27 Human Resources
Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation, Payroll & Benefits 2 FTE's Director Human Resources Services 3 FTE's Labour Relations 14 FTE's Policy & Program Development 6 FTE's Compensation & Job Evaluation 11 FTE's TUPW Service Bureau 15 FTE's Human Rights & Employee Equity 5 FTE's Human Resources Development 9.1 FTE's Pension & Benefits 9 FTE's People Service Service Bureau 15 FTE's Management HRIS 8 FTE's Payroll 50 FTE's Emergency & Development Services Service Bureau 9 FTE's Corporate & Development Service Service Bureau 8 FTE's Occupational Health & Safety 31.5 FTE's 28
DEPARTMENT: HUMAN RESOURCES VISION: To develop and nurture partnerships to achieve sustainable organizational excellence. The vision will be achieved through the Human Resources Department's leadership, its services, its processes and through its people. The department will align itself with corporate objectives through the delivery of services that are value-added and maximize the use of technology. Its people will support the development of a workforce that is competent, flexible and adaptable to the evolving needs of the corporation. MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer. SERVICES: Human Resources Services Labour Relations Compensation, Payroll and Benefits Organizational Effectiveness Coordinated delivery of HR services for line departments Assessment advice and consultation on HR matters Support to staffing and workforce adjustment programs Management of disability and compensation claims Provision of Employee Assistance Program Occupational Health and Safety Services Negotiation of Collective Agreements Grievance and arbitration administration Processing Human rights and employment equity complaints Delivery of Employment Equity and Diversity programs Training Managers in labour relations and Human Rights issues Payroll Services Insured Benefits Pension Administration Job Evaluation HR Planning, Policy and Program Development Corporate Training Performance Consulting Human Resource Information System (HRIS) 29
DEPARTMENT: HUMAN RESOURCES SERVICE DELIVERY HIGHLIGHTS: As a Centre of Expertise, the Human Resources Department provides innovative support and services to the employees of the new city. While centrally directed, the emphasis is on a decentralized, day-to-day service for internal customers. As new technology is implemented, information will be quicker and easier to access by all employees; a strategic move towards employee self-service. There is an emphasis on employee health and wellness issues, such as improved workplace safety, legislated health services and confidential counseling to employees and their families. Managers have a single point of access to service through their service bureau, a dedicated service to each department. Human Resources assists managers with people management practices by providing advice, coaching and training. HR Service Bureau staff act as generalists, complementing the specialist resources in the other three branches. During transition years, the services of HR will be heavily relied upon by the City to help stabilize the organization through staffing, workforce adjustment, collective agreement negotiation, policy direction and management training. These issues must be our immediate priority. Progress towards a new corporate culture is heavily dependent upon the City s people practices and HR programs. While technology and a new role for program managers in HR decision making form the cornerstones of the HR department s service delivery model, these changes will happen gradually during the transition years. 30
DEPARTMENT: HUMAN RESOURCES STRATEGIC ROADMAP 2003: Key strategies common to all branches of the HR Department are: Invest in the development of technology to support processes and business needs, making information quicker and easier to access for management and employees. Review processes and introduce non-technology based improvements including outsourced services where cost-effective. Continue to develop strategic Corporate HR focus. Review, simplify and redesign HR processes to ensure maximum efficiency and service. Provide managers and employees with training and tools to increase self-service. Support managers to become more accountable for day-to-day HR decisions by providing advice, coaching and training. Labour Relations: Negotiate first collective agreements with bargaining agents of the City Develop alternative dispute mechanisms Represent City in jurisdictional disputes with unions Process human rights and employment equity complaints Handle employee relations matters under employment related legislation Support managers in grievance management Compensation, Payroll and Benefits: Consolidate 8 payroll systems into a single integrated system Develop mechanisms to educate staff on insured benefits Implement new job evaluation system for non-union staff Implement joint union management committees for job evaluation rating teams Manage 8 payroll systems to ensure timely an accurate delivery of pay Provide pension, benefits and compensation services to management and staff HR Services Ensure effective implementation of Service Level Agreements and provision of services in accordance with SLA Continue to support the organization with their staffing and workforce adjustment initiatives Develop and implement accident prevention strategies and health promotion strategies Develop ongoing cost effective claims management processes for WSIB, short term and long term disability and return to work programs. Provide ongoing effective Employee Assistance Program Assist departments in the implementation of new programs introduced such as Attendance Improvement, Performance Management, etc. Support the migration to SAP and provide management with relevant reports and information to manage their human resources Develop recruitment and retention strategies to support staffing needs in key skill areas Monitor and review of services and processes, and identify continuous improvement opportunities to improve the services and processes Develop automated recruitment tools to support the staffing process 31
