►
From YouTube: April 20, 2016 Executive
Description
Minneapolis Executive Committee Meeting
A
Good
morning
and
welcome
to
this
regularly
scheduled
meeting
of
the
executive
committee,
I
am
Betsy
Hodges,
chair
of
the
committee
joined
this
morning
by
committee
members,
councilmember,
Gordon,
council,
vice-president,
glidden
and
council
president
barb
Johnson.
We
are
a
quorum
of
the
committee
and
can
conduct
the
city's
business.
We
have
six
items
before
us
on
the
agenda
today.
The
sixth
will
be
a
potentially
a
closed
meeting,
which
we
will
adjourn
to
room
315
for,
but
the
first
five
items
are
discussion
items
we
will
go
to
the
first
item
and
then
have
a
discussion
of
items.
A
B
Morning,
mayor
Hodges
members
of
these
active
committee,
the
regulatory
services
department
is
proposing
to
establish
one
new
appointed
position
that
will
perform
in
the
leadership
role
of
the
fire
inspection
service,
division,
leader
and
report
directly
to
the
director
regulatory
services.
The
position
will
oversee
the
fire
inspection
services
division
and
will
be
responsible
for
operations
related
to
fire
and
housing
maintenance
code
enforcement
in
the
city
of
Minneapolis.
This
includes
the
management
of
staff
of
17
and
the
associated
workload.
B
The
certified
job
title
means
classified
position,
manager,
inspection,
prior
inspection
services
grade.
Eleven
position
has
been
supervising
the
fire
inspection
services
division
in
the
regulatory
services
department.
That
position
is
vacant
and
it
will
be
inactivated
with
the
approval
of
this
position.
B
At
this
time
we
are
asking
that
you
approve
the
new
position:
title
deputy
director
fire
inspection
services
that
you
find
that
this
position
meets
the
criteria
and
section
20.10
10
of
the
Minneapolis
Code
of
Ordinances
City
Council,
to
establish
positions
that
you
approve.
The
new
appointed
position,
salary
structure,
which
has
minimum
salary
of
90
1534
and
a
top
rate
of
100
8508.
The
director
of
regulatory
services,
North
Schuckman,
is
here.
If
you
have
any
questions
about
the
organizational
structure
of
the
department
or
why
this
request
is
being
made,
are.
A
I
will
move
approval
of
the
staff
recommendation.
Any
discussion
on
that
I
see
none
all
approval,
please
signify
by
saying
aye,
aye
opposed
abstentions
that
carries
Thank
You
mr.
Schuckman,
for
that
and
once
again
give
our
congratulations
to
mr
stairs
on
his
life-saving
efforts
as
a
fire
inspector
items,
two
three
and
four
mr.
Cronk
is
bringing
before
us
and
I.
Think
consideration
of
them
together
is
in
order.
So
why
don't
I?
They
are
item
two
appointed
official
salary
administration
plan,
modifications,
item
three
performance
appraisal
policy,
revisions,
an
item
for
severance
pay
for
appointed
employees
ordinance.
C
You
mayor
Hodges
committee
members,
sponsor
chronic
City
coordinator
item
number
two
before
you,
the
appointed
officials,
salary
administration
plan
modifications.
If
you
recall
in
2015
the
Minneapolis
City
Council,
approved
a
revised
system
for
pain
appointed
officials.
The
system
was
changed
from
a
four-step
plan
to
an
eighth
step
plan.
At
that
time,
we
promised
to
return
with
a
recommendation
to
revise
the
appointed
employee
salary
administration
plan,
and
today
we
wish
to
present
or
recommendations
for
that
plan.
The
plan
recommends
a
number
of
things.
C
It
first
revised
the
title
such
that
it
applies
only
to
appointed
officials,
this
carves
out
politically
appointed
employees.
The
goal
of
the
plan
is
to
maintain
an
external
market,
competitive
competitiveness,
to
attract
and
retain
leadership.
Talents
also
to
assure
internal
equity
among
our
appointed
officials
and
to
provide
flexibility
and
ease
of
administration.
