HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCES DEPARTMENT Administration and Support HUMAN RESOURCES DIRECTOR Human Resources - Personnel Services - Employee and Labor Relations - Risk Management - Training and Development - Equal Employment Opportunity - Benefits Administration - Modified Work Program - Employee Health Program - Commission on Status of Women 1-137

1-138 Human Resources Department FY 2006-07 Adopted Sources Fund Balance 11% Other Financing Sources 8% Charges for Services 0.4% Interfund Revenue 42% Net County Cost 39% FY 2006-07 Adopted Requirements Administration and Support 27% Human Resources 73%

1-139 Department Locator County Board of Supervisors County Manager/Clerk of the Board Assessor-County Clerk-Recorder Controller s Office Treasurer-Tax Collector County Counsel Human Resources Department Information Services Department Grand Jury Retirement (SamCERA) Department Measures 120% 100% 80% 60% 40% 20% 0% $5,000 $4,000 $3,000 $2,000 $1,000 $0 56% Quality and Outcomes Measures Meeting Performance T argets 88% 100% 75% 75% 03-04 04-05 05-06 06-07 A County w ide performance standard of of 75% w as established in FY 2005-06. Cost per County Employee 07-08 $1,465 $1,578 $1,465 $1,457 $1,427 03-04 04-05 05-06 06-07 07-08 Department Mission Statement In partnership with others, Human Resources anticipates and responds to the diverse needs of employees and their families, departments and the public by providing quality resources and services to make the County and community a better place to live and work. Contributions to Shared Vision 2010 (Fiscal Years 2000-2005) PEOPLE Realize the Potential of Our Diverse Population Recruitment and Retention Programs Human Resources attracts and retains employees through a variety of programs, including 1) Employee Referral Program which has resulted in decreased vacancies in hard-to-fill positions by offering financial incentive to current employees who refer successful candidates, 2) Enhanced Hiring Package granting up to 40 hours of vacation credit, 48 hours of sick leave credit and an advanced level of vacation accrual for hard-to-fill positions, 3) Reinstatement/Rehire Program which creates incentives for former County employees to return to County employment, 4) Flexible Spending Account which permits employees to pay for eligible health care expenses on a pre-tax basis, and 5) Health and Fitness incentive programs for employees to improve their health and lower healthcare costs. Additional efforts to attract and retain employees have included expanding Child Care Center Scholarship Program from $48,000 to $65,000 per year using coordinated communication and outreach efforts, offering Homebuyer Seminars to 478 County employees of which an estimated 77 purchased their new home, and implementing a Workplace Mediation Program in conjunction with PCRC which has assisted 62 individuals to resolve workplace conflicts and implementing flexible/alternate work schedules to assist employees in balancing work and family life. Improved Service through Technology Human Resources continues to improve customer service by implementing online automated services, including: online employment applications which has resulted in over 80% of candidates applying for County positions via the Internet and increasing the candidate pool; and online requisition certification system that provides a streamlined hiring process. The Department has also increased security and privacy of employee information by upgrading the personnel/payroll system in conjunction with the Controller s Office and Information Services. Provide Equal Access to Educational Opportunity Employee Development Developed and implemented several training programs to assist employees in their development and prepare them to assume

