State of Minnesota
POSITION DESCRIPTION PART A – Purpose
AGENCY/DIVISION: Minnesota Council on Disability
POSITION CONTROL NUMBER: 00583960
CLASSIFICATION TITLE: Executive Director
PREPARED BY: Laurie Beyer-Kropuenske
PREVIOUS INCUMBENT: Joan Willshire
EMPLOYEE’S SIGNATURE (this position description accurately reflects my current job)
SUPERVISOR’S SIGNATURE (this position description reflects the employee’s current job)
The Executive Director serves as primary administrator and executive of the Minnesota State Council on Disability. The Director implements Council decisions, advocates for appropriate public and private response to policies adopted by the Council and will be responsible for performing the executive duties of the Council as outlined in Minnesota Statute 256.482.
Reports to: The Director is responsible to the Minnesota Council on Disability and reports to the Executive Committee of the Council.
Supervises: The Director directly supervises one supervisor and four program staff.
Budget: The Director manages a biennial legislative appropriation of $930,000 (F2019 to 2020) and additional gifts and grants as they are received by the Council.
Clientele: Advocacy, information, advice, coordination and technical assistance may be provided for any of the over 900,000 persons with disabilities in the State. The governor, legislators, community officials, public and private organizations, service providing agencies, state agencies and the general public receive the same service addressing the needs and rights of persons with disabilities.
POSITION DESCRIPTION PART B – Principle Tasks
Principle Task #1
% of Time: 30
Manage the implementation of Council advocacy activities to assure improved service delivery and enforcement of disability laws and promote expanded opportunities for people with disabilities throughout Minnesota.
- Plan and direct those activities necessary to promote Council policies, philosophy and objectives.
- Advocate for changes in administration of programs of state and federal agencies which affect the delivery of services to persons with disabilities.
- Promote needed legislative actions which support the objectives of the Council and disability community.
- Track and interpret current trends and research and recommend courses of action to Council regarding policy issues.
- Coordinate community organizations and service providers in promoting the policies of the Council.
- Develop and sustain productive relationships with key stakeholders including but not limited to personnel in the Governor’s Office, legislature, state agencies, and the disability communities.
- Direct the investigation of facts and circumstances related to the needs of individuals and groups with disabilities.
- Implement studies of various service systems, identify alternative or legislative actions.
- Initiate legal or administrative actions necessary to promote the rights of persons with disabilities.
Principle Task #2
% of Time: 15
Manage the administrative activities of the Council so that the policy development, program planning, goal setting and evaluation activities are achieved in a relevant and efficient manner.
- Develop, advise and recommend to the Council administrative guidelines, policies, priorities and actions needed for all activities of the Council to be achieved and objectives carried out.
- Advise the Council on the appropriate staff and resources needed to carry out projected Council activities.
- Provide administrative support for Council activities.
- Direct staff support for Council standing committees and task forces.
- Establish effective lines of communication between all levels of the organization.
- Represent MCD at conferences, meetings, and hearings at the Minnesota Legislature, and state and national organizations.)
- Direct the preparation of all materials for Council meetings and report on staff activities.
- Act as agent of the Council consistent with Council policies.
Principle Task #3
% of Time: 15
Effectively manage the administrative, operational and human resources activities of the Minnesota Council on Disability.
- Review organizational structure and align appropriately.
- Assign staff and other resources consistent with priorities.
- Make staff assignments and set priorities.
- Recruit and select employees consistent with State and Council policies and objectives.
- Encourage employee growth, plan staff development and maintain a cohesive staff team.
- Direct the development and implementation of office plans and MCD annual goals.
- Hire, transfer, suspend, layoff, recall, promote, discharge, reward, discipline and resolve grievances of staff.
- Establish procedures for accomplishing work in a timely manner.
- Ensure that the agency is following all legal and regulatory requirements, especially pertinent State of Minnesota collective bargaining agreements and personnel directives issued by Executive Order or Minnesota Management and Budget.
Principle Task #4
% of Time: 15
Allocate fiscal resources so that fiscal integrity is maintained.
- In collaboration with the Council Chair, plan and present the Council biennial appropriation request and coordinate its justification and support.
- Plan and coordinate the development of non-state funds needed to achieve Council objectives.
- Manage the Council’s annual spending plan.
- Authorize the expenditures of state appropriations and special purpose gifts and grants.
- Manage the policies and procedures necessary to maintain an effective accounting and finance reporting system.
- Review expenditures and align them in accordance with Council priorities and available resources.
- Ensure that the agency is an effective steward of public resources and is in compliance with all fiscal requirements of the State of Minnesota.
Principle Task #5
% of Time: 15
Direct Council information and education activities so that public awareness of the needs of persons with disabilities may be increased, and so that individuals may obtain needed assistance.
- Direct the information, referral and other appropriate activities needed to assist individuals with disabilities to locate and use available services.
- Plan for and actively participate in the dissemination of information and educational materials to the public by using the telephone, letters, brochures, public addresses, news publications, displays or other appropriate means.
- Approve the publication of Council reports, newsletters, resolutions and other informational materials.
- Plan and coordinate communication with organizations and community representatives in the eleven development regions of the state, centers for independent living, key national organizations, and public/private providers of service.
- Ensure effective and timely communication with clientele regarding needs, issues, concerns, information, and questions.
