Human Resources Department

Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment within the organization and community where differences are valued, respected and embraced. Human Resources Department Teri Traaen General Manager FTE 4.00 Program Human Resources Administration Divisions Human Resources FTE 27.50 Learning & Organization Development FTE 3.00 Diversity & Dialogue FTE 2.00 Human Resources Employee Programs Programs Learning & Organization Development Diversity & Dialogue Staff Summary Expenditures By Type Full-time Equivalent (FTE) 35.50 35.50 35.50 36.50 % of City's FTE's 1.35% Personal Services $2,448,790 $2,860,890 $2,860,890 $3,096,570 Contractual Services 622,118 682,754 682,754 1,132,944 Commodities 175,402 236,702 236,702 245,706 Capital Outlays - - - 5,498 Total Program Budget $3,246,310 $3,780,346 $3,780,346 $4,480,718 Grant/Trust Expenditures 11,000 10,000 10,000 15,000 City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 397

Human Resources HUMAN RESOURCES ADMINISTRATION Program Description: The Human Resources Administration program provides guidance and support to all Human Resource (HR) programs, with special emphasis on communicating City Council and organizational goals, planning and managing resources to ensure the accomplishment of such goals, coordinating key projects and management information reports, and addressing critical human resource issues and concerns. Per City of Scottsdale code (Sec. 14 1) a system of human resource administration is to be established that meets the needs of the people of the City. Trends: A growing customer base (e.g., new employees, retirees), increases in service demands (e.g., public records requests, benefit enrollments), changing employee demographics, evolving and complex employment laws and regulations, civil litigation threats, and new benefit regulations continue to stretch staff s capacity to address ongoing HR service delivery needs and workplace compliance requirements. Program Provided in Partnership With City Council, City Manager, Financial Services, Legal, City departments, City employees Program Customers City Council, City Manager, City departments, City employees Basic Equipment Personal computers, Microsoft Office Suite Special Equipment None City Council's Broad Goal(s) Fiscal and Resource Management Open and Responsive Government Program Broad Goals: Develop and manage a departmental budget and work plans to address City Council and organizational goals, and other critical operational needs to ensure the delivery of quality and cost effective HR services and policy compliance. Program Objectives: Conduct a full HR technology needs assessment. Implement Phase I of software and program implementation for all systems. Through a partnership with Information Systems, design a strategic plan for the full integration of all HRIS software, including: applicant tracking, FMLA, COBRA, document management and the city's learning management system. Through a partnership with the Payroll timekeeping system, enhance the documentation for all FMLA leave to assure city policies are administered properly. Provide administrative support to five citizen boards/ commission: Personnel Board, Police and Fire Public Safety Personnel Retirement Boards, Judicial Appointments Advisory Board and the Human Relations Commission. Program Staffing 1 FT GM Human Resources 1 FT Human Resources Analyst, Lead 1 FT Human Resources Analyst, Sr. 1 FT Systems Integrator Total Program FTE 4.00 398 - Volume Two, Program Operating Budget City of Scottsdale, Arizona, Fiscal Year Budget

Human Resources HUMAN RESOURCES ADMINISTRATION Performance Measures Program/Service Outputs: (goods, services, units produced) # of Approved Full Time and Part Time Employees FY FY FY 2,307 2,653 2,872 2,978 Vacant Positions Reviewed 247 300 350 350 Program/Service Outcomes: (based on program objectives) HR Operating Cost as a Percentage of City payroll FY FY FY 2.4% 2.3% 2.0% 2.2% Prior Year Highlights Resources By Type Expenditures By Type General Fund Support 252,649 380,390 380,390 574,451 Total Program Revenues $252,649 $380,390 $380,390 $574,451 Personal Services 245,482 360,526 360,526 455,194 Contractual Services 7,167 19,564 19,564 110,699 Commodities - 300 300 3,060 Capital Outlays - - - 5,498 Total Program Budget $252,649 $380,390 $380,390 $574,451 Continuous monitoring and review of operational needs resulted in HR's actual expenditures being under the FY budget, which contributed to the City's financial well being. Actions taken as a result of the careful review of vacant positions, overtime expenditures, health and dental benefits, and contract worker usage helped reduce Personal Services expenditures and will contribute to future efficiencies. Provided support to the new Fire Department administration to ensure a smooth transition to a municipal fire department. Support the development of various human resources related policies and procedures. City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 399

