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1 Program: Human Resources Program Based Budget Page 39

2 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to corporate success. Mission Statement: To support the town in achieving organizational goals and objectives by enhancing individual, team, group and corporate effectiveness. Program Description Human Resources assists in the achievement of the town s corporate priorities through advocating for human resource policies, programs and practices that enhance the effectiveness and satisfaction of individuals, groups and teams in the town administration and contribute to an organization that has a competitive advantage in the employment market place. Consultancy services are provided to both Council and departments in labour and employee relations; total compensation; health, safety and wellness; recruitment and selection; organizational development; performance consulting; and employee administration. Without restricting its corporate responsibility to maximize the effectiveness of the town s employees, Human Resources informs, advises, guides, consults and recommends with due regard to consistency of practice, fairness of treatment, equity in application and legislative compliance. Program Services The Human Resources Program provides the following services: Administration and Policy Development Recruitment Organizational Development Reward and Recognition Health, Safety and Wellness Labour and Employee Relations Page 40

3 Staffing Overview Net Approved Approved Capital Service Reallocation Total Change Services/Activities: FTE FTE Impact Level Change of Staff FTE 2014 vs 2013 Administration and Policy Development (0.2) 7.0 (0.2) Recruitment Organizational Development Reward and Recognition Health, Safety & Wellness (0.1) 4.2 (0.1) Labour Relations Total (0.3) (0.3) Part-time hours have been reduced by 0.3 FTE to reflect program needs. Program Services Budget Overview 2013 Restated 2014 Requested Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2014 vs vs 2013 (%) Administration and Policy Development 753, , , ,000 (200) (0.0%) Recruitment 202, , , ,100 2, % Organizational Development 388, , , ,800 5, % Reward and Recognition 171, , , ,400 2, % Health, Safety & Wellness 579, , , ,700 (22,600) (4.0%) Labour Relations 208, , , ,600 10, % Total 2,302,400 2,293,500 2,299,500 2,290,600 (2,900) (0.1%) The budget reflects a careful consideration of expenditures required to fulfill the business plan, based on a five year trend analysis. Budget dollars have been reallocated to support legislatively driven corporate training requirements, such as those associated with the Accessibility for Ontarians with Disabilities Act, which are on the rise and complaint driven investigations under the Respectful Workplace Conduct policy that are contracted out to third parties to ensure neutrality. Service efficiency cuts, that are not expected to compromise service, have been made in allocations for third party medical consultant fees ($10,000) and health and safety consultant fees ($20,000) for third party opinions and studies. These reductions have been partially offset by increases in personnel expenses. Net Net Page 41

4 Level of Services Offered Given the highly regulated environment of human resources (statutes, common law, collective agreements, corporate policies and corporate responsibilities) there is little variation in service levels to client departments or to external customers. Services provided by Oakville are consistent with standard municipal practice. The effectiveness and efficiency of these services is reviewed through the town s performance-based, program based budgeting process. Key Objectives (Initiatives) for To continuously improve programs and services: o Expand the range of corporate reports and use of workforce metrics in program planning and evaluation. o Increase the use of automation and workflow to increase efficiency and effectiveness of administrative processes. o Strengthen the return to work/work accommodation program. o Review, and make recommendations on, the effectiveness of the town s attraction, recruitment and selection strategies, policies and procedures. o Enhance the Oakville LEADS corporate training and development program, Senior Leaders Forum and e-learning opportunities o Increase the number of sustainable wellness programs. o Continue organizational development consultations for strategic planning, change management, organizational design, continuous improvement and process mapping. To be accountable in everything we do. o Continue training, communicating and enhanced follow-up and evaluation of health and safety training and procedures to ensure competency in health and safety. o On-going hazard and risk assessments. o Support the town s compliance with the Accessibility for Ontarians with Disabilities Act. o Corporate training on Accessibility for Ontarians with Disabilities Act, attendance support, return to work/work accommodation and a respectful workplace. o Update policies and procedures in accordance with corporate schedule. To be highly valued and widely celebrated for the innovative and outstanding way we satisfy the needs of our employees and ensure that our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. o Continue support of the You Matter employee engagement program. o Negotiate Unifor (Transit) and OPFFA (Fire) collective agreements. o Develop a mental health awareness and support program. o Continue to develop policies, programs and protocols that support the achievement of the town s vision and mission while reflecting out corporate values and management framework. Page 42