DEPARTMENT: HUMAN RESOURCES STRATEGIC ROADMAP 2003: Organizational Effectiveness: Design HR policy framework and develop critical core HR policies Develop leadership development program to support new management Develop a Performance Management/Appraisal system to support managers in developing and recognizing performance Establish employee recognition and reward programs Provide advice and guidance in performance management Manage consolidated HR database to provide interim reports 32
This page was intentionally left blank. 33
Department: Human Resources Resource Requirements: 2002 2003 Budget Budget Variance By Program / Branch $000 $000 $000 General Manager's Office 499 430 (69) Human Resource Services 6,221 5,732 (489) Compensation, Payroll & Benefits 4,487 4,167 (320) Labour Relations 1,877 1,867 (10) Organizational Effectiveness 2,841 2,967 126 Total Gross Expenditures 15,925 15,163 (762) Recoveries - (71) (71) Total Net Expenditures 15,925 15,092 (833) Revenues - - - Net Requirement 15,925 15,092 (833) By Expenditure Type Salaries, Wages & Benefits 13,575 12,459 (1,116) Purchased Services 1,967 2,360 393 Materials & Supplies 115 114 (1) Fixed Assets 6 6 - Transfer Payments - - - Financial Charges - - - Secondary Costs 262 224 (38) Total Gross Expenditures 15,925 15,163 (762) Full Time Equivalents 221.7 203.6 (18.1) 34
DEPARTMENT: HUMAN RESOURCES DEPARTMENT AMALGAMATION SAVINGS ANALYSIS 2003 AMALGAMATION SAVINGS TARGET: 2003 BUDGET SUBMISSION: $000 (1,919) (1,416) #FTE (45.0) (18.1) VARIANCE FROM TARGET: 503 26.9 Savings Achieved 2003 reduction in compensation costs (1,161) (18.1) 2003 reduction in professional services and program and office supplies (255) Amalgamation Savings Achieved in 2003 Budget (1,416) Savings Deferred Reduction in staff salaries, wages and benefits 503 26.9 35
This page was intentionally left blank. 36
General Manager s Office 37
DEPARTMENT: BRANCH: HUMAN RESOURCES GENERAL MANAGER S OFFICE MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer. 38
Department: Human Resources Branch: General Manager's Office Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 General Manager's Office 499 430 (69) Total Gross Expenditures 499 430 (69) Recoveries - - - Total Net Expenditures 499 430 (69) Revenues - - - Net Requirement 499 430 (69) By Expenditure Type Salaries, Wages & Benefits 431 362 (69) Purchased Services 41 41 - Materials & Supplies 4 4 - Fixed Assets - - - Transfer Payments - - - Financial Charges - - - Secondary Costs 23 23 - Total Gross Expenditures 499 430 (69) Full Time Equivalents 4.0 4.0-39
This page was intentionally left blank. 40
Human Resource - Branch Services 41
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES VISION: To develop and nurture partnerships, to achieve sustainable organizational excellence. The vision will be achieved through the Human Resources Department's leadership, its services, its processes and through its people. The department will align itself with corporate objectives through the delivery of services that are value-added and maximize the use of technology. Its people will support the development of a workforce that is competent, flexible and adaptable to the evolving needs of the corporation. MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer. OBJECTIVES To assist managers to attract, train, develop and retain excellent employees. To create HR service centres that are customer centered and accountable through the effective use of established service standards and service level agreements. To provide services, consultative advice and state of the art HR tools to managers that support their effective performance. To provide innovative HR program development. To make HR Service cost competitive by providing services that are based on industry best practices and benchmarks. To develop and support the Human Resource Information System (HRIS) to meet the HR information management requirements. To support/assist managers in creating healthy and safe work environments throughout the Corporation. To minimize non-compliance and decrease losses due to accident and illness. To provide centralized expertise and management of compensation, job evaluation, pay, pension and benefits issues. To develop and implement competitive compensation plans to support the organization in attracting and retaining competent staff to deliver programs to City residents. To coordinate, develop and communicate human resource policy. To support effective corporate leadership and support a developing corporate culture. To develop relationships with unions to enhance management/labour relations. To foster and create a workplace free of harassment and discrimination. 42
