CITY OF PASADENA HUMAN RESOURCES

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2 MISSION STATEMENT Human Resources provides leadership in developing effective relationships between employees, the City, and the community through the delivery of professional services and innovative programs that allow us to select, support, and develop a workforce that is: Engaged, Forward-Thinking, Responsive, Creative, Productive, Value-Driven, and Ethical. PROGRAM DESCRIPTION The strategic role of the Human Resources Administration Division is to administer the design and implementation of formal policies and procedures, programs, and systems within the City; to ensure employer-employee relations are managed in a fair and timely manner and in a way that serves to build trust. To negotiate and implement employment terms and policies, including compensation and benefits, that ensure the City is able to recruit and retain qualified employees are essential to meeting City goals and providing responsive customer service. The Division also provides consultion, facilitation, and other strategic services to City departments. The Employee Relations Division serves as a partner in maintaining good productive relations between employees and the City, thereby reducing employment-related litigation and serving to protect the rights of employees while supporting management in carrying out the important functions of the City in an efficient manner. The Division ensures compliance with numerous State, Federal, and local employment laws and rules including Title VII of the Civil Rights Act of 1964, Family Medical Leave Act, Fair Employment and Housing Act, California Family Rights Act, the City s Manual of Personnel and Administrative Rules, and various other regulations under which the City operates. The Division works pro-actively with departments to resolve employee conflicts early. When complaints do occur, by conducting timely and thorough investigations and then responding with appropriate action, Employee Relations contributes to a positive ad productive environment. In addition to compliance administration, the Division participates in reviewing, updating, and providing training on the City s personnel policies, administers the City s unemployment insurance claims, and administers the City-wide Employee Service Awards program. The Labor Relations Division is responsible for developing comprehensive bargaining strategies, negotiating memoranda of understanding (MOU) within Council approved bargaining parameters, implementing labor agreements, and facilitating the resolution of MOU-based grievances. The Division administers MOUs in a fair and consistent manner, consulting with management and unions on labor relations matters, providing guidance to City departments on contract language interpretation, working closely with City departments to resolve questions arising from the application and interpretation of MOU language and representing the City before the Public Employment Relations Board (PERB) on unfair labor practice charges. The Labor Relations Division also plays a lead role in reviewing, updating, and providing training on the City s personnel policies. The Employment Services and Training Division partners with City departments to attract, retain, and develop a diverse and highly qualified workforce. The Division employs a variety of recruitment and selection strategies to ensure equal opportunity in employment. Additionally, the Division provides consultative and support services to department directors and managers on employment policy issues and applicable laws and regulations. Employment Services maintains employee records, ensuring best practices in records management. The Division oversees all personnel actions to ensure compliance with the laws, rules, MOUs, practices and procedures of the City, provides career guidance counseling for employees, and conducts exit interviews. This Division also coordinates the City- wide employee training program, which includes New Employee Orientation, Preventing Discrimination and Workplace Harassment, Ethics Training, and more than 50 other courses geared toward developing the skills of all City employees. Page 2 of 11

3 The Benefits Administration Division oversees design and administration of the comprehensive City-wide benefits program. The Division leads the Benefits Labor-Management Committee, which makes recommendations on behalf of employees for the City s medical, dental, vision, life, disability, retirement and leaves programs. The Prideshare Division administers the City s trip reduction program through a variety of services including administering parking fees for solo drivers, providing incentives to individuals who carpool or take other alternative modes of transportation, and promoting the program as a way to reduce pollution and traffic congestion, thereby improving the quality of life in the City and the region. The Workers Compensation Division administers the City s selfinsured workers compensation program and focuses on providing responsive service and ensuring injured workers receive timely treatment and accurate benefits to help them recover quickly, reduce time away from work, and manage costs. The Safety Division coordinates and manages City-wide efforts to identify, address and resolve occupational safety issues. Working with managers, supervisors, and employees, the Safety Office strives to ensure employees are working as safely and efficiently as possible and in compliance with Cal-OSHA guidelines. DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS Maintain Fiscal Responsibility and Stability The Department supports the City Council in maintaining a costefficient government by providing consultation on policy issues, contractual matters, and Federal and State employment regulations to minimize the City s liability in these areas. The Department works to ensure that employer-employee relations are managed in an effective, fair and efficient manner. The Department negotiates and implements employment terms and policies that ensure the ability to recruit and retain qualified employees. Additionally, the Department provides cost-effective employee benefit packages. Achievement of these goals is vital to the City s ability to provide high quality and effective services to the residents of the City of Pasadena. Support and Promote the Quality of Life and the Local Economy The Department strives to make entry-level opportunities available to residents and provides information to prospective applicants during their search for employment. The Department partners with other area employers and employment support organizations as well as other City departments to provide employment opportunities that would not otherwise be available. FISCAL YEAR 2017 ACCOMPLISHMENTS The Department accomplished the following during Fiscal Year 2017: Employee Relations The Employee Relations Division continues to be a strategic partner with client departments through even-handed and firm application of the laws, rules, and regulations under which the City operates, and the recommendation of appropriate corrective action when necessary. The efforts of the Employee Relations Division limit and in many cases eliminate employment-related liability which would negatively impact the City. The Division continues to assist employees and departments in returning employees to work from non-work related injuries through reasonable accommodation and the interactive process, sometimes assisting employees through the disability retirement process. Employee Relations advises employees on their rights and responsibilities, processes grievances and personnel complaints, conducts investigations, and provides recommendations and strategic responses for remedial action by departments. The Division also administers Unemployment Insurance claims for the City, at times challenging cases in which Page 3 of 11