5 2014 Program Budget Drivers $ % Restated Base Capital Requested Change Change Budget Budget Impact Budget From 2013 From 2013 Expenses: Personnel Services & Benefits 1,648,100 1,671, ,671,000 22, % Materials & Supplies 15,100 17, ,400 2, % Capital out of Operations 1,800 21, ,800 20,000 1,111.1% Purchased Services 637, , ,300 (48,100) (7.5%) Internal Expenses & Transfers % Total Expenses 2,302,400 2,299, ,299,500 (2,900) (0.1%) Revenues: External Revenues 8,900 8, , % Internal Recovery & Fund Trsfs % Total Revenues 8,900 8, , % Tax Levy 2,293,500 2,290, ,290,600 (2,900) (0.1%) In 2014, Human Resources program has decreased by $2,900. The main drivers for this change are the following: Personnel Services and Benefits has increased by $22,900 due to inflationary increases for salaries and benefits. Capital out of Operations has increased by $20,000 for office furnishings to reflect resource needs for the ergonomics program which has been offset by a reduction in Purchased Services. Purchased Services have decreased by $48,100 to reflect $30,000 in budget efficiencies found for third party medical consultant fees and health and safety consultant fees. In addition, $20,000 has been reallocated to Capital out of Operations for office furnishings. Page 43

6 Expenditure Summary Requested Forecast Change Forecast Change Budget Base Budget (%) Base Budget (%) Gross Expenditures Human Resources Administration and Policy Development 753, , % 799, % Recruitment 204, , % 213, % Organizational Development 393, , % 412, % Reward and Recognition 173, , % 183, % Health, Safety & Wellness 556, , % 583, % Labour Relations 218, , % 230, % Total Gross Expenditures 2,299,500 2,355, % 2,423, % Tax Levy Human Resources Administration and Policy Development 753, , % 799, % Recruitment 204, , % 213, % Organizational Development 393, , % 412, % Reward and Recognition 173, , % 183, % Health, Safety & Wellness 547, , % 574, % Labour Relations 218, , % 230, % Total Tax Levy 2,290,600 2,346, % 2,414, % Gross Expenditures By Type Personnel Services & Benefits 1,671,000 1,726, % 1,780, % Materials & Supplies 17,400 17, % 17, % Purchased Services 589, , % 602, % Internal Charges % 0 0.0% Other Expenditures % 0 0.0% Minor Capital & Transfer to Reserves 21,800 21, % 21, % Total Expenditures 2,299,500 2,355, % 2,423, % Revenues By Type Activity Revenue 8,900 8, % 8, % Internal Recoveries % 0 0.0% Grants % 0 0.0% Other Revenue % 0 0.0% Total Revenues 8,900 8, % 8, % Tax Levy 2,290,600 2,346, % 2,414, % Page 44

7 Service: Administration and Policy Development Mission To provide HR advice and guidance to support the achievement of corporate and departmental objectives by individuals, groups and teams, while ensuring legislative and collective agreement compliance in all corporate and departmental policies and practices that affect employees. Major Responsibilities Recommend, implement and administer workforce policies and practices that support corporate goals and objectives, are legislatively compliant, complementary, respect and enhance labour and employee relations, optimize the effectiveness of employees and maintain a competitive advantage for the town. Manage personnel information in accordance with legislative and policy requirements. Provide regular and ad hoc workforce management reports to support policy recommendations and administrative decision making and monitor the effectiveness of same. Provide HR advice on individual, group, departmental and corporate issues designed to maximize performance and comply with legislation, policies and collective agreements. Identify issues and trends requiring section, departmental or corporate response (program, policy, etc.). Strategic Priorities (Initiatives) To be innovative in everything we do. o Increase the use of automation and workflow to be efficient and effective in administrative processes. To be accountable in everything we do. o Enhance management effectiveness through improved performance appraisal, attendance management and return to work/work accommodation policies and procedures. o Actively engage the organization in succession planning. To continuously improve programs and services. o Expand the range of corporate reports and use of workforce metrics. o Policy review and development according to corporate schedule. o New policies, programs and protocols to enhance management and employee effectiveness. Key Outcomes Managers acknowledge that their knowledge of human resource policies, practices, programs, services, statutes and collective agreements continues to strengthen as a result of their work with the Human Resources department. Page 45