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES SERVICES: SERVICE OUTCOMES: SERVICE LEVELS: Labour Relations Human Resources Services Negotiation of first collective agreements with bargaining agents of the City. Representation in jurisdictional disputes with unions. Ensure compliance with labour related legislation. Human rights and employment equity complaints processed. Consultative assistance and training provided to managers. Handling employee relations matters under employment related legislation. Coordinated delivery of all HR services for line departments. Provision of advice and consultation to program managers and staff regarding a wide range of human resources matters. Provision of support to management with staffing and workforce adjustment programs and processes. Providing management with information and/or reports. Ongoing assessment of HR needs and issues including Occupational Health and Safety. Develop and strengthen relationship with bargaining agents Proactive approach to dispute resolution and problem solving at the earliest possible time Reduction in number of human rights complaints. Transition from role of policing to one of enabler working with collective agreements Meet Legislative and policy requirements Single point of contact for HR services. 80% response to client inquiries within 24 hours. In accordance with Service Level Agreement and collective agreement obligations. Timely and more accurate information to managers including position management. Improved ability of managers to respond to issues and to offer solutions with reduced dependency on HR staff. Occupational Health And Safety Improved workplace safety, health and wellness with an emphasis on prevention. Provision of on-call Occupational Safety Consultant services for critical injuries, work refusals and work stoppages. Reduced Absenteeism rate Reduced number of Accidents Reduced costs of LTDI and WSI Immediate telephone response. OSC will arrive on site within 2 hours where site visit is required 43
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES SERVICES: SERVICE OUTCOMES: SERVICE LEVELS: Payroll Insured Benefits Pension Administration Managing short term/long term disability claims. Filing and managing workers compensation claims. Provide advice regarding policy and legislated requirements with respect to services provided by human resources i.e. staffing, job evaluation, salary administration, health and safety etc. Confidential counseling to employees and their families. Efficient payroll administration practices. Effective and competitive benefits programs. Efficient pension administration practices LTD claim application shall be sent to employees within three working days of it being determined that an application is requested/warranted. Claims filed within 72 hours of receiving written notice of accident/illness. In accordance with legislative and policy requirements to ensure corporate compliance. 80% response to client inquiries within 24 hours 100% within 48 hours Accurate and timely bi-weekly pay 80% response to client inquiries within 24 hours 100% within 48 hours 80% response to client inquiries within 24 hours 100% within 48 hours Meet legislated timelines Job Evaluation Internal equity via JE Jobs evaluated within timeline noted in departmental service level agreements Compensation Timely and accurate reporting Consistence of application of compensation policies Within legislated or contractual timelines 90% satisfaction with application of compensation policies 44
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES SERVICES: SERVICE OUTCOMES: SERVICE LEVELS: Policy and Program Development Human Resource Development Up to date HR policies Increased team and individual effectiveness Training opportunities Language learning opportunities Consultative services Leadership programs All HR policies are accessible through the internet 80% satisfaction rate for consulting service provided through contracts with managers for performance improvements 90% satisfaction and above ratings on training and development courses offered corporately Human Resources Information Systems (HRIS) State of the art HR tools Essential management and HR reports 48 hour response to client inquiries 45
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES ISSUES / OPPORTUNITIES / CHALLENGES 2003 High demand for HR services to support staffing and workforce adjustment as a result of restructuring and transition Maintaining 8 independent payroll systems increases administrative burden Meeting high demand for management and HR information reports complicated by multiple payroll system and lack of integrated HRIS Limited introduction of technology to support business processes prior to mid-2003 impacts potential to streamline transactional HR processes Development and harmonization of policies and programs within a new corporate culture Negotiation of collective agreements with new bargaining units Challenge to recruit and retain staff in key skill areas of expertise Stretching limited resources to support ongoing operations, implementation of Centre of Expertise model, process reengineering and development of new HRIS system Extensive training and development of tools required to support managers to assume the key role in managing the HR related activities of their staff Substantial need for training of HR staff during early years of new organization in response to development of new roles and loss of key knowledge and process owners Change management and communication needs of organization remain high during transition Accommodation planning and relocation of staff 46