1-140 higher level positions in the County. These programs have included an on-site Masters degree program and accelerated Associate of Arts degree program in conjunction with local colleges and cities. The Department has also redesigned the County s Training Programs to include courses on human resources and financial management and expanded programs in customer service, leadership and professional development and safety. In addition, Human Resources developed and offered an advanced training on managing complex employment issues to assist managers in understanding employment laws and identifying and resolving employment issues. Responsive, Effective and Collaborative Government Implemented an incentive-based workers' compensation chargeback system, resulting in a $200,000 countywide reduction in costs Leaders Work Together Across Boundaries to Preserve and Enhance Our Quality of Life Partnered with Canada College by conducting semi-annual classes to support their goal of assisting students gain an understanding of the civil service process and consider public service as a career 100% 80% 60% 40% 20% 0% Employees Residing in San Mateo County 65% 64% 03-04 04-05 68% 68% 68% 05-06 06-07 07-08 Major Issues to be Addressed Expanding Information Technology - The Department will continue to focus on providing faster, online, interactive services to meet customer demands. Aging Workforce - There is a need to prepare for increased vacancies in key leadership positions as baby boomers retire, resulting in a loss of institutional knowledge. Increasing Costs - Reduced resources for services at the same time customer needs increase will require increased productivity gains through technology as well as other creative solutions. Managing Complex Employment Laws and Issues - Increased complexity and difficulty in dealing with employee relations issues will require the Department to provide regular training to managers and supervisors. Key Department Initiatives Major Accomplishments in FY 2005-06 Realize the Potential of Our Diverse Population Conducted nine department/division director executive-level recruitments Implemented new recruitment strategies to reduce the number of nursing vacancies, from 19.1% in January 2005 to 12.3% in July 2005 Provide Equal Access to Educational Opportunity Designed and piloted a training course on Internet security for Human Resources users Conducted online state-mandated sexual harassment training for over 850 supervisors and managers Conducted negotiations with AFSCME and SEIU on an initial contract for Extra-Help Trained 50% of San Mateo Medical Center staff on Providing Outstanding Customer Service Implemented an online Telecommuting Training Program Ensure Basic Health and Safety for All Implemented Health Plan Programs (PHASE, Simple Steps, and Healthy Rewards) to improve employee health and lower healthcare costs 1. Implement Technological Improvements Major Issues to be Addressed: Many application forms (e.g., to register for training program, sign up for benefits, etc.) cannot be completed and submitted online Paper file storage systems require space and cannot be utilized for electronic transfer or manipulation of data Alignment to Shared Vision: Responsive, Effective and Collaborative Government Ensure Basic Health and Safety for All Goals: Utilize technology in a number of areas to improve customer service delivery that is more interactive, timely and user friendly Objectives: 90% of County training program participants will enroll online 100% of employment applications will be received online Interactive online human resources services will be expanded beyond employment applications Investigate the feasibility of an electronic file storage system for Risk Management records Major Milestones:

1-141 Identify and conduct cost benefit analyses for automating other programs, such as leave administration, benefit enrollment and employment exams Select and identify funding for a Countywide Learning Management System to include an elearning component Transition to a 100% paperless employment application system Partners: All County departments, with special help and coordination by County Manager s Office, Information Services Department and Controller Nonprofits, Cities and Special Districts FY 2006-07 Budget Impact: Not all costs associated with technological improvements are known at this time. 2. Expand the County s Succession Planning Programs Major Issues to be Addressed: Baby boomers are leaving the workforce in record numbers and there are not as many workers in subsequent generations to take their place Middle management level positions have been reduced, eliminating a logical succession planning process Insufficient resources have been allocated to identify and develop future leaders Alignment to Shared Vision: Realize the Potential of Our Diverse Population Responsive, Effective and Collaborative Government Leaders Work Together Across Boundaries to Preserve and Enhance Our Quality of Life Goals: Develop and implement a robust succession planning program to assure that highly qualified employees are developed to fill key leadership vacancies Objectives: Staff are trained in the skills they need to advance There are increased number of promotions from within top level management positions New hires for key positions will be made prior to departure of the incumbent Major Milestones: Implement the Succession Plan recommendations from the 2006 Reorganization Study, including: Identify relevant elements of the 1999-2000 Succession Management Program Proposal as a foundation to develop a comprehensive plan Allocate sufficient funding to implement the Countywide Succession Planning Program Partners: County Manager s Office All County departments FY 2006-07 Budget Impact: One Administrative Services Manager position and increased operational expenses totaling $263,586 have been added to assist with the implementation of the Countywide Succession Planning Program. All other costs associated with this program will not be known until a Succession Planning Program is developed. Other Significant Objectives by Program The Human Resources Department includes the following programs: Administration Human Resources The following program objectives contribute to department success (additional program-level objectives are included in individual Program Plans): Human Resources Conduct 2006-07 contract negotiations with seven employee organizations Explore the feasibility of offering a Pre-Tax Retiree Health Savings Account

