Section L Human Resources & Corporate Performance

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1 Section L Human Resources & Corporate Performance

2 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE Human Resources & Corporate Performance Stu Leatherdale - Divisional Director Percent of General Fund Operating Division Summary Human Resources & Corporate Performance = $2. Million 2% Learning & Development 2% Compensation & Benefits 14% HR & Corporate Performance 13% 98% Community HR Services 17% Corporate Strategy & Performance Corporate 24% HR Services 12% General Fund Operating = $112.9 Million Division Overview Revised Adopted Financial Plan Taxation Expenditures Change from Prior Year Percent Change Net Operating 1,935,568 1,953,968 18,4 1.% Capital.% Total Taxation Expenditure 1,935,568 1,953,968 18,4 1.% Authorized Positions % Page L1

3 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE Human Resources & Corporate Performance Division Developing and implementing a visionary corporate plan while building a culture that supports it are essential to the success of any corporation. Passionate public service and performance excellence are the maxim of the Human Resources and Corporate Performance Division. Whether leading the implementation of the Corporate Plan, completing business process reviews or ensuring that the City attracts, retains and develops the best quality public servants, the end goal of this division is to help improve organizational performance and provide superior services to staff and citizens. Human Resource Services The HR Services Branch helps divisions and departments with recruitment, labour and employee relations. Staff in this branch are the primary contact for all human resource matters for their area of responsibility. In addition to recruitment and labour services, they partner with line managers on succession planning, training, career development, change management and other corporate development initiatives such as the Achievement & Rewards program and "BEST" awards for employees demonstrating outstanding Balance, Excellence, Service and Teamwork. Human Resource Services staff also act as the primary contact for applicants, our community educational institutions and various community employment agencies interested in City of Kelowna careers. Corporate Strategy & Performance The Corporate Strategy and Performance Department focuses on corporate performance excellence. This includes key initiatives to build corporate capability; business transformation initiatives to improve the delivery of services; ensuring a balanced portfolio of City projects that best achieves our strategic and operational goals; and driving improvements and accountability through corporate performance management. Compensation & Benefits Total Compensation, benefit administration, disability management and return to work programs fall within this branch in addition to other employee support programs such as the Employee and Family Assistance and Wellness programs. From smoking cessation to mental and physical fitness programs, the city s Wellness Program encourages staff to choose positive, active lifestyles that support high productivity levels and a healthy work-life balance. Learning & Development Developing and maintaining corporate-wide talent management programs fall to the Learning & Development Branch. From succession plans to the training strategy, the branch is building a highperforming, accountable workforce committed to our vision and adaptable to new challenges. Key initiatives include career, management and leadership development and supporting an enhanced performance management program. The Branch also oversees HR systems, performance metrics and administration as well as our long service awards program. Page L2

4 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE Drivers & Activities Division Drivers Lead business transformation initiatives to improve corporate wide performance and the delivery of customer services Lead the Project Portfolio Management function to ensure a balanced portfolio of City projects Lead the Corporate Plan implementation and build corporate capability Develop, implement and maintain progressive programs that build the employee value proposition and assist departments to drive higher performance through people Support higher levels of employee engagement through positive Employee and Labour Relations practice Retain and Recruit employees that share City of Kelowna corporate values Ensure employees have the skills and knowledge to provide superior public service Activities by Council Priority Enhance citizens quality of life Develop a Service Delivery strategy for the corporation Focus on results Implement a set of corporate performance measures (Corporate Scorecard) Implement a series of enhancements to the Online Service Request system Deliver on our plan Establish a City of Kelowna Project Management Process to improve corporate wide project management performance Implement Talent Management software upgrades to improve annual performance reviews functions relating to recruitment, job application processing and hiring Conclude collective agreements with unions representing employees at the Kelowna Fire Department, Kelowna International Airport and Civic Operations Page L3

5 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Human Resources & Corporate Performance 139 Human Resources & Corporate Performance 73, , ,191 Net Operating Expenditures 73, , ,191 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Corporate Strategy & Performance 154 Corporate Strategy & Performance 428, , ,36 21 Service Innovation & Performance 15,363 Net Operating Expenditures 533, , ,36 PROGRAM INPUT MEASURES Actual 213 Rev. Adopted 214 Financial Plan 215 Human Resources 14 Corporate HR Services 191, ,189 23, Community HR Services 329, , , Learning & Development 341, , , Compensation & Benefits 258,11 257,87 274,7 Net Operating Expenditures 1,12,61 1,213,271 1,229,471 Total Division Net Operating Expenditures 2,384,41 1,935,568 1,953,968 Page L4

