Loading...
HomeMy WebLinkAboutResolutions - 2026.05.21 - 42959 AGENDA ITEM: Implementing the Salary Administration Plan 2nd Quarterly Report for FY2026 DEPARTMENT: Human Resources MEETING: Board of Commissioners DATE: Thursday, May 21, 2026 9:30 AM - Click to View Agenda ITEM SUMMARY SHEET COMMITTEE REPORT TO BOARD Resolution #2026-6536 Motion to adopt the implementation of the Salary Administration Plan 2nd Quarterly Report for FY 2026, effective May 30, 2026, further, to adopt classification changes according to the attached Schedule B; further, change the salary grade of classifications according to the attached Schedule C; further, reclassify positions according to the attached Schedule D; further, that the FY 2026-2028 Budget be amended as detailed in the attached Schedule A - Budget Amendment. ITEM CATEGORY SPONSORED BY HR Quarterly Report Brendan Johnson INTRODUCTION AND BACKGROUND Merit Rule 2 provides a process for departments and employees to request a review of the salary grade placement of classifications. The 2nd Quarterly Report for FY 2026 identifies the job studies conducted, and the salary grade changes recommended by the Human Resources Department from January 2026 through March 2026. This Quarterly Report seeks approval to change the following: • Change the salary grade of two classifications in Circuit Court, which affects two positions. • Change the salary grade of one appointed classification within the Public Communications department, which affects one position. • Create one new classification with an increase in salary grade in Human Resources, which affects one position. • Retitle one classification with an increase in salary grade in the Performance Management division of the County Executive department, which affects one position. POLICY ANALYSIS The FY 2026 2nd Quarterly Report reflects the following classification changes recommended by Human Resources as a result of job studies requested by departments that were conducted from January - March 2026: Salary Grade Change of Two Classifications Impacting Three Positions: • Circuit Court/Family Division/Friend of the Court - increase the salary grade of the Chief Assistant FOC Legal Services from 131 to 133 • Circuit Court/Family Division/Judicial Support - increase the salary grade of the Manager, Judicial Assistant from 130 to 133 • Public Communications/Media Relations - increase the appointed salary grade of the Public Information Officer from 326 to 328 Create Two New Classifications to Accurately Reflect Duties Performed • Human Resources/Employee & Labor Relations - Create new classification, Employee Labor Relations (ELR) and Human Resources Business Partners Administrative Coordinator, and change Office Supervisor II to the new classification. This classification change also includes an increase in salary grade from 117 to 118. • County Executive/Performance Management - Create new classification, Chief Performance Management, and change Strategic Management Coordinator to the new classification. This classification change also includes an increase in salary grade from 125 to 127. NOTE: the attached Schedule C reflects the factor and salary grade changes for each position with an explanation. Factors are considered utilizing software, which uses hidden weighted Point Factors to ensure integrity and prevent manipulation, with salary grade decisions based solely on job duties and compensation team expertise. Fiscal Impact: The fiscal impact of this request to the County for FY 2026 is $2,509. The Non-Departmental Classification and Rate Change is currently $376,511. With this request, the balance will be reduced by $26,342, resulting in a balance of $350,169. FISCAL IMPACT: Budget Amendment Attached Committee members can contact Barbara Winter, Policy and Fiscal Analysis Supervisor at 248.821.3065 or winterb@oakgov.com or the department contact persons listed for additional information. CONTACT Heather Mason, Manager Human Resources Hailey Matthews, Human Resources Analyst - Senior ITEM REVIEW TRACKING Aaron Snover, Board of Commissioners Created/Initiated - 5/21/2026 AGENDA DEADLINE: 05/07/2026 4:30 PM ATTACHMENTS 1. 2nd 2026 SCHEDULE A - Budget Amendment 2. 2nd 2026 SCHEDULE B - Classification Changes 3. 2nd 2026 SCHEDULE C - Factor Changes 4. 2nd 2026 SCHEDULE D - Biweekly Increases 5. 