1-142 General Fund FY 2006-07 and 2007-08 Budget Unit Summary 2004-05 2005-06 SOURCES Intergovernmental Revenues 68,498 Revised 2005-06 Adopted 2006-07 Change 2006-07 Adopted 2007-08 Charges for Services 35,494 33,435 40,500 40,500 40,500 Interfund Revenue 2,817,742 2,752,750 3,572,818 3,815,764 242,946 3,998,838 Miscellaneous Revenue 14,396 8,551 Other Financing Sources 77,323 77,323 77,323 Total Revenue 2,867,632 2,863,234 3,690,641 3,933,587 242,946 4,116,661 Fund Balance 666,371 586,255 586,255 1,001,731 415,476 764,237 TOTAL SOURCES 3,534,003 3,449,489 4,276,896 4,935,318 658,422 4,880,898 REQUIREMENTS Salaries and Benefits 5,177,563 5,356,006 5,994,194 6,675,605 681,411 6,604,511 Services and Supplies 1,114,334 1,121,182 1,372,614 1,919,275 546,661 1,736,647 Other Charges 599,090 662,222 605,960 652,293 46,333 645,793 Fixed Assets 8,370 6,433 15,500 25,500 10,000 Gross Appropriations 6,899,357 7,145,844 7,988,268 9,272,673 1,284,405 8,986,951 Intrafund Transfers (793,234) (883,452) (1,008,613) (1,396,594) (387,981) (1,114,099) Net Appropriations 6,106,123 6,262,392 6,979,655 7,876,079 896,424 7,872,852 Contingencies/Dept Reserves 515,190 516,127 516,127 631,281 115,154 631,281 TOTAL REQUIREMENTS 6,621,313 6,778,519 7,495,782 8,507,360 1,011,578 8,504,133 NET COUNTY COST 3,087,310 3,329,031 3,218,886 3,572,042 353,156 3,623,235 AUTHORIZED POSITIONS Salary Resolution 62.0 63.0 63.0 65.0 2.0 65.0 Funded FTE 53.0 53.8 53.8 55.9 2.1 55.9

1-143 FY 2006-07 Budget Overview TOTAL SOURCES Total Sources increased by $658,422 or 15.4% from the FY 2005-06 Revised to the FY 2006-07 Adopted Budget due to the following changes: Interfund Revenue There is a net increase of $242,946 in this funding source. Revenue adjustments include: $50,309 from the Benefits Trust Funds will offset increased benefit costs and flu vaccination services as well as increased Employee Assistance contract costs; $185,670 from the Risk Management Trust Funds will offset the addition of one Management Analyst position, increased benefit costs and ADA activities; $43,493 from departments will offset costs associated with the County s Learning Content Management System (LCMS); and $3,574 from the Medical Center will cover increased Employee and Labor Relations costs. Decreases of $40,100 are reflected in the Administration Division due to reduced reimbursements from departments. Fund Balance There is an increase of $415,476 in this funding source due to prior year department-wide cost saving measures, including vacancy savings as well as increased revenues. TOTAL REQUIREMENTS Total Requirements increased by $1,011,578 or 13.5% from the FY 2005-06 Revised to the FY 2006-07 Adopted Budget due to the following changes: Salaries and Benefits There is a net increase of $681,411 in this expenditure category. Merit increases and annualization of negotiated labor increases have been included as well as increased costs associated with new Workers Compensation methodology. Additional adjustments include: 1) addition of one Administrative Services Manager II in the Training and Development Division to assist with Countywide Succession Planning and training program expansion; 2) addition of appropriations for the double-fill of the Assistant Director of Human Resources position to allow for a smooth transition and transfer of institutional knowledge; 3) addition of one Management Analyst in the Risk Management Division to handle claims processing; 4) conversation of one vacant Management Analyst (Occupational Nurse) to an Information Technology Analyst to support department and countywide initiatives, including the implementation of the LCMS Project; and 5) transfer of one Management Analyst position from Personnel Services to Training and Development Division, reflecting no additional costs. The net impact of these changes has resulted in the following adjustments: Administration increased by $223,799; Benefits increased by $9,488; Risk Management increased by $215,912; Personnel Services decreased by $75,677; Training and Development increased by $287,874; and other increases totaling $20,015 in the Employee and Labor Relations Division, Commission on Status of Women, Civil Service Commission and Equal Employment Opportunity. Services and Supplies There is a net increase of $546,661 in this expenditure category. Increases represent the following: inclusion of flu vaccination contract expenses in the amount of $31,950; inclusion of $9,956 for transportation allowance for an eligible employee; increased Training and Development budget by $100,000 to assist with Succession Planning and training expansion; increased appropriations by $287,300 to cover costs associated with the LCMS Project, including licensing, software and contractor implementation costs; increased labor negotiations contractor costs by $21,894; addition of $52,400 to cover computer equipment; addition of $30,000 to cover employee training and development; and additional increases departmentwide of $13,161 to offset increased costs, including contract expenses. Other Charges There is a net increase of $46,333 in this expenditure category primarily due to increased ISD automation charges since the Department will now be responsible for covering a portion of a Relationship Manager s labor costs and ISD will also provide support for the LCMS Project. Other increases include facility costs, general liability and County Counsel charges. Minor reductions were made to bond insurance, telephone and motor vehicle charges. Fixed Assets There is a net increase of $10,000 in this expenditure category due to the anticipated purchase of a Video Server for the LCMS, partially offset by the elimination of one-time appropriations for a departmentwide server. Intrafund Transfers There is a net increase of $387,981 in expenditure transfers. The increase in Intrafund Transfers (reimbursement from other General Fund departments) are primarily due to offsets from the Non-Departmental Budget for 1) implementation costs associated with the LCMS Project, 2) costs associated with the double-fill of the Assistant Director of Human Resources, and 3) Risk Management and Modified Work negotiated labor increases. Reductions include the elimination of $149,594 previously received from Revenue Services and Animal Licensing for administrative support.