The
plan
memorializes
the
8-step
salary
plan
adopted
by
the
council
in
2015.
It
continues
the
market
survey
every
three
years
under
the
action
of
our
chief
human
resource
officer.
C
It
shifts
the
responsibility
for
adjustments
from
the
City
Council
to
the
city
coordinator
and
consultation
with
the
chief
human
resource
officer
and
CFO
in
the
following
ways.
The
city
coordinator
may
approve
annual
adjustments
up
to
2.5
percent.
The
coordinator
may
approve
market
adjustments
up
to
2.5
percent's.
It
articulates
the
methodology
for
approving
starting
salaries
above
step
3.
It
allows
simple
title
changes
with
the
approval
of
the
chief
human
resource
officer.
It
allows
one
time
minor
job
evaluation,
changes
up
to
45
points
or
one
grade
level,
with
the
approval
of
the
chief
human
resource
officer.
C
Any
additional
changes
must
be
approved
by
the
City
Council.
All
adjustments
will
be
reported
quarterly
by
the
city
coordinator
to
this
executive
committee
in
the
Ways
and
Means
Committee
and
step
progression
will
continue
to
require
documentation
of
satisfactory
or
better
performance
for
the
positions
below
charter
department
head
and
thus
item
3,
which
I'll
speak
to
in
a
minute.
It
retains
for
the
council,
however,
that
the
council
must
approve
all
new
positions
and
their
salaries
as
they
currently
do.
C
So
that
is
this
a
summary
of
the
plan
that
is
before
you
again
I
want
to
thank
staff
for
their
hard
work
and
putting
that
plan
together
and
presenting
it
at
this
time.
We
are
recommending
approval
of
it
and
referral
to
ways
and
means
it
is
part
and
parcel
with
item
number
3,
which
is
relatively
straightforward,
is
the
performance
appraisal
policy
revisions.
We
are
asking
for
approval
of
revisions
to
the
performance
appraisal
policy,
to
standardize
the
performance
management
process
across
the
organisation.
C
It
is
relatively
straightforward
and
meant
to
align
our
performance
management
system
across
the
enterprise.
This
proposed
policy
has
been
reviewed
by
your
labor-management
committee
and
the
department,
heads
and
any
feedback
that
they
have
given
was
incorporated
into
the
document
that
you
see
before
you
all.
Stakeholders
have
been
a
supportive
of
this
policy
revision,
but
staff
thought
it
was
important
to
link
the
salary
administration
plan.
I've
been
number
two
and
this
plan
together.
C
Item
number
four:
is
the
severance
pay
for
appointed
employees
ordinance?
This
is
a
I
will
be
brief
in
this,
because
there
is
no
action
requested
from
the
executive
committee.
However,
it
has
been
past
practice
to
make
a
reference
to
the
subject
matter
of
a
proposed
ordinance
change
regarding
personnel
before
any
action
is
taken
in
subsequent
committees,
staff
is
recommending
to
changes
to
our
current
city,
ordinance,
section
20
point
4,
5,
6,
titled
2005
severance
pay
for
appointed
employees.
The
first
is
to
eliminate
paragraph
C
of
the
section
to
conform
with
state
law.
C
Second
is
to
rewrite
section:
220
point
4
5
6,
so
it
applies
only
to
charter
department,
heads
in
conversation
with
HR
and
cities
attorney's
office.
This
ordinance
was
added
in
2005
in
response
to
some
challenges.
The
city
faced
in
recruiting
candidates
for
cedar
leader
city
leadership
positions.
Well,
we
have
found,
however,
is
that
the
section
was
most
important
for
those
department
heads
that
are
appointed
by
this
committee.
We
are
proposing,
therefore,
to
limit
the
scope
of
section
20
point
4
5
6
to
that
pool.
D
Thanks
man,
I'm
sure
some
kind
of
smaller
questions,
I'm
actually
curious
on
the
performance
appraisal
policy.
We
could
hear
a
little
bit
more
about
how
this
requirement
will
be
implemented
and
whether
there
will
be
some
system
put
in
place
so
that
if
managers
or
supervisors
are
not
in
fact
conducting
the
annual
performance
appraisals
of
those
that
they
supervise.
