ranging from O�ce Manager to Executive Assistant to the Mayor. However, no majority of the duties compaze well with any e�sting class. Consequenfly, duty comparison in determining the position's fit in the classification luerarchy, while a useful tool, is not the czitical 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.S. job evaluation tool. Additional information provided by the incumbent and the Council President revealed that the purpose of the work and the effect the work has on the organization and community has increased. Since the Council has become a part-time body, the Council has increased its dependence upon this position. The rivo duties reflective of this dependence are °l� - � 15 representing the interest of the legislative branch in certain meetings and negotia#ions and serving as a legislative heating officer in appeal matters that were formerly handled by appointed boazds and the Council itself. The QES factors that would be effected by the aforementioned duty changes would be Effect of Actions and Contacts. The inirial evaluation of this posirion 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 work affects other parts of the organization or the community. Level fout work 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 concemed 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 plannnig, development and operation of major functions, programs or services. Such work wouid be invoived 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 probiems 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 factor 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 instructing, advising, planniug or coordinating to achieve desired actions; or negotiating to obtain ageement on matters. Such work would require significant interaction with others. The parties involved would generally be cooperative and wouid be seeking the same or similaz goals. Employees would be expected to handle minor disagreements or complaints encountered in the work. Level four contacts aze 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 organization and the employee would have to present and defend matters where there was sharp disagreement. The parties involved would sometitnes be uncooperative or hostile. The position in quesflon's duties as legislative hearing officer and representative of the Council's interests aze better defined by the four level of the Contacts factor. Further review of the additional information presented by the incumbent and the Councit President revealed that the level awazded 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 factor considers the kind of information a worker needs in order to act or make a decision and how such information is obtained. The four level for the Mental Effort factor is d�ned as work consisting of activities which are unusual or nonstandard and informa6on must be developed through specialized methods of analysis. Decisions would involve the assessment of concrete as well as abstract matters such as �c��'`?�� issues, concems and views of others. The five level is defined as work consis�ing of a broad range of acrivities within a field and information must be developed through intensive analysis of many different aspects. Decisions involve new designs or major azeas of uncertainty and altematives require careful probing assessment to deternrine their pmbable effects. This position is responsible for conducting policy analysis activities for the Council. The work covers a broad range of azeas including performance 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 defini6on for the Mental Effort factor more closely matches the mental requirements of the work performed by this position. Comparisons of factor levels awazded to classes perfornung similaz duties and classes with factor awazds both higher and lower than the position under study confirmed that the factor awazds for the position, based on the definitions, were correct. The QES evaluations and analysis based on this restudy supports placing the Council Investigation and Reseazch Center D'uector 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 Councii Investigation and Reseazch Center D'uector class be placed in Grade 28 of the Non-Represented City Managers Salary Ranges. F;\USERS�SI-IaCKLEY�W PFII.ES�C1,pS.S1 V Council File # R — � �5 Q�'v�����_ Presented Refesed To `a � Green Sheet # S �3 Committee Date 3y WI�REAS, the City Council has in recent years reorganized so as to operate in a more efficient and effective manner, and WF�REAS, these organizational changes have required the Council Investigation and Reseazch Center Director to assume addi6onal duties and responsibilities, and 5 WHEREAS, a compensation study conducted by the affice of Human Resources has recommended, 6 based upon the results of Comparisons and QES Analysis, that the rate of pay for the Council 7 Investigation and Research Center Director be changed from the rate set forth in Grade 26 to that set 8 forth in Grade 28 of the Non-represented City Managers Standard Ranges in the Salary Plan and Rates 9 of Compensation, now, therefore be it 10 RESOLVED, that this recommended change shall take effect and be in force on the fust pay period 11 following the passage and approval of this resolution. Requested by Deputment oE � Form Approved