2nd 2026 SCHEDULE E - Draft Job Descriptions COMMITTEE TRACKING 2026-05-12 Legislative Affairs & Government Operations - Recommend to Board 2026-05-21 Full Board - Adopt Motioned by: Commissioner Michael Gingell Seconded by: Commissioner Penny Luebs Yes: Ann Erickson Gault, Michael Gingell, Marcia Gershenson, Robert Hoffman, Karen Joliat, Christine Long, Penny Luebs, Gwen Markham, William Miller III, Kristen Nelson, Angela Powell, Robert Smiley, Yolanda Smith Charles, Michael Spisz, Linnie Taylor, Philip Weipert, David Woodward (17) No: Charles Cavell (1) Abstain: None (0) Absent: Brendan Johnson (1) Passed Oakland County, Michigan Human Resources - 2026-6536 Implementing the Salary Administration Plan 2nd Quarterly Report for FY2026 Schedule "A" DETAIL R/E Fund Name Division Name Fund # (FND)Cost Center (CCN) # Account # (RC/SC) Program # (PRG)Grant ID (GRN) # Project ID # (PROJ) Region (REG) Budget Fund Affiliate (BFA) Ledger Account Summary Account Title FY 2026 Amendment FY 2027 Amendment FY 2028 Amendment E General Fund Non Departmental Transfers FND10100 CCN9090101 SC740037 PRG196030 740000 Classification and Rate Change (26,342.00)(75,693.00)(76,506.00) E General Fund Circuit Court Family Division FND10100 CCN3010403 SC702010 PRG121100 702000 Salaries Regular 8,279.00 23,916.00 23,916.00 E General Fund Circuit Court Family Division FND10100 CCN3010403 SC722900 PRG121100 722000 Fringe Benefits Adjustments 2,746.00 7,933.00 7,933.00 E General Fund Department of Public Communication FND10100 CCN1210105 SC702010 PRG181000 702000 Salaries Regular 4,921.00 12,795.00 12,795.00 E General Fund Department of Public Communication FND10100 CCN1210105 SC722900 PRG181000 722000 Fringe Benefits Adjustments 1,632.00 4,244.00 4,244.00 E General Fund HR Employee and Labor Relations FND10100 CCN1050103 SC702010 PRG183130 702000 Salaries Regular 1,090.00 3,418.00 3,570.00 E General Fund HR Employee and Labor Relations FND10100 CCN1050103 SC722900 PRG183130 722000 Fringe Benefits Adjustments 361.00 1,134.00 1,184.00 E General Fund Performance Management FND10100 CCN1011001 SC702010 PRG181000 702000 Salaries Regular 3,607.00 11,268.00 11,727.00 E General Fund Performance Management FND10100 CCN1011001 SC722900 PRG181000 722000 Fringe Benefits Adjustments 1,197.00 3,737.00 3,889.00 E General Fund Non Departmental Operations FND10100 CCN9010101 SC788001 PRG196030 BFA27100 788001 Transfers Out 2,509.00 7,248.00 7,248.00 Total Expenditures $- $- $- R Friend of the Court Circuit Court Family Division FND27100 CCN3010404 RC695550 PRG126030 GRN-1004147 BFA10100 695550 Transfers In 2,509.00 7,248.00 7,248.00 Total Revenues 2,509.00 7,248.00 7,248.00 E Friend of the Court Circuit Court Family Division FND27100 CCN3010404 SC702240 PRG126035 GRN-1004147 702000 Salary Adjustments (5,018.00)(14,495.00)(14,495.00) E Friend of the Court Circuit Court Family Division FND27100 CCN3010404 SC702010 PRG126030 GRN-1004147 702000 Salaries Regular 5,652.00 16,327.00 16,327.00 E Friend of the Court Circuit Court Family Division FND27100 CCN3010404 SC722900 PRG126030 GRN-1004147 722000 Fringe Benefits Adjustments 1,875.00 5,416.00 5,416.00 Total Expenditures 2,509.00 7,248.00 7,248.00 OAKLAND COUNTY HUMAN RESOURCES DEPARTMENT SALARY ADMINISTRATION SECOND QUARTERLY REPORT FOR FY2026 SCHEDULE B – CLASSIFICATION CHANGES PROPOSED Circuit Court / Family Division / Friend of the Court Chief Assistant FOC Legal Services UNI/133 Increasing the salary grade from 131 to 133. Circuit Court / Family Division / Judicial Support Manager Judicial Support Judicial Assistant UNI/133 Increasing the salary grade from 130 to 133. Public Communications / Media Relations Public Information Officer APP/328 Increasing the appointed salary grade from 326 to 328. Human Resources / Employee & Labor Relations Office Supervisor II to new classification ELR & HRBP Administrative Coordinator UNI/118 Create a new classification to accurately reflect the duties being performed. Increasing the salary grade from 117 to 118. County Executive / Performance Management Strategic Management Coordinator retitle to Chief Performance Management UNI/127 Create a new classification to accurately reflect the duties being performed. Increasing the salary grade from 125 to 127. OAKLAND COUNTY SALARY ADMINISTRATION SECOND QUARTERLY REPORT FOR FY2026 SCHEDULE C – FACTOR & SALARY GRADE CHANGES Department/Division Classification Explanation of Factor Changes Circuit Court / Family Division / Friend of the Court Chief Assistant FOC Legal Services 131 133 Increase negotiates, exchanges ideas, information, and opinions with others to formulate policy and programs or arrive jointly