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES STRATEGIES 2003 Continue to develop strategic Corporate HR focus (Centre of Expertise project) including single point of contact for employees and program managers Review, simplify and redesign HR processes to ensure maximum efficiency and service Invest in technology to maximize support for efficient transactions and enable improved access to information for management and employees (IBS/SAP Project) Consolidate remaining 8 payroll systems into a single integrated system Introduce non-technology based process improvements as soon as possible, including outsourced services where cost-effective Manage consolidated HR database and provide regular reports to managers until implementation of HRIS(SAP) Focus resources on staffing and workforce adjustment to support restructuring during transition period Conclude and successfully implement new collective agreements Develop recruitment and retention strategies to support staffing needs in key skill areas Design HR policy framework and develop critical core HR policies Monitor Interim Service Level Agreements (SLA) and develop comprehensive SLAs for 2003 Provide managers and employees with training and tools to increase the level of self-service Support managers to become more accountable for the day-to-day human resources decisions by providing advice, coaching and training Provide ongoing support to managers in the implementation of new programs including Attendance Improvement Establish common claims management processes for WSIB, short term and long term disability, return to work program. Develop automated recruitment tools to support the staffing process. Provide an ongoing effective Employee Assistance Program Implement new job evaluation and pay plan for Management and Professional Exempt staff Develop mechanisms to educate staff on insured benefits Develop leadership development program to support new managers Implement a Performance Management/Appraisal system to support managers in developing and recognizing performance Acknowledge accomplishment and promote professional staff development Develop orientation for new employees Establish a recognition program for employees Continue to provide performance management support through the OE in-house consulting service Begin the development of a workforce planning approach Continue to provide Skills Program for Supervisors and the Workplace Skills Program Develop a revised approach to language training Provide career development services and consultations through the Career Management Centre 47
DEPARTMENT: BRANCH: HUMAN RESOURCES HUMAN RESOURCE BRANCH SERVICES ACHIEVEMENTS: Successfully implemented Composite Agreements (including training all managers on agreement administration) and began negotiating first collective agreements Negotiated interim working conditions for paramedics Developed and managed Workforce Adjustment Program including priority placement process Developed and managed the process for Job Matching of unionized staff Provided extensive support to complete staffing to stabilize the organization HR component of IBS project launched, scope planning and cost benefit analysis completed Participated in development of new Fire Fighter Recruitment Process All elements of Light Rail Safety Management System in place for opening of Light Rail service Implemented a return to work program (WSIB) with EMS realizing a savings of a minimum of 70% of WSIB budgeted salary costs Enhanced EAP services by selecting EAPlus to provide service to Police and EPS Consolidated 16 payroll systems into 8 systems Harmonized the administration of 50 benefits plans for all staff and moved to a single insurance carrier Completed job evaluations for over 500 jobs Designed new Job Evaluation plan for Management Professional Exempt staff Implemented ECO Pass program city wide Outsourced administration of pension supplementation and retiree benefits Mapped eight payroll systems to reflect the new city cost centre structure Implemented the new Performance Pay Program for Management and Professional Exempt staff for 2002 Resolved 94 of the 108 Human Rights complaints investigated. Delivered Human Rights and Employment Equity training to 1234 employees Developed a formal recognition program for employees Developed and piloted a Workplace Skills Program and a Skills Program for Supervisors Developed and implemented a city wide Code of Conduct 48
Department: Branch: Human Resources Human Resource - Branch Services Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 Human Resource - Branch Services 6,221 5,732 (489) Total Gross Expenditures 6,221 5,732 (489) Recoveries - (71) (71) Total Net Expenditures 6,221 5,661 (560) Revenues - - - Net Requirement 6,221 5,661 (560) By Expenditure Type Salaries, Wages & Benefits 5,682 5,202 (480) Purchased Services 398 398 - Materials & Supplies 45 45 - Fixed Assets 2 2 - Transfer Payments - - - Financial Charges - - - Secondary Costs 94 85 (9) Total Gross Expenditures 6,221 5,732 (489) Full Time Equivalents 88.5 81.5 (7.0) 49