4 former employees are not legally entitled to benefits, thereby reducing expenses. Labor Relations The Labor Relations Division is responsible for administering labor agreements with the City s nine bargaining groups and three unrepresented employee groups. The Division is committed to working with labor groups on a range of workplace issues and administering the City s labor relations program in an efficient manner rooted in sound fiscal management and consistent with the City s long-term financial and strategic objectives. In keeping with this commitment, the Division works closely with the Budget Office to ensure labor cost estimates are accurate and affordable, and to ensure that negotiated increases are properly accounted for in the City s financial forecasts. City s ability to recruit competent and qualified individuals. This Division is also responsible for reviewing and approving all Personnel Actions, reviewing and tracking performance evaluations, and conducting all pre-employment processing for both temporary and permanent employees. The Training Section continued the popular City-wide training program by providing multiple courses that target core competencies and skills development. A survey was conducted that formed much of the new program, including offering online webinars, offsite classes, and more accessible time frames. The training section continued to partner with Cal State Northridge to provide a cohort Master s program, and with Woodbury University to provide a multi-week Leadership Program for select managers and supervisors. In, the Labor Relations Division successfully negotiated labor agreements with the American Federation of State, County and Municipal Employees, the Pasadena Management Association, the International Brotherhood of Electrical Workers, and the Pasadena Police Officers Association. The Division also made tremendous progress in its commitment to enhancing communication and collaboration between the City and its employee groups. In coordination with the City Manager s Office, the Division began holding recurring labor-management meetings in which the City Manager and Human Resources provide updates on important items impacting the City and its employees and invite participants to share feedback, concerns, and ideas for improvement. Employment Services and Training The Employment Services and Training Division has continued to provide responsive and comprehensive support to all departments in their recruitment and retention efforts. In, the Division partnered with Labor Relations to coordinate and implement classification and compensation revisions for several employee groups. New job descriptions were established that strengthen the Benefits Administration The Benefits Administration Division continues to look for ways to improve efficiencies and meet the City Council s goal of maintaining fiscal responsibility and stability. As part of the Division s goal to administer benefits in an efficient and costeffective manner, staff continues to work with insurance brokers during the carrier renewal and premium rate negotiation process. For the 2017 plan year, the City again benefited from multi-year rate guarantees and rate passes for its dental, life, accident, and disability plans. In addition, the Division now handles daily administration of the deferred compensation benefit in collaboration with the City s Finance Department, further streamlining the benefit customer service experience for City employees. The Division strives to provide excellent service to all departments and approximately 1,700 benefit-eligible employees. Benefits staff members accomplished this by offering monthly benefit orientation sessions throughout the year and by hosting the carnival-themed wellness event at the Employee Appreciation Picnic this past fall. Many employees attended this event and took advantage of the Page 4 of 11