at decisions, conclusions, or solutions. Increase Factor 4, Assets Responsibility, from level 3 to 8 to accurately reflect that this classification is responsible for the supervision of a staff of attorneys. Increase Factor 6, Educational Requirement, from level 8 to 9 to accurately reflect that this classification requires a Juris Doctorate. Increase Factor 11, Impact of Errors, from level 4 to 5 to accurately reflect that the impact of errors is serious, affecting most units in the department and may affect other County departments/functions or citizens. Circuit Court / Family Division / Judicial Support Manager Judicial Support Judicial Assistant 130 133 Increase functions as a manager working through subordinate chief and supervisors, plans, directs, makes staffing decisions and exercises control over the Judicial Support Unit. Increase Factor 6, Educational Requirement, from level 8 to 9 to accurately reflect that this classification requires a Juris Doctorate. Increase Factor 7, Mathematical Requirements, from level 2 to 4 to accurately reflect that this classification uses mathematics involving the practical application of fractions, percentages, ratios, and proportions. Increase Factor 11, Impact of Errors, from level 4 to 5 to accurately reflect that the impact of errors is serious, affecting most units in the department and may affect other County departments/functions or citizens. Increase Factor 13, Equipment Usage, from level 5 to 6 to accurately reflect that this classification supervises the activities of those operating complex systems and has latitude for judgement regarding the attainment of a standard or in selecting appropriate items. Increase Factor 15, Safety of Others, from level 3 to 6 to accurately reflect that this classification involves considerable responsibility for the mid-level management of the provision of continuous enforcement of the Sched. C page 2 Human Resources / Employee & Labor Relations Office Supervisor II to new classification ELR & HRBP Administrative Coordinator 117 118 Decrease classification will not function as a supervisor of direct reports and instead function as an Administrative Coordinator for Employee & Labor Relations (ELR) and the Human Resources Business Partners (HRBP). Increase Factor 2, Data Responsibility, from a level 5 to 6 to accurately reflect that this classification coordinates or determines time, place or sequence of operations or activities based on analysis of data or information and may implement and report on operations and activities. Decrease Factor 3 , People Responsibility, from a level 6 to 5 to accurately reflect that this classification will not function as a supervisor. This classification more accurately persuades or influences others in favor of a service, point of view, or course of action; may enforce laws, rules, regulations, or ordinances. Increase Factor 4, Assets Responsibility, from a level 2 to 3 to accurately reflect that this classification is responsible for achieving moderate economies and/or preventing moderate losses including handling supplies of high value or moderate amounts of money consistent with the operation of a small division. Decrease Factor 5, Experience Related Requirement, from level 7 to 6 to accurately reflect that this classification requires over two (2) years and up to and including four (4) years of experience. Increase Factor 6, Educational Requirement, from level 3 to 5 to accurately reflect that this classification requires a bachelor’s degree. Increase Factor 8, Communications Requirement, from level 4 to 5 to accurately reflect that this classification reads journals, manuals, and professional publications; speaks informally to groups of co -workers, staff in other organizational agencies, general public, people in other organizations, and present training; composes original reports, training, and other written materials, using proper language, punctuation, grammar, and County Executive / Performance Management Strategic Management Coordinator retitle to Chief Performance Management 125 127 Increase counsels or instructs/trains others through explanation, demonstration and supervised practice or make recommendations based on technical expertise. Increase Factor 4, Assets Responsibility, from a level 1 to 3 to accurately reflect that this classification has some responsibility for achieving minor economies and/or preventing minor losses through the handling of or accounting for materials, supplies, or small