by Ciry Attomey Adopted by Council: Date �, ��q� �__ Adoption Certified by Council Secretary BY� �—� ApprovedbyMayor: Date � lgjs�" By: c "" �.,�� RESOLUTION SA1NT PAUL, MIWNESOTA � Approved by Mayor for Submission to Council � _ °4'1-T1�5 DE C1C}�CO11IIC1I� COUNCIL oa6/3/47E� �REEN SHEE N° 35663 GON7ACT PERSON & PNONE INITIAI/DATE INRIAVDATE Dave Thune, 266-8620 � DEPARTMENiDIRECTOR � anwunc�� ASSIGN aCI7YATTOFiNEY OCINGIERK MUST BE ON COUNCIL AGENDA BY (DATE) pU O BUDGET DIRECTOR O FIN. & MGT. SERVICES Difl. OPDEfl O MqypR (OR ASSISTANn � 70TAL # OF SIGNATURE PAGES (CLIP ALL LOCAT70NS FOR SIGNATURE) ACTION qEQUESTEO: Approval of resolution cLanging the rate of pay of the Council.Invesrigation and Research Center D'uector from Grade 26 to Grade 28 of the Non-represented City Managers Standazd Ranges in the Salary Plan and Rates of Compensation.. RECOMMENDATIONS: Approve (A) or Rajett ({p pERSONAL SERVICE CONTfiACTS MUST ANSWER THE FOLLOWING QUESTIONS: _ PLANNING COMMISSION _ CIVIL SERYICE CqMMISSION t Has Nis personffirm ever worked under a contract for this tlepartment? - _ CIBCOMMITTEE YES NO _ s7AFF 2• Has this persoNFirm ever been a city employee? — YES NO _ �ISTRICT CAUai � 3. Does this personlfirm passess a sldll noi nortnal os5essetl M1y mQ oy � ty p 6y eny cur[ent c' e 1 ee. SUPPpRTS WNICH COUNGIL OBJECTNE7 YES NO Explatn all yes answers on aeparate sheet anC atteeh to green sheet INITIATING PROBLEM, ISSUE. OPP�RTUNIN (WM. Whaq When. Where. Why): The rate of pay for the Council Inyesfigauon and Reseazch Center D'uector is currendy below that recommended by the Office of Human Resources based upon the resulzs of a Comparisons and QES Analysis study. Since the position was last siudied in 1987, the CouncIl Reseazch Director has been assigned additional duties and responsibilities as City Council Administrator, Civic Organization Partnership Program D'uector , Secretary to the Council, C1uef NegoGator,for the Cable Television Franchise,and Legislative-Hearing-Officer. Thischange in.compensation reflects [hese added duties and responsibilities: _ ADVqNTAGESIFAPPROVEO: - The rate of pay for the CouncIl Investigaflon and Reseuch Center Director wIll be in accord with that of similar positions in the City of Saint Paul compensation system. OISADVANTAGES IF APPROVED; The will be an increase in.salary costs of $4,067 annually. DISADVAt�RA6ES IF NOT APPitOVED: � The Council Investigations and- Research Genter Director will continue to be paid less that other Ciry employees with similar duties and responsibIlides. TOTAL AMOUNT OF TpANSACTION $ COS7/HEVENUE BUDGETED (CIRCLE ONE) VES NO FUNDING SOUHCE ACTIVI7Y NUMBER FINANCIAL INFOflMAT10N: (E%PLAIN) c''�f� ,, �11 S .� Classification Study Report (Restudy) Class Studied: Council Investigation & Research Center Director Incumbent: Gerry Strathman Date Studied: September 21,1995 Studied by: John Shockley Persons Contacted: Incumbent, Council President, Dave 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 platuung, coordinating and directing the overall work program for the Council Investigation and Reseazch Center. Compensation for the classification was assigned in non-represented management grade 26. In January 1994 the C3ty Council became a part-time legislafive body and additional duues 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 Auman 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 determina6on assigning the class to grade 27. The incumbent and the City Council President appealed the determination to the Human Resources Director indicating that the study findings did not adequately reflect the value of the position's duties and responsibiliries. The Human Resources D'uector then asked that this restudy be conducted Approval of Director of Human Resources �� -1 � s Study Components Review of the 3ob Profile Additional interviews with the incumbent. Review of an informational letter from the Council President and interview with his Legislative Aide. Review of information 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. Position Description The position performs responsible managerial work in planning, developing, coordinating directing and implementing the overall work program for the Office of the City Council. In addition, the posiflon acts as Council Secretazy and Legislative Hearing Officer. The position warks 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 aze as follow: Facilitates the development of the City Council's annual work plan, goals and objectives by conducting City Council retreats, developing action plans, preparing agendas and reporting at monthly organizarional meetings. 2. Represents the interests of the Council in meetings with administrative departments, civic organi�ztions and other entities doing business with the City. Manages the administrative affairs of the Council including, the 6udget, personnel actions, planning 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 preparing agendas, takiug minutes at meetings, preparing background information, materials and reseazch work. 5. Directs the reseazch acrivities of the staff analysts including reseazch project •� T i � � determinations, design, conduct, assignment, review and report apgroval prior to presentarion before the Council. 