Principle Task #6
% of Time: 10
Provide leadership to the Council so that objectives are accomplished in an efficient and effective manner.
- Motivate the staff to accomplish Council policy.
- Make sound decisions in a timely manner.
- Set standards of performance and conduct appraisals.
- Take necessary action steps to develop an effective team.
- Take the initiative to solve problems and accomplish goals.
- Effectively recommend new policies or changes to existing policies to the Council.
POSITION DESCRIPTION PART C – Nature & Scope
The Executive Director of the Minnesota Council on Disability is the chief administrative officer of the Council who is responsible for administering the rule and policies of the council related to individuals with disability. The Director is directly responsible to the Minnesota State Council on Disability, and reports to the Council at the regularly scheduled meetings. Written reports on staff activities are sent to Council members between meetings. The Director also meets with the Chair and the members of the Executive Committee to review Council activities and recommend needed actions.
The Director manages the staff functions of the Council and sets the policies for those activities, consistent with the program policies established by the Council. The Director is accountable to the Council for the leadership and administration of the organization. As spokesperson and public presence to the community on behalf of the Council, the Director advocates, shares information and educates as needed. The success of the Council, therefore, depends on the numerous relationships established and maintained by the Executive Director. The incumbent must establish positive, trustworthy, collegial relationships with council members, council staff, and all clientele. In order to do so, the incumbent must develop and maintain effective communications with these groups and individuals. These communications take the form of memoranda, comprehensive written reports, meetings, telephone conversations, presentations, participation on committees; and testimony at hearings. The Director must also be able to establish and maintain effective working relations with individual Council members, employees, consumers, advocacy organizations, community organizations, the Governor and State legislators, service agencies, government officials, new media and the general public.
The Director must justify programs, initiative, resource needs and proposed policies to the Council and the legislature. The Director works with appropriate Council committees to interpret needs and develop new policies. There is regular interaction between the Director and other state officials, organizations community leaders, legislators and Council clientele.
KNOWLEDGE, SKILLS AND ABILITIES
The Director must be able to effectively manage a complex program of advocacy for persons with disabilities. This requires the ability to work independently within general policy guidelines set by the Council. The Director must be aware of the practices of public administration and their application to state government, and have demonstrated skill in applying organizational theory and effective management. This includes knowledge of public programming, budgeting and general accounting. The Director must have knowledge of laws, public policies and attitudes regarding people with disabilities. The Director must be able to understand and advocate for the needs of persons with disabilities.
The Director must be able to provide leadership and exercise sound judgement so that the staff of the Council can effectively operate. The incumbent must have high level interpersonal skills in order to work effectively with a large and diverse clientele. These skills are necessary to maintain positive working relationships with Council members and Council clientele and to maintain support of MCD’s role in the disability community. This position requires sensitivity to the political environment and differing concerns of constituents.
This position also requires the ability to understand the complex relationships among various agencies and constituencies and their respective authorities and jurisdictions. The Executive Director must understand and have experience with the legislative process. The incumbent must possess a high degree of knowledge about laws, rules, and policies related to individuals with disability and must be capable of interpreting these laws and policies to others in very understandable ways. The incumbent must possess a thorough understanding of the intersectional identities; such as how disability, gender, race, and sexual orientation combine to produce unique and complex pathways for discrimination. The Executive Director must also handle confidential data related to complaints and assure its confidentiality.
The Executive Director must have the ability to analyze issues and make recommendations to the Council, to prepare and supervise the preparation of reports to comply with legislative reporting requirements, and to keep MCD informed of policy matters. The incumbent must have the ability to work with peers in writing and public speaking, planning and facilitating meetings, and making presentations, all of which require ability to translate complex technical matters into publicly understood communications. The ability to manage a number of initiatives at the same time, determine priorities, and make decisions within this context is essential.
PROBLEM SOLVING AND CREATIVITY
The position requires broad problem solving and management skills in such areas as conflict resolution, interpersonal relationships and decision making. This position requires the ability to devise strategies for involving diverse, and in some instances, competing groups of individuals to constructive efforts to reach solutions to complex problems. This includes not only applying expertise, but often requires judgment, persuasion and/or negotiation in emotionally-charged situations and to make recommendations to the Council.
Problem solving may involve Council members, staff, public officials or the public. Problem solving is conducted within state law and established Council policies and procedures. The Director must be prepared to direct the staff to respond to shifting issues and priorities.
Problem solving often requires creative approaches for encouraging individuals to communicate and work together. Problem solving also requires creativity need for inter-agency coordination, program planning, staff management of public information and advocacy.
Problem areas dealt with include: organizational development; discrimination against people with disabilities; limitations and gaps in the service delivery system; lack of coordination and communication between organizations, state agencies and individuals; resource allocation to meet changing demands for Council and staff attention.
FREEDOM TO ACT
The Director has the authority to manage all resources assigned to the Director. The Director is accountable for all budgetary matters and is responsible for providing program justifications and resource allocations. Performance is reviewed annually by the Executive Committee of the Council.
All work is performed within the laws and policies of the State of Minnesota, the established practices of public administration and the specific policies of the Council. Areas of concern which may become Council activities are reviewed with the Council Chair and recommendations for action are made through the standing committees of the Council when appropriate. Projects and issues of concern to individual Council members are placed in priority order through regular Council planning or Council action.