Human Resources HUMAN RESOURCES Program Description: The Human Resources program coordinates the hiring of mission critical staff and provides human resources support to management and employees in all departments. This program also implements total compensation and employment policies and practices to promote a healthy and productive work environment. Trends: There are increases in workload due to separations, retirements, applications received, new employees, benefits enrollment and changes, and the overall number of employees and retirees served. As the economy continues to stay strong, the employment market is becoming more competitive. This has affected our ability to attract and retain competent and qualified employees. This requires Human Resources to focus greater attention and resources on core Human Resources programs such as recruitment and selection, compensation and benefits, and solid employment practices. Health benefits costs continue to rise requiring more creative methods for cost containment and cost sharing between Scottsdale and employee. Employee relations issues continue to be complex and time consuming. Program Broad Goals: Ensure compliance with federal, state and City of Scottsdale employment laws and policies, and manage employee relations issues to promote a healthy and productive work environment. Strategically strengthen the quality and diversity of the workforce ( right people in the right jobs ). Provide competitive total compensation for employees, including quality and cost-effective health insurance. Program Objectives: Fill mission critical positions with the most qualified individuals, develop/refine recruitment and marketing strategies to meet the challenge of a labor shortage market, particularly in areas of leadership, public safety, technology and skilled labor. 400 - Volume Two, Program Operating Budget Develop total compensation practices for FY, including establishing appropriate philosophies for reclassifications and market/range adjustments that support outreach, recruitment and retention efforts citywide. Enhance utilization of the citywide Employee Benefits Communications Team (EBCT) for outreach to the workforce. Through a partnership with the EBCT and the Benefits Coordination Committee, provide benefits design options for health, dental, and vision programs under the City's self-insured plan for FY 2007/08. Proactively address employee relations to further a positive and productive work environment consistent with the City's values, policies and legal requirements. Program Provided in Partnership With City Manager, Managers, Legal, Payroll, Risk Management, City employees Program Customers City Council, City Manager, City departments, City employees, Personnel Board, Public Safety Retirement Board, Judicial Appointments Advisory Board, Citizens/Job Applicants Basic Equipment Personal computers, 10-key calculators, Microsoft Office Suite Special Equipment None City Council's Broad Goal(s) Fiscal and Resource Management Open and Responsive Government Program Staffing 2 FT Administrative Secretary 1 FT Benefits & Administration Mgr 2 FT Benefits Analyst, Sr. 3 FT Human Resources Analyst, Lead 6 FT Human Resources Analyst, Sr. 1 FT Human Resources Director 5 FT Human Resources Rep 4 FT Human Resources Rep, Sr. 1 FT Office Coordinator Manager 1 FT Technology Coordinator 1 PT Human Resources Analyst, Sr. 1 PT Human Resources Rep 1 PT Human Resources Rep, Sr. Total Program FTE 2.00 2.00 3.00 6.00 5.00 4.00 0.50 0.50 0.50 27.50 City of Scottsdale, Arizona, Fiscal Year Budget