1-144 Contingencies/Departmental Reserves There is an increase of $115,154 in Reserves primarily due to prior year vacancy savings in various divisions. The Balance in Reserves represents eight percent of Net Appropriations, which exceeds the two percent County Reserves Policy requirement by $473,759. NET COUNTY COST There is a net increase of $353,156 in this Department s General Fund allocation. Net County Cost was increased by $67,675 to offset a portion of annualized negotiated labor increases as well as Workers Compensation increases; increased by $263,587 to cover costs associated with Succession Planning Program and training expansion; and increased by $21,894 to cover increased labor relations contract costs. FY 2007-08 Budget Overview TOTAL SOURCES Total Sources decreased by $54,420 or 1.1% from the FY 2006-07 to the FY 2007-08 Adopted Budget due to the following changes: Interfund Revenue There is an increase of $183,074 in this funding source due to reimbursements from Risk Management and Benefits Trust Funds to cover salary and benefit increases for Risk Management, Benefits and Modified Work programs as well as other adjustments to cover the loss of funding in FY 2005-06 from Revenue Services and Animal Licensing. Fund Balance There is a decrease of $237,494 in this funding source due primarily to the completion of one-time projects, including replacement of computer equipment. TOTAL REQUIREMENTS Total Requirements decreased by $3,227 or 0.03% from the FY 2006-07 to the FY 2007-08 Adopted Budget due to the following changes: Salaries and Benefits There is a net decrease of $71,094 in this expenditure category due primarily to the elimination of one-time appropriations for the double-fill of the Assistant Director of Human Resources position, partially offset by merit increases and increased benefits costs. Services and Supplies There is a net decrease of $182,628 in this expenditure category to reflect the elimination of one-time projects and purchases, including implementation costs associated with the LCMS Project and the replacement of pcs throughout the department. Other Charges There is a decrease of $6,500 in this expenditure category primarily due to a reduction in ISD charges associated with the LCMS Project. Fixed Assets There is a decrease of $25,500 in this expenditure category due to elimination of one-time costs associated with the LCMS Project as well as the elimination of appropriations for scanning equipment. Intrafund Transfers There is a decrease of $282,495 in expenditure transfers. The decrease in Intrafund Transfers (reimbursement from other General Fund departments) is primarily due to elimination of funding from the Non-Departmental Budget for one-time projects, including LCMS Project and double-fill of the Assistant Director of Human Resources position. NET COUNTY COST There is an increase of $51,193 in this Department s General Fund allocation. Net County Cost was increased to partially offset labor increases.