Office of Human Resources 2014 Budget Presentation October 1, 2013

Transcription

1 Office of Human Resources 2014 Budget Presentation October 1,

2 Agency Overview Description The Office of Human Resources (OHR) is an independent d agency that oversees the personnel system for the City and County of Denver s Career Service employees. The agency was established in 1954 by charter to maintain the City s merit system and ensure that the appointments and promotions of employees are made on the basis of merit and ability. The Office of Human Resources was previously known as the Career Service Authority. In January, 2013 the Career Service Authority formally changed its name to the Office of Human Resources. OHR recently reorganized into 6 Support Level and 7 Service Delivery Teams with a total personnel complement of 102 FTE. Vision Be the model for human resource practices that deliver invaluable service, develop strong workforce leaders and position the City for future growth to meet the needs of Denver citizens. Impact Statement The Office of Human Resources helps organizations achieve business outcomes through thoughtful leadership, investing in employee engagement, and by incorporating inclusivity practices. By leveraging individual strengths and influencing greater citywide collaboration, OHR sets the stage for the City and County of Denver to have the greatest impact within the communities it serves. Therefore, OHR strives to provide sound, responsive, accurate, inclusive, respectful and honest HR practices. -2-

3 Elevating Service Office of Human Resources Goals 2013 / 2014 Responsive Customer Service - Leverage data, metrics, and tools to ensure that the HR system fulfills or exceeds customer expectations. Collaborative Partnerships Expand and strengthen internal and external partnerships. Innovative Recruiting Practices Use a consultative approach that identifies customer needs and deploys innovative recruiting strategies for acquiring and retaining the best talent. Cultivating Leadership Establishing a Progressive Learning Organization - Focus on employee and leadership development. Organizational Development - Expand the scope of OHR s learning and organizational development practices, and enhance the quantity and depth of learning opportunities. Maintaining a Healthy Workplace Culture Set the standard for employee well-being, performance and engagement Reduce use of FML, Sick Leave, and overall cost of health claims. Ensure that all employees have timely and relevant Performance Plans in place. Refine HR knowledge and practices Ensure that OHR staff is well prepared to support client agency and employee needs. -3-

4 Organizational Structure -4-

5 2014 OHR Positions Support & Service Teams Support Teams FTE Service Teams FTE OHR Administration 16 DIA Service Team 9 Communications 3 DHS Service Team 10 Training & OD 8 Public Works Service Team 7 Talent Acquisition 11 Parks & Recreation 7 Compensation/Benefits 7 GS/OED/Clerk Service Team 5 Employee Relations/Records 8 CPD/DEH/OHR Service Team 5 Finance/TS Service Team 6 Support Teams -Total FTE 53 Service Teams - Total FTE 49 Total FTE 102 * Please note that this number includes vacancies -5-

6 The Keys To Agency Success Our Values -6-

7 Office of Human Resources Mission Level Metrics Priority Metrics YTD 2014 Projected Status Quo Projected Expansion Projected Reductions Customer Service Surveys N/A N/A N/A N/A N/A N/A AverageTimeto Refer Certification List 25 days 29 days 27 days N/A N/A N/A Health Insurance Renewal Rate 7.50% 7.50% 7.50% N/A N/A N/A OHR Employee Engagement Rating 26.60% N/A 10.50% N/A N/A N/A City Employee Engagement Rating N/A N/A 15.10% N/A N/A N/A Participation Rate in Wellness Program Activities N/A N/A N/A N/A N/A N/A OHR Turnover Rate N/A 17.40% N/A N/A N/A N/A Citywide Turnover Rate N/A 9.70% N/A N/A N/A N/A Participation in Trainings N/A N/A N/A N/A N/A N/A -7-

8 Expenditures Office of Human Resources Base Budget Overview Actual Actual Revised Proposed Budget Base Budget Variance General Fund $8,816,758 $8,695,374 $9,931,953 $10,866,900 $ 934,947 Special Revenue Fund $2,340,133 $1,788,487 $1,720,596 $1,675,000 $ (45,596) Capital Improvement Fund NA NA NA NA NA TOTAL $11,156,891 $10,483,861 $11,652,549 $12,541,900 $ 889,351 Key Drivers: * OHR has received $180,000 to oversee a vendor contract providing services under the Employee Assistance Program. * OHR has retained an external contractor, 24 HR Flex, to administer its Flexible Spending Programs at a cost of $140,000. * In 2013, OHR contracted with IMA to Provide Third-Party Services for Benefits at a Cost of 110,000. * In 2013, OHR will spend an estimated $80,000 for City-Wide Background Checks. * The Annual Cost of the Basic NeoGov Recruiting Software is $41,800. * During 2013, OHR will assume responsibility for the City's Service Pins, Employee Recognition Program. Revenue 2011 Actual 2012 Actual 2013 Revised Budget 2014 Proposed Base Variance General Fund $1,102,452 $,, $2,913,366 $,, $1,381,838 $,, $1,842,600 $,, $ 460,762 Key Drivers: * OHR Generates Revenue for the GF from Both DIA and DHS from Direct Billings for HR Services Provided. * OHR also Generates Revenue from Denver Health for Services Provided to their Remaining Career Services Employees. * In 2012, OHR Received a Refund from United Healthcare in the Amount of $2,098,

9 General Fund Overview Office of Human Resources Office of Human Resources OHR OHR Actual Actual 2013 OHR Budget & Personnel 2014 Projected Variance Total Costs For Personnel $8,034,872 $8,186,294 $9,276,719 $9,714,727 $438,008 Comp Time $3,411 $968 NA NA NA Overtime NA $217 NA NA NA On-Call Budget $10,390 $57 NA NA NA On-Call FTE NA NA NA NA NA Total lfte GF Career Service Positions Personnel Perspectives * In 2013, 93.4% of the OHR budget is devoted to employee salaries and benefits. * In 2013, OHR re-aligned its structure by moving positions into 6 Support Level and 7 Service Delivery Teams. * OHR has reviewed its position placements over time to more effectively support client agencies. * In 2012, OHR returned $1.1 million in unspent funds to the City's GF. * OHR increased its FTE count during the early part of 2013 by taking on two positions from the Controller's Office. * The recent Peak Performance Position Justification RIE has improved the filling of vacant positions. * During 2012, OHR had a position turnover rate of 17.4%. This was, in part, due to the major reorganization that the agency had gone through over the course of the year. -9-

10 Office of Human Resources New Initiatives For 2014 Skillsoft Online Training Software - $300,000 General Fund For Licensing & Implementation. Skillsoft is part of OHR s City University concept. OHR DHS Service Delivery Team Establish Two New Time-Limited Positions including an Associate HR Professional and a HR Technician. OHR will recover the cost of these positions via a billing to DHS. Special Initiatives - Non-General Fund Economic Empowerment - $50,000 Corporate Grant Denver P.A.T.H.S. (Personal Advancement to Higher Success) is a program developed to provide minority participants p with the valuable stepping stones that lead to employment and professional success, and down the path towards economic empowerment. The program funded by a MillerCoors Economic Empowerment Grant will focus on individual leadership development and professional ownership that will positively impact the Denver community. Workplace Safety $27,000 State/Federal Grant Hazardous Materials Emergency Preparedness (HMEP) Grant From State For Training on the Proper Handling and Transportation of Hazardous Materials. -10-