5 opportunity to receive flu shots and vital benefits information from healthcare and wellness providers from the Pasadena/San Gabriel Valley community. The Division continues to comply with the Affordable Care Act (ACA) and its mandates to offer and report offers of health coverage to eligible full-time employees. The Division maintains compliance with State and Federal leave laws such as the Family Medical Leave Act, California Rights Act and the Fair Employment Housing Act, and provides ongoing guidance to departments and support to employees. Prideshare During, the Prideshare Division continued to provide City employees and the public with resources and information regarding the City s trip reduction and other transportation programs. Prideshare events such as Bike to Work Day and the Rideshare Fair were well attended by City employees, local businesses, and rideshare related vendors. The Prideshare team continued to document the steps necessary for carrying out events and implementing program objectives in order to create a standard operating manual. The annual AQMD survey was also a success with a response rate above 95 percent City-wide. The City s AQMD results were well above the target Average Vehicle Ridership (AVR) goal of 1.5. The final AVR at City Hall was 2.01, compared with last year s (92 percent participation rate) and City Yards was 2.26 compared with last year s (98 percent participation rate). Workers Compensation The greatest resource of any organization is its employees. The Workers Compensation Division provides various ways employees and the City are able to facilitate accurate and timely benefits for workplace injury claims in a fair and efficient manner through appropriate and prompt medical treatment, follow-up care, case management, and claims administration. Case information and data analytics are carefully tracked in order to identify trends and address efficiencies in the best interests of the employee, the City, and the community. An aggressive approach to case management and the City s Return to Work program minimizes time away from work for workers, encourages alternative modified duty assignments, and fosters a culture of care and management conducive to the balance between an injured worker s recovery and strategic use of resources, thereby reducing claims costs. The Workers Compensation team augments its efforts in the administration of workplace standards and Workers Compensation laws and policies through education, mediation, adjudication, and enforcement in order to promote a safe, healthy, and quality working environment for all of its employees; to foster cooperative relationships between labor and management; and to ensure a fair resolution to all claims. Safety The Safety Division promotes and enforces a safe and healthful workplace for all employees by establishing and maintaining a safety culture based on responsibility, education, and resourcefulness. The Safety Division s City-wide training program utilizes modern technology and the most current educational materials both online and in the classroom in order to meet all safety training needs. The training program offers courses on a wide variety of topics such as Defensive Driver Certification, Office Ergonomics, Slips, Forklift Certification, Fall Protection, Asbestos Awareness, and Lead Awareness, all with the objective of reducing employee injuries and vehicle accidents. A major accomplishment for this fiscal year was the installation of Automated External Defibrillators (AED) throughout City Hall followed by the delivery of CPR/AED training. AEDs are centrally located in each department in City Hall and readily available for use should an employee or member of the public experience cardiac arrest. The Safety Division regularly conducts inspections of various sites such as the Rose Bowl, the Rose Parade route, Libraries, Water Page 5 of 11

6 Quality locations, and Parks & Natural Resources. In, the Division increased the number of non-industrial related workplace ergonomic evaluations it conducts and placed a renewed emphasis on delivering relevant safety training in order to promote a proactive safety culture. The Safety Division will continue to work toward implementing additional employee training programs, improving policies and procedures, and be a resource of information and support to all the departments of the City of Pasadena. FISCAL YEAR 2018 RECOMMENDED BUDGET Operating Budget The Recommended Operating Budget is $7,455,020 which represents an increase of $216,638 from the Revised Budget. This increase of 3 percent is the result of increased personnel costs associated with mandatory benefits and negotiated salary increases. Personnel A total of FTEs are included in the Recommended Budget. This represents an increase of 1.00 FTE from (see below). Workers Compensation Fund- 506 Expenses to the Workers Compensation Fund increased by $58,150 due to increases in Internal Service Charges. FUTURE OUTLOOK The Human Resources Department continues to partner with departments and provide consultation services in the areas of policy development, contractual matters and applicable federal and State regulations, the prevention of violation of the Civil Rights Act of 1964, Title VII, and the Americans with Disabilities Act of Human Resources is assisting departments city-wide by providing training in the application of overlapping leave laws and policies which will continue throughout. The Department will continue to educate, develop and enhance the skills of the City s workforce, foster trust with labor groups and employees, and creatively attract and retain the best- qualified employees. To support the City s emphasis on succession planning and knowledge transfer, the Department will continue to coordinate and provide educational opportunities focused on preparing the City s future leaders through various programs, including the Pasadena Supervisory Academy, university cohort programs, and internal and external training opportunities. YEAR-OVER-YEAR BUDGET CHANGES General Fund General Fund personnel costs increased $327,957 due to the addition of 1.00 FTE Senior Human Resources Analyst that transferred from the Water and Power Department and increases associated with mandatory benefits and negotiated salary increases. Benefits & Insurance Fund Expenses to the Benefits and Insurance Fund decreased by $9,048. The Department will continue to assist with the City s Enterprise Resource Plan to continue to implement new technology in the ongoing effort to streamline and enhance the processing of personnel data, and to provide greater access to information to employees and client departments. The Department will continue to be a key contributor in the development of a productive, diverse workplace by actively implementing and promoting programs that create a culture of awareness and inclusivity. Page 6 of 11

7 SUMMARY OF APPROPRIATIONS BY EXPENSE CATEGORY (In Thousands) Expenditure Category FY 2016 Actuals Adopted Revised Recommended Personnel $3,922 $4,084 $3,999 $4,319 Services & Supplies 1,937 2,338 2,555 2,431 Internal Service Charges Operating Transfers Out Human Resources Total $6,685 $7,106 $7,238 $7,455 SUMMARY OF APPROPRIATIONS BY DIVISION Division FY 2016 Actuals Adopted Revised (In Thousands) Recommended Human Resources-Admin. $1,142 $1,152 $1,152 $767 Labor Relations Employment and Training Srvc 1,532 1,484 1,484 1,902 Benefits Administration Employee Relations HR Prideshare Workers Compensation 1,256 1,366 1,499 1,094 Safety Program ,004 Human Resources Total $6,685 $7,106 $7,238 $7,455 SUMMARY OF APPROPRIATIONS BY FUND Fund FY 2016 Actuals Adopted Revised (In Thousands) Recommended General Fund $3,725 $4,144 $4,144 $4, Air Quality Improvement Fund Benefits and Insurance Fund 1, Worker's Compensation Fund 1,731 1,907 2,040 2,098 Human Resources Total $6,685 $7,106 $7,238 $7,455 Page 7 of 11