What
will
be
the
way
to
to
be
on
top
of
that
and
then
be
able
to
coach
those
supervisors
on
up
to
department
heads
of
perhaps
not
complying
with
this
requirement
for
the
city,
I.
D
C
Madam
mayor
council,
vice-president
glidden,
that's
a
great
question
and
I
will
invite
our
chief
human
resources
officer
to
add
a
few
words
as
well,
but
I
know
from
my
experience
in
other
organizations.
It
was
critical
that
the
leadership
at
the
top
was
monitoring
this
type
of
behavior
in
a
very
than
strategic
way.
So,
for
example,
at
the
state's
we
had
the
governor's
office
review,
the
compliance
with
performance
appraisal
policy
even
on
a
weekly
basis.
C
If
there
was
a
goal
to
have
a
hundred
percent
compliance
that
every
employee
in
that
organization
was
receiving
a
performance
review
that
we
would
track
that
on
a
regular
basis,
and
so
I
know,
as
I
said
here
after
this
policy
is
approved
and
as
we
think
about
the
procedures
from
that
that'll
be
a
critical
part
of
it.
Is
that
active
monitoring
both
from
the
city
coordinator
and
also
by
department
heads
as
they
ensure
that
everyone
in
their
Department
in
their
division,
is
receiving
performance
review
but
I'll?
E
Mayor
Hodgins,
members
of
the
executive
committee,
we
are
currently
working
thanks
to
previous
investments
by
the
City
Council
regarding
our
halogen
system,
which
is
a
software
that
is
specifically
designed
to
provide
real-time
information
regarding
our
performance
vision
system.
What
we're
currently
doing
is
working
with
our
internal
team
to
actually
design
that
process
to
make
it
efficient
so
that,
when
the
information
for
employees
it
already
goes
into
the
halogen
system
and
then
we're
also
redesigning
it.
E
D
I
guess
then
my
follow-up
questions
are
just
in
I.
Don't
know,
I'm
not
expecting
an
answer
may
be
right
now,
but
one
is
and
I'm
curious
about
the
timeliness
of
being
able
to
put
those
processes
in
place
because
it
sounds
like
we
may
have
the
tools
to
be
able
to
monitor
this.
But
maybe
we
need
to
activate
those
tools
in
some
way
to
be
able
to
fully
see
who
is
who
is
in
compliance
or
not,
and
then
I
guess.
My
other
question
would
be.
D
E
President
Laden
and
members
of
the
executive
committee,
most
of
the
system
for
employees,
has
already
been
to
signed.
So,
for
example,
just
last
week,
I
received
an
initial
report
as
part
of
our
overall
process
of
where
department
stand
in
terms
of
their
performance
review.
So
that's
already
done.
I
already
have
also
started
working
with
an
internal
team
to
add
this
additional
piece,
so
I
fully
anticipate
that
this
system
will
be
up
and
running
by
no
later
than
the
this.
F
F
The
policy
says
that
they
are
shall
not
apply
to
politically
appointed
staff
and
does
that
include
anybody.
Besides,
the
staff
within
each
council
office,
where
there's
two
staff
that
are
pointed
and
the
staff
within
the
mayor's
office
that
are
appointed
or
is
it
said,
does
that
encompass
all
the
positions
we're
talking
about
the
don't
apply
I'm.
E
Councilmember
Gordon
members
of
the
executive
committee,
when
the
information
in
the
performance
appraisal
policy
is
of
the
politically
important,
politically
appointed
staff.
This
is
talking
about
the
aides
to
the
City
Council,
because
the
other
people,
if
there
are
individuals,
for
example,
if
there
are
people
that
are
appointed
over
and
beyond
the
politically
the
aids
they
are
included
in
the
performance
review
appraisal,
review
policy.
E
F
Appointed
staff,
including
those
appointed
by
the
mayor
and
individual
City,
Council
members,
and
that's
actually,
the
exclusive
group-
is
just
the
age
within
the
right.