Human Resources HUMAN RESOURCES Performance Measures Program/Service Outputs: (goods, services, units produced) Average City health and dental cost per employee FY FY FY $5,554 $6,054 $6,586 7,100 Program/Service Outcomes: (based on program objectives) Percent of favorable findings by the Equal Opportunity Employment Commission (EEOC) in response to formal complaints filed by employees FY FY FY 100% 88% 100% 100% Citywide turnover 6.8% 7.3% 10.5% 10% Prior Year Highlights Resources By Type Expenditures By Type Personal Services 1,748,793 1,999,231 1,999,231 2,106,366 Contractual Services 335,324 355,342 355,342 586,756 Commodities 32,005 62,095 62,095 41,566 Subtotal Total Program Budget $2,116,122 $2,416,668 $2,416,668 $2,734,688 Grant/Trust Expenditures Total Program Budget General Fund Support 2,116,121 2,416,668 2,416,668 2,734,688 Grants/Trust Receipts 5,000 - - - Total Program Revenues $2,121,121 $2,416,668 $2,416,668 $2,734,688 5,000 - - - $2,121,122 $2,416,668 $2,416,668 $2,734,688 Health Benefits: Implemented a comprehensive management oversight system for the new health plans implemented in January 2004 to continuously monitor the plans' performance and develop ongoing strategies to maintain the plans' quality and affordability. Sourcing New Talent and Strengthening Leadership: Successfully completed 424 recruitments for general population jobs and coordinated four executive searches to staff key City leadership positions with well-qualified individuals. Employee Relations: Maintained proactive employee relations consistent with City values and policies by managing over 350 cases. City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 401

Human Resources EMPLOYEE PROGRAMS Program Description: Employee Programs coordinates citywide employee recognition efforts, including the City Manager's Annual Awards For Excellence program, learning lunches, HR events, and addressing work life and wellness issues as well as City Store operations. Trends: City budgetary and workload pressures require employees to stretch resources and maximize productivity, which makes it even more important to recognize employees in formal and informal ways. Program Broad Goals: Recognize and reward employee contributions in accordance with the City Council goals and employee values in cost effective manner. Educate and provide actionable steps to employees to create a healthier workforce. Continue to offer City logo merchandise through the City Store at a zero net cost, which promotes pride in the City of Scottsdale. Program Objectives: Evaluate employee recognition programs and develop ways to continue recognizing employees in meaningful ways within fiscal constraints. Promote the City of Scottsdale brand identity and provide an option for non-monetary employee recognition through the City Store retail outlet. Program Provided in Partnership With City Manager, Purchasing, City employees Program Customers City Manager, City employees, and City volunteers Basic Equipment Personal computers, Microsoft Office Suite, PageMaker, calculators Special Equipment City Council's Broad Goal(s) Fiscal and Resource Management Open and Responsive Government 402 - Volume Two, Program Operating Budget City of Scottsdale, Arizona, Fiscal Year Budget

Human Resources EMPLOYEE PROGRAMS Performance Measures Program/Service Outputs: (goods, services, units produced) FY FY FY Annual Employee Programs expenditures $51,049 $69,384 $80,000 $101,890 Program/Service Outcomes: (based on program objectives) Annual Employee Programs cost per employee FY FY FY $21 $27 $28 $34 Prior Year Highlights Resources By Type Expenditures By Type General Fund Program 13,736 19,000 19,000 26,000 Fee/Charges General Fund Support 69,397 87,476 87,476 75,990 Total Program Revenues $83,133 $106,476 $106,476 $101,990 Contractual Services 18,279 33,667 33,667 40,065 Commodities 64,854 72,809 72,809 61,925 Total Program Budget $83,133 $106,476 $106,476 $101,990 Education, wellness and recognition programs: Involved city employees in various educational opportunities and wellness events. Coordinated recognition, prevention and learning opportunities to City staff: Planned and implemented the awards ceremony to recognize employees for role modeling the city values. Recognized 388 employees for milestone anniversary. Organized Scottsdale Employee Charitable Choices Fair. Coordinated Citywide Blood Drives. Arranged learning lunches on financial and wellness topics. Organized flu and pneumonia immunizations and breast cancer screenings. City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 403