8 SUMMARY OF FTEs BY DIVISION Division FY 2016 Actuals Adopted Revised Recommended Safety Program Human Resources-Admin Benefits Administration Employee and Labor Relations HR Prideshare Employment and Training Srvc Labor Relations Workers Compensation Human Resources Total Page 8 of 11

9 PERFORMANCE MEASURES FY 2016 Actual Mid-Yr Actual Benefits Administration Division Council Goal: Maintain fiscal responsibility and stability; Support and promote the local economy. Objective: Create a benefit structure that enhances total compensation for eligible City employees and allows the City to attract and retain a positive workforce. 1 Attain a rating of "Good or Excellent" for overall experience from at least 80 percent from customer satisfaction survey respondents who attended our group benefits orientation sessions. 2 Increase the number of Pasadena-based vendors who participate in the City's annual wellness event by 25 percent. 3 Increase the number of employees who participate in the deferred compensation program. 4 Increase the average biweekly contribution to deferred compensation by plan participants. 100% 80% 100% 100% NEW 25% 28% 25% NEW NEW NEW 15% NEW NEW NEW 15% Training Division Council Goal: Maintain fiscal responsibility and stability; Support and promote the local economy. Objective: Foster a learning environment and implement organizational development and training strategies that ensure an effective, productive, innovative and multi-skilled workforce. 1 Number of employees who completed at least three hours of skill development training. 2 Percent of participants who rate the training courses taken as satisfactory or better. 3 Percent of regular new hires who attend New Employee Orientation (NEO) % 95% 95% 95% NEW 90% 0%* 90% NOTES (1) In-person NEO began February 9, 2017, after our replacement Principal HR Analyst was hired. Therefore the Mid-Year figure is reflected as zero percent complete. When developing the performance measures for FY17, we did not anticipate staff turnover. We are now on track to meeting the 90% goal for the remaining new hires, as well as all new hires in FY18. Page 9 of 11

10 PERFORMANCE MEASURES FY 2016 Actual Mid-Yr Actual Employee Relations Division Council Goal: Maintain fiscal responsibility and stability; Objective: Respond to employee complaints in a timely manner. 1 Percentage of employee complaints that will be investigated and concluded within 120 days. NEW NEW NEW 90% Workers Compensation Division Council Goal: Maintain fiscal Responsibility and Stability. Objective: Ensure effective Workers' Compensation and Safety Programs. 1 Contact calls made w/in 24 hours of claim receipt (Safety). 69% 95% 22% 95% 2 Contact calls made w/in 24 hours of claim receipt (Non- Safety). 67% 95% 24% 95% 3 Number of Workers' Compensation Claims Closed / Closing Ratio (Safety). 148/93% 95% 37/59% 110% 4 Number of Workers' Compensation Claims Closed / 194/113% 95% 60/90% 110% Closing Ratio (Non-Safety). 5 Number of litigated workers compensation claims. 25 <25 8 <25 6 Number of light-duty days provided (Safety). NEW NEW NEW >100 7 Number of light-duty days provided (Non-Safety). NEW NEW NEW >100 8 Medical-only claim ratio. NEW NEW NEW >40% 9 Number of late claims reported. NEW NEW NEW <5 Safety Division Council Goal: Objective: Maintain Fiscal Responsibility and Stability. Ensure effective Workers' Compensation and Safety Programs. 1 Facility Inspections Conducted Departmental Safety/Training Sessions Conducted. 3 Departmental Safety Meetings Conducted. 4 Non Workers' compensation Ergonomic Evaluations conducted NEW NEW NEW 50 Page 10 of 11

11 PERFORMANCE MEASURES FY 2016 Actual Mid-Yr Actual Employment Services Division Council Goal: Maintain fiscal responsibility and stability; support and promote the local economy Objective: Establish (hire, promote, retain) a productive workforce. 1 Percentage of competitive recruitments completed within 90 calendar days. 2 Percentage of Pasadenaarea residents hired into entry- level positions. 3 Percent of internal promotional appointments made out of total regular appointments. 84% 75% 88% 75% 52% 50% 37% 50% 38% 35% 47% 35% Page 11 of 11