Those
offices
that
that's
all
of
them,
if,
if
a
council
member
or
an
elected
official,
wanted
to
do
a
performance
appraisal
and
get
assistance
from
HR
to
do
that
and
with
their
staff,
would
that
be
available
to
us
councilmember.
E
E
Well,
part
of
that
is
because,
when
we
look
at
what
we
track
from
an
enterprise-wide
perspective,
what
we
track
from
an
EEO
and
affirmative
action
perspective,
the
people
that
we
are
looking
at
are
the
people
who
are
reflected
in
the
enterprise
as
a
city,
and
so
this
this
policy
reflects
that
as
well.
So
it.
F
Yes,
then,
I'm
also
curious
about
the
charter
department,
heads
I
think
that's
always
been.
It
are
often
been
a
challenge
or
something
to
work
on.
They
are
appointed
and
I
know
that
it
says
the
performance
appraisals,
a
documented
conversation
between
supervisor
and
employee,
about
the
employees,
actual
performance
and
I.
Think
there's
some
question
about
who
the
supervisor
is
of
the
charter
department,
heads
I
know
the
way
we've
done
it
before
we.
F
It's
been
different
over
the
years
of
360
review
and
those
thing
now
we
I
think
are
having
a
performance
review
with
the
department
heads
that
include
chairs,
or
maybe
vice
chairs
of
committee,
the
mayor's
office,
the
city
coordinator,
and
so
that's.
The
understanding
is
that
those
people
would
be
acting
in
the
capacity
of
supervisor,
at
least
for
this
purpose,
and
that
would
be
documented.
Yes,
okay
and
I
appreciate
that
I
also
sometimes
wondered.
Is
there
a
way
the
executive
committee
can
get
more
engaged
in
the
review
of
charter
department?
F
Heads
I
think
we've
talked
about
this
before
on
novel
executive
committees,
because
it
seems
like
the
way
it
is
set
up
in
the
Charter,
that's
kind
of
an
expectation.
We
have
that
responsibility,
as
this
committee
and
I'm
not
sure
exactly
how
to
connect
that
better.
It
might
be
that
making
sure
that
somebody
from
exactly
well
if
the
mayor's
office
is
involved
at
at
least
somebody
is-
or
maybe
the
council
president
vice
president
steps
could
be,
or
we
could
look.
F
There
I'm
not
expecting
a
clear
answer
at
this
point,
but
sometimes
I
worry
that
we
aren't
doing
our
due
diligence
day
to
do
performance
appraisals
and
give
support
to
our
department
heads
that
kind
of
understand
and
monitor
the
work
and
I
think
the
executive
committee
has
to
capacity
that
we
could
maybe
engage
in
that
a
little
bit
more
if
there
was
a
need
and
it's
just
a
concern.
I
have
and
I
can
leave
it
there.
A
Seeing
none
I
will
move
approval
of
the
staff
recommendation
for
items
two
and
three
and
four
referral
to
ways
and
means
no
discussion.
All
those
in
favor,
please
signify
by
saying
aye,
aye
opposed
abstentions
and
then
do
we
need
to
receive
and
file
item
four.
So
I
will
move
to
receive
and
file
item
number
for
any
discussion
on
that.
Seeing
none
all
an
approval,
please
signify
by
saying
aye,
aye
opposed
abstentions
that
carries
and
I
was
mistaken.
Earlier.
A
G
Good
morning,
thank
you,
madam
mayor
members
of
the
executive
committee.
The
item
before
you
today
is
to
modify
and
approve
the
adjustment
for
politically
appointed
employees
back
in
1995,
the
city
of
Minneapolis
adopted
a
salary
schedule
for
all
appointed
employees,
except
two
in
the
mayor's
office,
those
to
being
the
administrative
deputy
mayor
and
the
executive
assistant
to
the
mayor.
Those
had
a
four-step
schedule
and
it
took
six
years
to
get
to
the
top.
G
In
2015
the
city
of
Minneapolis,
revised
the
salary
structure
for
appointed
officials
to
be
an
eight-step
schedule
with
annual
step
increases
those
slightly
different
from
the
appointed
officials.