8 Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 687, , ,800 7, % 717, ,400 Materials & Supplies 3,500 4, ,900 1, % 4,900 4,900 Purchased Services 62,100 52, ,700 (9,400) (15.1%) 52,900 54,000 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves % Total Expenses 753, , ,000 (200) (0.0%) 776, ,900 Revenues: Activity Revenue % 0 0 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues % 0 0 Tax Levy 753, , ,000 (200) (0.0%) 776, ,900 Tax Levy By Activity Administration And Policy Development 753, , ,000 (200) (0.0%) 776, ,900 Tax Levy 753, , ,000 (200) (0.0%) 776, , Key Budget Drivers Personnel Services & Benefits have increased by $7,800 due to inflationary increases. Materials and Supplies have increased by $1,400 for general office supplies and books/periodicals. Purchased Services have decreased by $9,400 due to a reallocation of funds to the Labour Relations and Organizational Development programs to reflect resource needs Budget Forecast Highlights Budgets reflect inflationary increases only. Page 46

9 Service: Recruitment Mission To develop, recommend, implement and evaluate recruitment and selection policies, programs, practices and strategies that attract and secure the best qualified applicants to support the achievement of the town s goals and objectives. Major Responsibilities Develop and administer best practice recruitment strategies that attract a deep and broad applicant pool; ensure recruitment process reflects legislation, policies and collective agreements; maintain recruitment files; contract with third party suppliers and monitor service provided. Develop and administer best practice selection techniques that are compliant with legislation, policies and collective agreements to identify most highly qualified applicants for interviews; develop and administer best practice interview and selection techniques to identify best qualified candidates for positions; conduct reference checks and screenings on successful candidates. Strategic Priorities (Initiatives) To continuously improve our programs and services/to be widely valued and celebrated for the innovative and outstanding way we satisfy the needs of our employees and our residents. o Support the town s compliance with the Accessibility for Ontarians with Disabilities Act. To continuously improve our programs and services. o Review, and make recommendations on, the effectiveness of the town s attraction, recruitment and selection strategies, policies and procedures. o Expand the use of town s e-recruitment tools to accommodate high volume recruitment and to streamline onboarding of new hires o Review and evaluate use of social media in recruitment. o Increase work experience opportunities for internationally trained persons. o Incorporate competency model in recruitment and selection. o Incorporate AODA requirements in all stages of recruitment cycle. Key Outcomes The town is a respected and trusted employer measured by the number page views the town s employment website page attracts. In 2013, the number of page views is projected to be 369,000 a 22% increase over the previous year. The average number of applicants per posted position is projected to drop from 117 (2012) to 104 (2013), but has not compromised the quality of successful candidates. Vacant positions are filled in a timely manner with highly qualified and performing employees. In 2013 only 1 employee did not complete the probationary period, which did not meet the target of 0. Page 47

10 Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 100, , ,000 2, % 106, ,000 Materials & Supplies % Purchased Services 100, , ,200 (100) (0.1%) 100, ,900 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves % Total Expenses 202, , ,100 2, % 208, ,800 Revenues: Activity Revenue % 0 0 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues % 0 0 Tax Levy 202, , ,100 2, % 208, ,800 Tax Levy By Activity Recruitment 202, , ,100 2, % 208, ,800 Tax Levy 202, , ,100 2, % 208, , Key Budget Drivers Personnel Services & Benefits have increased by $2,200 due to inflationary increases Budget Forecast Highlights Budgets reflect inflationary increases only. Page 48

11 Service: Organizational Development Mission To provide opportunities for individuals, groups and teams to develop their potential and contribute as effectively as possible to the achievement of departmental and corporate goals and objectives. The priorities are the enhancement of the organization s culture; learning and development; change management; interventions to address specific issues and organizational needs assessments and analysis. Major Responsibilities Provide training learning and development through Oakville LEADS corporate and customized training programs to enhance the effectiveness of individuals, groups and teams in the achievement of corporate goals and service delivery. Oakville LEADS offers programs supporting performance excellence, personal effectiveness, leadership, competency development and management development. Provide organizational development consultations on talent management, performance management, change management, employee engagement, organizational culture, organizational design and targeted opportunities to enhance the functioning of individuals, groups and teams. Strategic Priorities (Initiatives) To continuously improve our programs and services. o Oakville LEADS corporate training and development program, Senior Leaders Forum and e-learning. To be highly valued and widely celebrated for the innovative and outstanding way we satisfy the needs of our employees and ensure that our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. o You Matter employee engagement program. To continuously improve our programs and services/to act as a team/to be accountable and innovative. o Organizational development consultation for strategic planning, change management, organizational design, continuous improvement and process mapping. o Incorporate the competency model in organizational development work and incorporate and customized training and development programs. Key Outcomes Percentage of Oakville LEADS training and development program participants who indicated an increase in learning. The 2013 target of 50% was exceeded with 94% reporting an increase in learning. Employees have accessible learning opportunities, measured by number of person-training-days for HR Organizational Development sponsored learning and development opportunities. The 2013 target of 250 personal training days was exceeded with 274 days achieved. Page 49