Human Resources LEARNING & ORGANIZATION DEVELOPMENT Program Description: The Learning and Organization Development program exists to facilitate individual, team and organizational performance improvement through learning and development opportunities. L&OD plays an essential role in the integration of human resource systems with the learning needs of the City workforce. L&OD performs work critical to the City competency model development, succession planning integration, and leadership, workforce and career development and work that will assist the City leadership in meeting their goal in leading and developing staff. Trends: Over the next ten years, over half of the City's current supervisors, managers, and executives will be eligible for retirement. Applicant pools for open recruitments have been shrinking the past few years. We are seeing significant changes in employee demographics. Requests for staff and leadership development opportunities are increasing. We have a greater need for systematic workforce planning and development to promote knowledge capture and transfer, and prepare employees for future roles. To successfully address these trends and needs, we will focus on providing employees with education, training, succession and career planning opportunities, and enhance the performance management system. Program Broad Goals: Performance Management Assist with the integration of human resources systems. Co-facilitate the creation of a performance management process and tools to increase alignment of departmental, divisional and individual performance objectives with Council and organizational goals to help bring greater consistency in managing performance across the organization. Organizational Learning - Build and deliver staff & leadership development opportunities designed to improve effectiveness and efficiency in performing the work necessary to provide City services and achieve City Council goals. Program Objectives: Organizational Learning - Deliver courses linked to a learning competency model that enhances city staff knowledge and/or skills, as demonstrated by the on-the-job application of the skills and/or knowledge gained from the learning events to enhance performance. Maximize the utilization and development of internal instructors by standardizing instruction, providing professional growth opportunities and maximizing use of the current learning management system. Succession Planning - Develop a citywide succession planning program for all city departments, including enhancement of all diversity initiatives underway. Ethics Training - Conduct approximately 100 custom-designed sessions for the city workforce on the new Ethics Standards policy. Support this training with numerous intranet-based "Ethics Corner" dialogue boxes to answer frequently asked questions on the topic. Program Provided in Partnership With City Manager, City departments, City employees Program Customers City Manager, City departments, City employees Basic Equipment Personal computers, Microsoft Office Suite Special Equipment Learning Management software, audio visual equipment, course materials City Council's Broad Goal(s) Fiscal and Resource Management Open and Responsive Government Workforce Readiness Assess the readiness of the City s workforce to fill supervisory and management positions as vacancies occur. Begin the process of developing career planning and mapping services and programs. Program Staffing 2 FT Learning & OD Consultant 1 FT Learning & OD Director Total Program FTE 2.00 3.00 404 - Volume Two, Program Operating Budget City of Scottsdale, Arizona, Fiscal Year Budget

Human Resources LEARNING & ORGANIZATION DEVELOPMENT Performance Measures Program/Service Outputs: (goods, services, units produced) Increase participation in internal learning events and maintain value of training cost per seat 1,286 seats (avg $80 per seat) FY 2,100 seats (avg $84 per seat) FY 1,900 seats (avg $117 per seat) FY 4,000 seats (avg $72 per seat) Provide learning to enhance ability to adapt to organizational change 22 courses 96 classes 24 courses 105 classes 29 courses 133 classes 32 courses 210 classes Program/Service Outcomes: (based on program objectives) Percent of participants who rate improved knowledge, skills and/or competence as a result of learning events FY FY FY 92.0% 94.3% 95.0% 95.0% L&OD cost as a percentage of City payroll 0.35% 0.36% 0.29% 0.31% Resources By Type Expenditures By Type General Fund Support 499,195 539,313 539,313 687,499 Total Program Revenues $499,195 $539,313 $539,313 $687,499 Personal Services 243,033 280,696 280,696 293,747 Contractual Services 188,945 169,899 169,899 267,562 Commodities 67,217 88,718 88,718 126,190 Total Program Budget $499,195 $539,313 $539,313 $687,499 Prior Year Highlights Sponsored the second successful year of the Scottsdale Management Development Series, and launched the first Leader Coach Institute for director and executive level staff. Hosted 20 colleges at the first Workforce Readiness Education and Career Fairs with over 180 participants. Completed designated non-tactical training for the Fire Department to ensure a smooth transition in its first year of operation. City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 405