6. Directs the activities of the administrative support staff, including duty assignment, operational planning and execution, review of work products, presentation and ezcplanation of work products to the Council, employee performance evaluation, development, uaining, reward and discipline. 7. Serves as Secretary to the City Council including preparation of agendas, materials, official records and legally required notifications. 8. Serves as Legislative Hearing Officer for properry 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 department and community public events participation by the Council members. 11. Administers service contracts between the City and civic organizations ittcluding reviewing proposals, making recommendations to the Council preparing and monitoring contracts. Comparisons This single incumbent classification is an unclassif ed posifion with unique duties, responsibilities and above all reporting relationships. The position comprises a variety of duties similaz to gositions in other classifications in the City ranging from O�ce Manager to Executive Assistant to the Mayor. However, no majority of the duties compaze well with any e�sting class. Consequenfly, duty comparison in determining the position's fit in the classification luerarchy, while a useful tool, is not the czitical 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.S. job evaluation tool. Additional information provided by the incumbent and the Council President revealed that the purpose of the work and the effect the work has on the organization and community has increased. Since the Council has become a part-time body, the Council has increased its dependence upon this position. The rivo duties reflective of this dependence are °l� - � 15 representing the interest of the legislative branch in certain meetings and negotia#ions and serving as a legislative heating officer in appeal matters that were formerly handled by appointed boazds and the Council itself. The QES factors that would be effected by the aforementioned duty changes would be Effect of Actions and Contacts. The inirial evaluation of this posirion 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 work affects other parts of the organization or the community. Level fout work 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 concemed 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 plannnig, development and operation of major functions, programs or services. Such work wouid be invoived 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 probiems 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 factor 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 instructing, advising, planniug or coordinating to achieve desired actions; or negotiating to obtain ageement on matters. Such work would require significant interaction with others. The parties involved would generally be cooperative and wouid be seeking the same or similaz goals. Employees would be expected to handle minor disagreements or complaints encountered in the work. Level four contacts aze 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 organization and the employee would have to present and defend matters where there was sharp disagreement. The parties involved would sometitnes be uncooperative or hostile. The position in quesflon's duties as legislative hearing officer and representative of the Council's interests aze better defined by the four level of the Contacts factor. Further review of the additional information presented by the incumbent and the Councit President revealed that the level awazded 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 factor considers the kind of information a worker needs in order to act or make a decision and how such information is obtained. The four level for the Mental Effort factor is d�ned as work consisting of activities which are unusual or nonstandard and informa6on must be developed through specialized methods of analysis. Decisions would involve the assessment of concrete as well as abstract matters such as �c��'`?�� issues, concems and views of others. The five level is defined as work consis�ing of a broad range of acrivities within a field and information must be developed through intensive analysis of many different aspects. Decisions involve new designs or major azeas of uncertainty and altematives require careful probing assessment to deternrine their pmbable effects. This position is responsible for conducting policy analysis activities for the Council. The work covers a broad range of azeas including performance 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 defini6on for the Mental Effort factor more closely matches the mental requirements of the work performed by this position. Comparisons of factor levels awazded to classes perfornung similaz duties and classes with factor awazds both higher and lower than the position under study confirmed that the factor awazds for the position, based on the definitions, were correct. The QES evaluations and analysis based on this restudy supports placing the Council Investigation and Reseazch Center D'uector 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 Councii Investigation and Reseazch Center D'uector class be placed in Grade 28 of the Non-Represented City Managers Salary Ranges. F;\USERS�SI-IaCKLEY�W PFII.ES�C1,pS.S1 V