12 Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 219, , ,400 4, % 231, ,500 Materials & Supplies 5,100 6, ,600 1, % 6,600 6,600 Purchased Services 163, , ,200 (500) (0.3%) 163, ,700 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves % Total Expenses 388, , ,800 5, % 401, ,400 Revenues: Activity Revenue % 0 0 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues % 0 0 Tax Levy 388, , ,800 5, % 401, ,400 Tax Levy By Activity Organizational Development 388, , ,800 5, % 401, ,400 Tax Levy 388, , ,800 5, % 401, , Key Budget Drivers Personnel Services & Benefits have increased by $4,400 due to inflationary increases. Purchased Services have increased by $1,500 due to a reallocation of funds from the Administration and Policy Development service area to reflect resource needs Budget Forecast Highlights Budgets reflect inflationary increases only. Page 50

13 Service: Reward and Recognition Mission To attract, retain and motivate employees in achieving the goals and objectives of the organization through competitive total compensation policies (base compensation, benefits and perquisites); recognition for contributions; internal equity and compliance with The Pay Equity Act. Major Responsibilities Monitor the town s total rewards competitive position, making recommendations for modifications. Maintain compliance with the Pay Equity Act. Maintain a competency model that reflects management success factors. Develop, recommend and deliver programs that recognize the contribution of town employees. Strategic Priorities (Initiatives) To ensure our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. o Review, expand and enhance communication of the corporate recognition program. To be fiscally sustainable. o Conduct strategic total rewards reviews to monitor competitiveness. To continuously improve our programs and services/to act as a team/to be accountable and innovative. o Incorporate competency model in non union annual performance evaluations. Key Outcomes Employees believe their contributions are recognized. Measured by the number of employees satisfied with the town s Spotlight Academy, the 50% 2013 target was exceeded the results were 55.3%. (The employee survey is conducted every two years.) Page 51

14 Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 129, , ,500 2, % 137, ,400 Materials & Supplies % 0 0 Purchased Services 41,200 40, ,900 (300) (0.7%) 40,900 41,700 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves % 0 0 Total Expenses 171, , ,400 2, % 177, ,100 Revenues: Activity Revenue % 0 0 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues % 0 0 Tax Levy 171, , ,400 2, % 177, ,100 Tax Levy By Activity Reward and Recognition 171, , ,400 2, % 177, ,100 Tax Levy 171, , ,400 2, % 177, , Key Budget Drivers Personnel Services & Benefits have increased by $2,600 due to inflationary increases Operating Budget Forecast Budgets reflect inflationary increases only. Page 52

15 Service: Health Safety and Wellness Mission To ensure accountability for compliance to the Occupational Health and Safety Act and its regulations, ensure our health and safety programs are fiscally responsible and sustainable and to provide education and opportunities that support employee achievement of optimal health and wellness. Major Responsibilities To ensure 2014 management and employee training complies with the new mandatory training requirements set by the Ministry of Labour. Continue to support management and employee understanding of, and responsibility for, health and safety issues and the prevention of accidents, illness and injuries. Review and improve individual, group and corporate compliance with the Occupational Health and Safety Act and its regulations. Administer the WSIB program and mentor departments on the process of Early and Safe Return to Work (occupational). Administer the Corporate Attendance Support, Short-Term and Long-Term Disability and Return to Work Programs for occupational and non-occupational injuries, illness and disability accommodation. To manage the ergonomic program, with Facilities and Construction management to avoid workplace injury. Manage the Employee Wellness program and the Employee Assistance Program. Strategic Priorities (Initiatives) To be accountable in everything we do. o Training, communications and enhanced follow-up and evaluation of health and safety training and procedures to ensure competency in health and safety. o Undertake risk assessments, including preventing violence in the workplace, by conducting reviews of standard operating procedures (SOPs), physical demands analysis (PDAs). To continuously improve programs and services. o Develop effective wellness programs. (e.g. lunch n learns, flu shot clinics, Yogalates, Bootcamp) o Maintain an effective return to work/work accommodation program. o Implement and sustain online (web based) training. Key Outcomes Audits have determined that first aid and near miss incidents may have been under reported. A new base line will be established and new goals and objectives will be set. More serious lost time incidents should not increase. In 2013 we partially met the targeted number of Ministry of Labour orders (3): we received 7 requesting additional information and documentation regarding a serious incident in the workplace, but received no compliance orders. No WSIB fines were received, which exceeded the target of one. Page 53