amounts of money. Increase Factor 9, Judgement Responsibility, from a level 4 to 6 to accurately reflect that d ecision-making is a significant part of this classifications job, affecting a large segment of the organization and the general public; works in a dynamic environment, responsible to assist in developing policies and practices. Increase Factor 5, Impact of Errors, from a level 4 to 5 to accurately reflect that an error made by this departments/functions. Increase Factor 12, Physical Demands, from a level 1 to 2 to accurately reflect that this classification performs sedentary work that involves walking or standing some of the time and involves exerting up to 10 pounds of force on a regular and recurring basis or sustained keyboard operations. Increase Factor 13, Equipment Usage, from a level 3 to 4 to accurately reflect that this classification leads and operates complex software, programming custom applications, or the application of custom or commercial financial/accounting, administrative, or other complex software or systems; moderate latitude for judgment regarding attainment of a standard or in selecting appropriate items. Increase Factor 15, Safety of Others, from a level 1 to 2 to accurately reflect that this classification requires some responsibility for safety and health of others and/or for occasional enforcement of the standards of Biweekly Position #Fund Classification Plan Grade Step Biweek Classification Plan Grade Step Biweek Difference P00010183 SR Chief Assistant FOC Legal Services UNI 131 84 6,127.47 Chief Assistant FOC Legal Services UNI 133 84 6,755.55 628.08 10.3% P00007505 GFGP Manager Judicial Support Judicial Assistant UNI 130 84 5,835.70 Manager Judicial Support Judicial Assistant UNI 133 84 6,755.55 919.85 15.8% P00002314 GFGP Public Information Officer APP 326 84 4,800.99 Public Information Officer APP 328 84 5,293.11 492.12 10.3% P00016184 GFGP Office Supervisor II UNI 117 12 2,422.00 ELR & HRBP Administrative Coordinator UNI 118 12 2,543.08 121.08 5.0% P00015563 GFGP Strategic Management Coordinator UNI 125 36 3,909.73 Chief Performance Management UNI 127 36 4,310.49 400.76 10.3% Illustrative Cost - Annual SR 16,330 Change SALARY ADMINISTRATION SECOND QUARTERLY REPORT FOR FY2026 SCHEDULE D - POSITION CHANGES & ILLUSTRATIVE COST OAKLAND COUNTY SALARY ADMINISTRATION SECOND QUARTERLY REPORT FOR FY2026 SCHEDULE E – DRAFT JOB DESCRIPTIONS JOB DESCRIPTIONS This section contains the draft job descriptions for any new classifications that will be created as a result of this Quarterly Report. These drafts are not official, and the content may be revised after the adoption of the Salary Administration Plan Quarterly Report. DRAFT 4-28-26 OAKLAND COUNTY MICHIGAN Class Title: CHIEF PERFORMANCE MANAGEMENT Department: County Executive Administration Reports To: Deputy County Executive FLSA Status: Non-Exempt Salary Plan: UNI/127 GENERAL SUMMARY Responsible for updating and maintaining the Oakland County Strategic Plan, including development of the final report. Conducts qualitative and quantitative evaluations of program activities of County Executive departments to determine whether identified KPIs are being met and to determine program effectiveness and efficiency. Prepares and presents a comprehensive analysis, identifying areas where improvements could be made, and the best practices for accomplishing the task. Oversees the scheduling of all Performance Management meetings including agenda preparation and review, and development of presentation materials for meetings. Assists in conducting community outreach, collecting, and analyzing response data, and creating action plans to achieve goals identified as a result of this research. Oversee onboarding of software to track indicators, and the incorporation of performance dashboard on the County website. Conducts research best practices for conducting community surveys and provides recommendations to help design and carry out special projects as indicated by needs within assigned areas. Utilizes current countywide and/or department specific software to complete assignments. SUPERVISION EXERCISED Functions as a supervisor over professional employees. Instructs, assigns, schedules, checks work, appraises performance, and recommends employees for salary increase or promotion. Effectively recommends on discipline and discharge. ESSENTIAL JOB FUNCTIONS Leads the development, execution, and continuous improvement of Oakland County’s strategic priorities in