Mission Human Resources

Transcription

1 Human Resources Mission The mission of Human Resources is to serve our community by attracting and retaining a highly qualified workforce and creating a work environment for them that supports their commitment to public service, reflects the diversity of the community, and minimizes risk to the human and fiscal resources of the City. The Human Resources Department plans, conducts and oversees the recruitment and hiring of qualified staff that reflect the diversity in our community. The Department works to provide a healthy environment to retain and develop this staff through diverse benefit plans, employee training and development programs, and excellent employee relations resources, including facilitation and mediation services. In addition, the Department monitors and advises departmental managers and supervisors on human resources issues; negotiates labor contracts with bargaining units; administers current contracts; participates in on-going labor/management problem-solving committees addressing significant issues raised during negotiations; conducts thorough and responsive investigations to claims of discrimination; supports departments in conflict analysis and resolution, restructuring, customer service, team development; and supports other organization development efforts. As part of the city-wide reorganization, the Risk Management division was moved from the Administrative Services department to Human Resources. The Risk Management division reviews activities of the City and develops programs to minimize the City's exposure to risk, contain loss through proper risk management and control, provide a safe and healthful work environment for City employees, and promote safety in the services provided to City residents. This division administers the various insurance and risk control programs for employees such as employee safety, OSHA and workers compensation as well as the City liability and property insurance programs, and ADA compliance Human Resources

2 FY 2009/10 Key Objectives General Support departments as they cope with the impacts of budget reductions, including assistance with organizational, department and staffing changes. Complete the integration of Risk Management into the Human Resources Department Continue to seek ways to accomplish expanding workload with existing staff. Employment Services Review and seek to improve methods of meeting the staffing needs of the organization. Methods of improvement include reviewing approaches to recruit for hard to fill professional, technical and management positions, and conducting classification and salary studies as necessary to meet the operational needs of the organization. Work to implement new HR software with minimal disruption and maximal efficiency and responsiveness to customers. Review on-line application software for implementation of new program. Employee Relations Conduct labor negotiations in the spring of 2009 with the Police, Police Management, Transit, Maintenance and Utilities Systems Operators Units, and the new Technical Attorney and Mid Management Units Continue to negotiate a new two-tier retirement program for miscellaneous employees. Participate in on-going labor/management problem-solving committees addressing significant issues raised at negotiations. Training and Organizational Development Assist staff, departments and Council with organizational transitions and budget related changes. Design and facilitate city-wide strategic planning for next two year cycle and assist staff and Council in engaging and working with the community to develop neighborhood oriented service delivery partnerships. Continue to offer a variety of training to create a competent, diverse and replenishing workforce and continue ongoing refinement of the Training Program to meet the changing needs of the organization. 2 Risk Management Convene city-wide health coalition to review benefit design. Review current benefit software programs and integrate with new in-house HRIS. Maintain strong and integrated insurance and claims investigation program. Human Resources

3 Service Indicators FY 2004/05 FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 (est.) Applications Received Percentage of Applications Received On-line n/a n/a 56% 66% 65% Recruitments Conducted New Hires Retirements Resignations Turn Over Rate 8.5% 9.7% 7.6% 7.3% 4.8% Labor Contracts Open Training Sessions Held Employees using Tuition Reimbursement FY 2008/09 Key Accomplishments General Merged the Human Resources and Risk Management Departments for better efficiency and staff use - reduced overall staffing by 3 FTE. Provided a variety of Human Resources support for reorganization projects in the Utilities and Finance Departments. Employment Services Created two independent websites to provide one-stop shopping for employees and supervisors for their employment services and supervisorial needs, including benefits and policies. Coordinated and created comprehensive layoff packages for those employees losing their positions in FY 2008/09. This included holding a "job fair" to create a fair and efficient method of reassigning 21 maintenance workers displaced in the layoff and consolidation projects. Employee Relations Engaged in "Meet and Confer" sessions with representatives of all employee organizations regarding the impact of budget reductions and layoffs. Successfully negotiated concessions from Fire and Police Unions to save elimination of police positions and daily closing of second fire station. Benefits and Risk Management Finalized Stipend Plan documents, trusts and contracted administration of benefits for all units except Police Management Units Human Resources

4 Established an individual, employee paid Retirement Health Savings benefit for Executive Management. Training and Organizational Development Established the Building a Diverse Workforce training program and presented to employees. 5 Established the Mentoring Program to invest in current employees and plan for succession in management positions. Facilitated public meetings on a variety of issues, including participating in the Community Conversations on budget priorities. 2 Provided facilitation services to a number of interdepartmental reorganization efforts, process mapping efforts, and labor relations efforts involved in budget and staffing reductions. Coordinated and mediated new city-wide Management/Labor Union Coalition. The coalition was formed to foster open communication between City Management and Labor Groups during budget reduction discussions. Expenditures by Fund Funding Source Actual Actual Estimate Budget Request General Fund $1,786,889 $1,812,713 $1,685,857 $1,868,300 $1,634,818 Risk Management Fund $19,684,304 $20,983,166 $28,659,706 $29,912,013 $25,553,966 21,471,193 22,795,879 30,345,563 31,780,313 27,188,784 Expenditures by Category Actual Actual Estimate Budget Request Salary $1,468,665 $1,566,870 $1,513,571 $1,599,726 $1,404,474 Benefits $468,939 $496,869 $444,360 $482,875 $473,706 Service and Supplies $19,383,264 $20,536,344 $28,158,499 $29,495,573 $25,120,8 Indirect Costs $150,325 $195,796 $202,139 $202,139 $208,952 Capital Outlay, Projects and Other $0 $0 $26,994 $0 -$18,466 Total $1,543,826 $22,795,879 $30,345,563 $31,780,313 $27,188,784 Major Budget Changes In total, the Human Resources Department budget has decreased $4.6M or 14%. The General Fund piece of the budget is $1.6M, down $.2M year over year. The Risk Management division (the majority of the Department s budget) totals $25.6M, down $4.4M from 2008/09. The Risk Management function previously resided in the Administrative Services/Finance Department but merged with the Human Resources Department as part of citywide reorganization efforts. In the General Fund, salary & benefit budgets decreased close to $.2M due to the elimination of three positions (one mid-year in 2008/09) resulting from the merger of Risk Management with Human Resources. The bulk of the Department budget decrease occurs in the Risk Management Fund Services and Supplies category. Increases totaling $1.4M among various 2009/10 insurance program budgets (such as health, dental and unemployment insurance) were more than offset by the 2008/09 one-time budget established to transfer $5.8M of retiree medical stipend funds to an outside trustee. Human Resources

5 Employees Expenditures by Program 2009/10 Request Risk Management 94.0% Human Resources 0.9% Organization and Staff Development 0.8% General Administration 1.9% Employment Services 2.4% Historical Staffing Human Resources

6 Organization Chart Human Resources Director (1) Employee Services/ Risk Manager (1) Administrative Secretary (1) Deputy Director- Labor Relations (1) Administrative Assistant (1) Risk Analysts (2) Human Resources Analysts (3) Human Resources Technicians (3) Sr. Administrative Assistant (3-1 temp) Organizational Development Consultants (2) Human Resources 144