Department: Human Resources Branch: Compensation, Payroll & Benefits Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 Compensation, Payroll & Benefits 4,487 4,167 (320) Total Gross Expenditures 4,487 4,167 (320) Recoveries - - - Total Net Expenditures 4,487 4,167 (320) Revenues - - - Net Requirement 4,487 4,167 (320) By Expenditure Type Salaries, Wages & Benefits 4,016 3,801 (215) Purchased Services 395 300 (95) Materials & Supplies 34 34 - Fixed Assets 2 2 - Transfer Payments - - - Financial Charges - - - Secondary Costs 40 30 (10) Total Gross Expenditures 4,487 4,167 (320) Full Time Equivalents 74.2 72.0 (2.2) 50
Department: Human Resources Branch: Labour Relations Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 Labour Relations 1,877 1,867 (10) Total Gross Expenditures 1,877 1,867 (10) Recoveries - - - Total Net Expenditures 1,877 1,867 (10) Revenues - - - Net Requirement 1,877 1,867 (10) By Expenditure Type Salaries, Wages & Benefits 1,464 1,464 - Purchased Services 348 348 - Materials & Supplies 10 10 - Fixed Assets 1 1 - Transfer Payments - - - Financial Charges - - - Secondary Costs 54 44 (10) Total Gross Expenditures 1,877 1,867 (10) Full Time Equivalents 21.0 21.0-51
Department: Human Resources Branch: Organizational Effectiveness Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 Organizational Effectiveness 2,841 2,967 126 Total Gross Expenditures 2,841 2,967 126 Recoveries - - - Total Net Expenditures 2,841 2,967 126 Revenues - - - Net Requirement 2,841 2,967 126 By Expenditure Type Salaries, Wages & Benefits 1,982 1,630 (352) Purchased Services 785 1,273 488 Materials & Supplies 22 22 - Fixed Assets 1 1 - Transfer Payments - - - Financial Charges - - - Secondary Costs 51 41 (10) Total Gross Expenditures 2,841 2,967 126 Full Time Equivalents 34.0 25.1 (8.9) 52
Corporate Benefit Provisions 53
DEPARTMENT: BRANCH: HUMAN RESOURCES CORPORATE BENEFIT PROVISIONS Benefits/Retirees The extended health care plans for retirees provide health care benefits to employees who have retired from the new City and its former partner municipalities Pension Supplementation The pension supplementation plan provides eligible retired former City and former Region employees or their widows/widowers with a payment, based on a formula, to supplement their retirement income to a maximum of the poverty line. C.O.S.F. Administration This amount is paid to administer the pension payroll for members of the City of Ottawa Superannuation Pension Fund (COSF) as well as benefit administration for all retired employees. Past Service Pension This provision is for the employer portion of pension buybacks initiated by employees for past service where pension contributions were not deducted e.g. parental leave and part-time. The funding to complete the former Region omission periods for other than continuous full-time employees with service between 1989 and 1992 is also included. Parental Leave The Employment Standards Act of Ontario and the Federal Employment Insurance Act provide minimum standards for taking time off work and the right to collect an EI benefits during that absence to employees who become parents as the result of giving birth to or adopting a child. Through negotiations with the various bargaining units, the City provides a topping-up to the employment insurance benefits under a Supplemental Employment Benefit (SEB) plan. The parental leave budget shown here provides funds for this topping up feature where the top up cannot be managed within the department s operating budget. Benefit Rate Adjustments The current benefit plans, negotiated as part of the collective agreements, provide extended health care (prescription drug, vision and hospital coverage), dental care, long term disability and life insurance. Annual renewal of benefits contracts with insurance carriers results in funding requirement for plan deficit repayment and for premium adjustments based on experience. 54
DEPARTMENT: BRANCH: HUMAN RESOURCES CORPORATE BENEFIT PROVISIONS Termination and Sick Leave Upon leaving the employ of the City, some employees are entitled to compensation for accumulated sick leave credits, accumulated vacation leave and severance pay. The banked sick leave provision is primarily for staff hired before the introduction of income protection plans in the late 1970 s. Details of how these provisions are paid out are outlined in the specific collective agreements. Disability Accommodation Provision This provision has been established to allow employees to be accommodated in the work force on a modified basis. This provision allows workers on WSIB or LTD the opportunity of rejoining the work force productively to progress to full-time duties. This provision reduces reliance on disability plans and costs and increases employee productivity and operational efficiency. 55
Department: Human Resources Branch: Corporate Benefit Provisions Resource Requirements: 2002 2003 Budget Budget Variance Program $000 $000 $000 Corporate Benefit Provisions 7,048 7,048 - Total Gross Expenditures 7,048 7,048 - Recoveries - - - Total Net Expenditures 7,048 7,048 - - Revenues (1,065) (2,065) (1,000) Net Requirement 5,983 4,983 (1,000) By Expenditure Type Salaries, Wages & Benefits 7,048 7,048 - Purchased Services - - - Materials & Supplies - - - Fixed Assets - - - Transfer Payments - - - Financial Charges - - - Secondary Costs - - - Total Gross Expenditures 7,048 7,048 - Full Time Equivalents n/a n/a n/a 56