direct support of executive administration objectives. Assists in policy analysis, long-range planning, and the creation of performance-based management frameworks. Analyzes economic and demographic data provided by County Executive departments, summarizes results, and prepares multimedia reports and presentations. CLASS TITLE: CHIEF PERFORMANCE MANAGEMENT 2 Oversees the update and maintenance of the Oakland County Strategic Plan to assist in determining future direction of assigned program. Works with Deputy County Executives in conducting community outreach, analyzing, and summarizing community indicator data, and assisting in creating action plans to achieve goals. Research method used by other jurisdictions to determine (both how they handle their stat meetings, and how they handle their websites). Research entities that conduct the public survey on customer satisfaction and makes recommendations on best practices for obtaining this data point for Community Indicators. Conducts organizational assessments and operational analyses to identify systemic improvement opportunities, mitigate risk, and strengthen governance and fiscal stewardship. Prepares and delivers executive briefings, policy papers, strategic reports, and recommendations for senior administrators. Acts as liaison between the County Executive and County Executive departments to oversee the successful coordination of department KPIs and Department Service KPI program objectives and initiatives. Coordinate training, implementation, and completion of the KPI project, including working with HR on available organization trainings. Oversees the onboarding of software to track indicators and the incorporation of the performance dashboard on the website. Oversee the scheduling of all Performance Management meetings. Prepares agenda s and creates written and digital presentation materials for review by the County Executive. Utilizes current Countywide and/or department specific software to complete assignments. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information. WORKING CONDITIONS Work is performed in a typical office setting. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the CLASS TITLE: CHIEF PERFORMANCE MANAGEMENT 3 supervisor. EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES A. REQUIRED MINIMUM QUALIFICATIONS 1. Possess a Bachelor’s degree from an accredited college or university with a preferred major in Business Administration, Public Administration, Political Science, or a closely related field of study. 2. Have at least five (5) years of full-time professional work experience in market research, social science or public policy research or a closely related area. NOTE: A Master’s degree from an accredited college or university with a major in a field listed above may be substituted for two (2) years of the required work experience. B. ADDITIONAL DESIRABLE QUALIFICATIONS 1. Considerable ability to develop and maintain effective working relationships with employees, representatives of other agencies, and the general public. 2. Considerable ability to plan and implement an on-going system of program evaluation activities. 3. Considerable knowledge of and ability to apply modern management practices and techniques to the collection and utilization of program data. 4. Considerable ability to prepare and present technical written and oral reports. 5. Considerable ability to prepare and present oral and written reports to supervisors. 6. Reasonable ability to utilize current word processing, spreadsheet, database, e-mail, and Internet software. DRAFT 3-25-26 OAKLAND COUNTY MICHIGAN Class Title: ELR & HRBP ADMINISTRATIVE COORDINATOR Department: Human Resources / Employee & Labor Relations Reports To: Chief Employee & Labor Relations Officer FLSA Status: Non-Exempt Salary Plan: UNI GENERAL SUMMARY Provides administrative support to the Employee & Labor Relations office, including the Human Resources Business Partners. Manages the day-to-day operations of the office by maintaining schedules and appointments including meetings, hearing dates, and travel. Monitors the office schedule and compiles all necessary documentation needed prior to each meeting. Reviews meeting minutes to determine and initiate necessary follow-up. Functions as the initial point of contact for the Employee & Labor Relations Unit by monitoring the ELR workflow software and answering phone calls, and routes items to the appropriate team member. Maintains Employee & Labor Relations