We
are
recommending
a
revised
salary
schedule
for
the
politically
appointed
employees.
The
proposed
schedule
will
have
seven
steps.
It
will
still
take
six
years
to
get
to
the
top
of
the
step
up
top
of
the
schedule.
G
G
Employees
on
December,
the
31st
of
2015,
will
be
placed
on
the
salary
schedule
in
a
manner
that's
going
to
assure
that
they
don't
lose
any
money
on
January
the
first.
They
would
go
into
the
new
salary
schedule
and
they
would
get
a
one-percent
adjustment
to
their
schedule
and
be
eligible
for
step
progression
in
2016.
That
step
progression
would
be
an
additional
two
percent,
the
two
titles
in
the
mayor's
office.
G
We
created
a
two-step
schedule
for
them
the
top
step
being
the
same,
as
was
done
for
the
other
politically
appointed
two
percent
above
the
old
top
step,
plus
one
hundred
dollars
in
total.
When
we
start
looking
at
the
group,
we
have
an
expenditure
of
2.34
million
dollars
per
year.
When
we
look
at
all
the
proposed
changes
and
all
the
step
progression
for
2016,
it
actually
exceeds
our
two
and
a
half
percent
financial
direction
by
fifteen
thousand
five
hundred
dollars.
G
We
believe
that
it's
going
to
be
worth
it
because
it's
going
to
give
us
a
more
understandable
kind
of
salary
schedule,
it's
going
to
more
immediately
reward
performance
and
longevity
and
more
easily
manage
costs,
because
we
have
a
standard.
Two
percent
adjustment
and
step
costs
every
year,
we're
asking
that
you
approve
the
recommendations
and
forward
this
to
the
Ways
and
Means
Committee
the
five
recommendations
that
are
in
the
description,
basically
adopting
the
salary
schedule,
adopting
the
transition
plan
moving.
The
titles
are
people
under
titles,
approving
the
one
percent
increase
and
authorizing
the
annual
step
adjustment.
A
Don't
see
any
thank
you
very
much,
then
I
will
move
the
staff
recommendation
for
item
number
five
regarding
the
2016
politically
appointed
compensation
plan,
any
discussion
seeing
none
all
an
approval,
please
signify
by
saying
aye
aye
opposed
tensions
that
carries
and
we
will
move
on
to
item
number
six.
The
2016
non
represented
employees,
salary
schedule.
Mr.
God
thank.
G
You,
madam
mayor
members
of
the
executive
committee.
Well,
this
is
the
adjustment
for
the
non
represented
employees
in
the
city
of
Minneapolis.
We
have
approximately
115
on
represented
employees
in
the
city
of
Minneapolis,
has
an
annual
cost
of
12
million
two
hundred
thousand
dollars
human
resources
department
is
recommending
a
2.25
percent
increase
to
all
salary
components
for
the
non
represented
employees,
effective,
March,
the
first
of
2016.
G
Sometimes
you
see
a
stagger
these
things,
because
we've
got
two
things
that
we
have
manage
when
we
start
looking
at
our
overall
compensation
plan.
On
the
one
hand,
we
have
to
deal
with
our
internal
equity
components
for
the
purposes
of
our
equity
compliance
report
and
on
the
other
hand,
we
have
to
try
to
manage
the
cash
flow
on
an
annual
basis.
So
when
we
start
looking
at
what
we
are
proposing
here,
the
proposed
adjustment
actually
represents
exactly
a
two
and
a
half
percent
growth
index.
A
D
A
Abstentions
that
carries
thank
you
very
much.
Mr.
Giles.
We
now
have
item
number
seven:
a
consideration
of
a
collective
bargaining
agreement
with
the
emergency
communication
center
supervisors,
bargaining
unit,
January
2016
through
December
2017,
because
that
is
a
matter
of
collective
bargaining
in
there
for
potentially
a
closed
meeting.
We
will
adjourn
from
chambers
here
and
go
to
315
for
consideration.