16 Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 350, , ,600 2, % 364, ,800 Materials & Supplies 3,500 2, ,800 (700) (20.0%) 2,800 2,900 Purchased Services 225, , ,200 (44,800) (19.9%) 180, ,600 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves 0 20, ,000 20, % 20,000 20,000 Total Expenses 579, , ,600 (22,600) (3.9%) 567, ,300 Revenues: Activity Revenue 8,900 8, , % 8,900 8,900 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues 8,900 8, , % 8,900 8,900 Tax Levy 570, , ,700 (22,600) (4.0%) 558, ,400 Tax Levy By Activity Health, Safety & Wellness 570, , ,700 (22,600) (4.0%) 558, ,400 Tax Levy 570, , ,700 (22,600) (4.0%) 558, , Key Budget Drivers Personnel Services and Benefits have increased by $2,900 due to inflationary increases. Purchased Services have decreased by $44,800 to reflect $30,000 in budget efficiencies found for third party medical consultant fees and health and safety consultant fees and $20,000 was reallocated to Minor Capital & Transfer to Reserves. Additionally there was a minor adjustment for corporate health and safety training. Minor Capital & Transfer to Reserves have increased by $20,000 to purchase office furnishings to reflect increasing ergonomic resource needs which was offset by reductions in Purchased Services Operating Budget Forecast Budgets reflect inflationary increases only. Page 54

17 Service: Labour and Employee Relations Mission To minimize legal risk in employment and labour matters and ensure that labour and employee relations governed by collective agreements, policies, practices and legislation contribute to the effectiveness of individuals, groups and teams in achieving corporate goals and objectives. Major Responsibilities Negotiate, interpret and provide advice to the town s management with regard to collective agreements and management of unionized staff Manage grievance and arbitration process. Provide timely advice and develop policies with regards to employment law and legislative changes. Administer the grievance process and negotiate collective agreements with our bargaining units with a view to maintaining positive, functioning and financially viable relationships with our employees. Provide skills development for management staff in collective agreement administration and employee relations. Provide consultative services within HR and for Senior Management on employee and labour relations. Provide advice with regards to employment matters for town employees and the employees of town associated businesses. Strategic Priorities (Initiatives) To ensure that our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community and to continuously improve programs and services. Provide advice with regards to employment matters for town employees and the employees of town associated businesses. Strategic Priorities (Initiatives) To ensure that our staff receives the same level of respect, commitment and caring that they are expected to deliver to the community. o Provide advice and guidance to management on labour and employee relations, ensuring compliance with employment law and collective agreements. o Maintain effective communication with bargaining units. o Manage the labour and employee conflict and dispute resolution processes. To continuously improve programs and services. o Develop, and provide input for, policies, procedures and programs that support employee effectiveness and reflect best practices in employee and bargaining unit relationships. Key Outcomes Knowledgeable decisions regarding staff have been made by management with the integrity of the Town of Oakville sustained. Page 55

18 Two collective agreements negotiated in Dispute and conflict resolution processes managed in order to decrease town risk and costs while maintaining positive relationships with the town s unions Operating Budget Summary $ % Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2013 from 2013 Budget Budget Expenses: Personnel Services & Benefits 160, , ,700 3, % 169, ,700 Materials & Supplies 2,700 2, , % 2,800 2,900 Purchased Services 45,100 52, ,100 7, % 52,100 52,900 Internal Charges % 0 0 Other Expenditures % 0 0 Minor Capital & Transfer to Reserves % 0 0 Total Expenses 208, , ,600 10, % 224, ,500 Revenues: Activity Revenue % 0 0 Internal Recoveries % 0 0 Grants % 0 0 Other Revenue % 0 0 Total Revenues % 0 0 Tax Levy 208, , ,600 10, % 224, ,500 Tax Levy By Activity Labour Relations 208, , ,600 10, % 224, ,500 Tax Levy 208, , ,600 10, % 224, , Key Budget Drivers Personnel Services & Benefits have increased by $3,000 due to inflationary increases. Purchased Services have increased by $7,000 due to a reallocation of funds from the Administration and Policy Development service area to reflect resource needs Operating Budget Forecast Budgets reflect inflationary increases only. Page 56

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