records and files, ensuring confidentiality of information. Researches, prepares, and/or proofreads legal correspondence and documentation, policy documents, and specialized ad-hoc reports. Maintains a professional and positive work environment by facilitating effective communication and information sharing among professional, paraprofessional, management, and support staff. Orders all necessary office supplies and reconciles purchase orders and expenses. Utilizes current Countywide and/or department specific software to complete assignments. SUPERVISION EXERCISED None. ESSENTIAL JOB FUNCTIONS Oversees the day-to-day operations of the Employee & Labor Relation and Human Resources Business Partner Unit, including maintaining work priorities, scheduling work activities, and routing assignments to ensure office runs efficiently. Monitors the office meeting schedule and minutes to determine and initiate necessary follow-up, such as compiling necessary documents ahead of meetings, and disseminating information. Assists the Human Resources Business Partner’s with data analysis and department workplans. Assists the Employee & Labor Relations Office with data analysis, Key Performance Indicator (KPI) tracking, and specialized reports. Receives and responds to Employee & Labor Relations and Human Resources Business Partner questions and requests. CLASS TITLE: ELR & HRBP ADMINISTRATIVE COORDINA TOR 3 Receives and responds to union contract related questions. Director parities to the correct resources as needed. Researches and prepares legal correspondence and documentation, policy documents, contracts, and specialized ad-hoc reports. Researches and monitors division accounts in order to prepare triennial budget. Prepares and makes recommendations for budget requests to HR administration. Acts as liaison with personnel from Fiscal Services, Purchasing, Human Resources, Board of Commissioners, Information Technology, Facilities Maintenance and Operations, and other divisions, providing related information as requested. Coordinates the acquisition, movement, and maintenance of equipment, researching costs and processing related purchase requisitions and work orders. Formulates, recommends, and implements procedural changes in office workflow operations. Utilizes current countywide and/or department specific software to complete assignments. ADDITIONAL DUTIES & RESPONSIBILITIES Assists with planning, coordinating, and monitoring special divisional programs/projects. Assists in developing long range goals and objectives. ESSENTIAL MENTAL & PHYSICAL REQUIREMENTS Ability to communicate to accurately convey information using tact and diplomacy. Ability to understand and maintain discretion and confidentiality. WORKING CONDITIONS Work is performed in a typical office environment. IMPORTANT NOTE: The primary purpose of this job description is to set a fair and equitable salary range for this job classification. Generally, only those key duties necessary for proper job evaluation and/or labor market analysis have been included. Other duties and responsibilities will be assigned by the supervisor. EXPERIENCE, TRAINING, KNOWLEDGE, SKILLS & ABILITIES A. REQUIRED MINIMUM QUALIFICATIONS 1. Possess a Bachelor's degree from an accredited college or university with a major in Human Resources, Psychology, Business Administration, Legal Administration, or a closely related CLASS TITLE: ELR & HRBP ADMINISTRATIVE COORDINA TOR 4 field of study. 2. Have two (2) years of full-time experience in one or more of the following areas: labor relations, administrative support, case management, or a closely related field. B. ADDITIONAL DESIRABLE QUALIFICATIONS 1. Considerable understanding of office management practices including knowledge of information systems. 1. Excellent attention to detail and organizational skills. 2. Considerable ability to plan and organize multiple projects simultaneously. 5. Considerable ability to follow complex oral and written instructions. 6. Considerable ability to make routine decisions in accordance with departmental policies and procedures. 7. Considerable ability to develop and maintain effective working relationships with employees of the assigned division, section or unit, and other divisions and departments. 8. Considerable ability to exercise good judgment and initiative in analyzing problems and recommending solutions. 10. Considerable ability to utilize current word processing, spreadsheet, database, e-mail, and Internet software.