6 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE PERFORMANCE MEASURES Actual 213 Estimated 214 Proposed 215 Finance Administration The Financial Risk Revenue Purchasing Administration Management Accounting Planning Section of and the Stores payroll is Section is responsible and Section function, Systems prepares is responsible is for utility for responsible Section the providing billing administration Corporate for prepares the function for leadership development, acquiring Budget, annual and of: property and investment the manages financial direction implementation, materials, taxes, statements, reserve of to the general equipment Financial City's balances, coordination accounts funds Services addition and develops are services receivable to and the in the utility PROGRAM OUTPUTS # of postings # of vacant positions filled # of WBC claims processed # of service awards presented # of transition return to work placements (CUPE) PROGRAM OUTCOMES % merit rating discount for WCB Claims 36% 34% 34% Absence's per employee (Average) # of Days Missed per Employee EFFICIENCY MEASURES % of internal postings filled within 3 weeks 59.7% 53.7% 65.% % of external postings filled within 9 weeks 86.3% 75.% 95.% CUSTOMER SATISFACTION % of match between employees hired and preferred job qualifications on most jobs 93% 9% 9% % of staff turnover - full time 5.% 5.7% 6.% INNOVATION AND LEARNING # of policy updates # of employees participating in Corporate Training # of individual employee Development plans # of individual employee posted Training Opportunity plans CORPORATE PERFORMANCE # of Business Process Reviews N/A 2 2 # of Department Performance Reviews to establish internal Key Performance Indicators N/A 6 4 Page L5

7 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE General Fund REVENUES / EXPENDITURES BY CATEGORY Actual 213 Revised 214 Provisional 215 REVENUE PROPERTY TAX PARCEL TAX FEES AND CHARGES ( 154,689) ( 59,) ( 6,) OTHER REVENUE ( 32,6) ( 16,2) TRANSFERS FROM FUNDS Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus ( 215,894) ( 276,35) ( 95,) TOTAL REVENUE ( 43,183) ( 351,55) ( 155,) EXPENDITURES SALARIES AND WAGES 1,927,535 1,586,853 1,586,853 INTERNAL EQUIPMENT MATERIAL AND OTHER 495,389 7, ,115 CONTRACT SERVICES 288,31 DEBT INTEREST DEBT PRINCIPAL INTERNAL ALLOCATIONS TRANSFERS TO FUNDS Special (Stat Reserve) Funds Development Cost Charges Accumulated Surplus 76,35 TOTAL EXPENDITURES 2,787,584 2,287,118 2,18,968 NET OPERATING EXPENDITURES 2,384,41 1,935,568 1,953,968 CAPITAL EXPENDITURES GROSS EXPENDITURES OTHER FUNDING SOURCES TAXATION CAPITAL NET OPERATING & TAX CAPITAL EXP. 2,384,41 1,935,568 1,953,968 AUTHORIZED FTE Budgeted Actual Revised Provisional POSITIONS Salaried Hourly Page 1

8 215 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE Description of Operating Program Changes TOTAL FTE 214 Revised Budget 1,935, Net Impacts One-time Operating Requests One-time Expenditure Reductions Incremental Costs - Prior year(s) Salary Adjustments Other Adjustments Departmental Adjustments 18,4 18,4 1,953, Program Additions 215 Operating Requests 215 Expenditure Reductions 215 Provisional 1,953, Unfunded 215 Requests 215 Operating Requests 215 Expenditure Reductions Total Unfunded Requests for 215. Page L7

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10 215 Operating Requests PROVISIONAL Budget Summary General Fund Page Description Cost Reserve Borrow Gov/Contr Revenue Utility Taxation Cat Human Resources & Corporate L11 PeopleAdmin Software Upgrade Project OG Division Priority 1 Total Total Priority 1 Operating Page L9

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12 215 Operating Request Details Division: Human Resources & Corporate Performance Priority: 1 Department: Learning & Development ON-GOING Title: PeopleAdmin Software Upgrade Project EXISTING Justification: This request is to upgrade the PeopleAdmin Software program and increase budget for annual software fees. Cost of upgrading the software requires a one-time request of $15,8 to cover vendor fees and consultant travel expenses. To fund the upgrade, in 215 a one-time reduction in recruitment expenses will be requested to enable the upgrade of the system. Starting in 216, the increase to annual fees of $7,8 reflects the increased cost of the new software and previous year's annual increases. Upgrading the PeopleAdmin software is critical to maintain an effective recruitment and performance review system. 215 Base Budget - PeopleAdmin Performance Management: $18,4 215 Base Budget - PeopleAdmin e-recruit: $19, Strategic Objective: Deliver on Our Plan Cost Reserve Borrow Fed/Prov Dev/Com Revenue Utility Taxation ,8 (7,8) 217 7,8 (7,8) Page L11

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14 215 Reduction Requests PROVISIONAL Budget Summary General Fund Page Description Cost Reserve Borrow Gov/Contr Revenue Utility Taxation Cat Human Resources & Corporate L15 Equipment Operator Certification Program (21,) 21, OG Division Priority 1 Total (21,) 21, Total Priority 1 Reduction Requests (21,) 21, Page L13

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16 Division: Department: Title: Justification: 215 Reduction Request Details Human Resources & Corporate Performance Learning & Development Equipment Operator Certification Program Priority: 1 ON-GOING This program was initiated to help recruit qualified equipment operators. It was felt that by providing an annual training program, potentially using veteran operators as instructors or an outside trainer, the City could save money and have a safer, more professional workforce. With the implementation of the Driver Certification Program and after a thorough review, Human Resources has decided that this budget is no longer required. Strategic Objective: Deliver on Our Plan Cost Reserve Borrow Fed/Prov Dev/Com Revenue Utility Taxation 215 (21,) 21, (21,) (21,) 21, 21, Page L15

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