Human Resources DIVERSITY & DIALOGUE Program Description: The Diversity and Dialogue division cultivates an environment within the organization and community where differences are valued, respected and embraced through education, community outreach and deliberative dialogue. Trends: The changing demographics in Scottsdale and the region continue to raise the importance of educating and increasing the understanding of employees and citizens about cultural diversity issues. The increasing number of minority applicants and new employees hired by the city reflect the changing demographics and are a product of our community outreach efforts. Program Broad Goals: Serve as a central point of contact for diversity issues with employees and citizens. Program Provided in Partnership With City Council, City Manager, City employees, Scottsdale citizens, the Diversity Advisory Committee (DAC), the Human Relations Commission, several community groups that promote and celebrate diversity Program Customers City Council, City Manager, City departments, City employees, DAC, the Human Relations Commission, Scottsdale citizens and community visitors Basic Equipment Personal computers, Microsoft Office Suite Special Equipment None City Council's Broad Goal(s) Open and Responsive Government Serve as a catalyst for implementing diversity initiatives both in the organization and community. Encourage citizens and employees to respect our differences and seek understanding through dialogue and education. Program Objectives: SHRC Public Dialogues - Members of the Human Relations Commissions and staff will plan and implement two events for FY : National League of Cities Race Equality Week - September 2006; and the Cross-Cultural Communications Series during the fall and spring. Community Hispanic Heritage Celebration - The fourth annual celebration is planned for September 30, 2006. The event will be a collaborative effort involving the Diversity Advisory Committee (DAC) and the Human Relations Commission (SHRC). Diversity Awareness Training - Provide quarterly Beyond Race & Gender: Managing Cultural Competency training for employees during FY, with the goal of 250 employees to complete training. Program Staffing 1 FT Diversity & Dialogue Director 1 FT Diversity Consultant Total Program FTE 2.00 406 - Volume Two, Program Operating Budget City of Scottsdale, Arizona, Fiscal Year Budget

Human Resources DIVERSITY & DIALOGUE Performance Measures Program/Service Outputs: (goods, services, units produced) # of participants attending public forums designed to educate citizens and employees on diversity topics (i.e., Cross Cultural Communications Series, Public Dialogues, MLK Celebrations, Diversity Summit, El Puente Conference, Youth Town Hall and Hispanic Heritage Community Celebration) FY FY FY 3,315 4,000 4,500 5,000 Program/Service Outcomes: (based on program objectives) % of minority applicants seeking employment opportunities with Scottsdale FY FY FY 23.2% 22.1% 26.1% 27.0% Reduce diversity-related employee relations cases managed by Human Resources by 5% each year Resources By Type Expenditures By Type Personal Services 211,482 220,437 220,437 241,263 Contractual Services 72,403 104,282 104,282 127,862 Commodities 11,326 12,780 12,780 12,965 Capital Outlays - - - - Subtotal Total Program Budget $295,211 $337,499 $337,499 $382,090 Grant/Trust Expenditures Total Program Budget 6,000 10,000 10,000 15,000 $301,211 $347,499 $347,499 $397,090 57% 54% 51% 49% General Fund Support 288,711 327,980 327,499 372,090 Special Revenue Fund 6,500 9,519 10,000 10,000 Fees/Charges/Donations Grants/Trust Receipts 6,000 10,000 10,000 15,000 Total Program Revenues $301,211 $347,499 $347,499 $397,090 Prior Year Highlights Served as outreach facilitator for the purpose of seeking a more diverse response to employment recruitments, board & commission appointments, procurement opportunities, and providing educational forums through cultural celebrations, and public dialogues. About 4,500 participants attended various events, including: Juneteenth celebration, Hispanic Heritage Community celebration, MLK Dinner and Youth Voices Event, Black Authors Event, Cross-Cultural Communication Series, and the Cinco De Mayo Community celebration. 200 employees attended the revamped and expanded Beyond Race & Gender: Managing Cultural Competency training workshop. Collaborated with City Manager s office to restructure the Boards & Commission Orientation. Conducted 3 orientation sessions for 40 participants. City of Scottsdale, Arizona, Fiscal Year Budget Volume Two, Program Operating Budget - 407

Human Resources Department TM 408 - Volume Two, Program Operating Budget City of Scottsdale, Arizona, Fiscal Year Budget