Salt Lake City Base Purpose Statements FY 2013

Transcription

1 Salt Lake City Base Purpose Statements FY 2013 The following document contains the Base Purpose Statements for fiscal year 2013 for each of the General Fund, Enterprise Fund Internal Service fund departments within Salt Lake City. The Mayor s Office, the Council Office, the Library the Redevelopment Agency are not included in this document. Base Purpose Statements are gathered annually by the City s budget office. Base Purpose Statements provide information about how Salt Lake City provides services to the community through various programs. These statements are meant to be used by elected officials residents to underst the activities City are engaged in how City funds are spent. The following Base Purpose Statements are ordered alphabetically by department. The beginning of each department s section contains a budget FTE reconciliation with a numbered listing of each statement. A coinciding numbered footer is contained on each of the statements to allow the reader to find the desired statement. Questions regarding these statements can be directed to Ry Hillier, Policy Budget Analyst,

2 Human Resources FY 2013 Base Purpose Statement Reconciliation Department Program Cost Center Fund FY 13 Adopted Budget FTEs Human Resources HR , General Fund $1,903, Consultants , , Risk Mgt Fund: $40,562, , , , , , , , , , Human Resources #2 Civilian Review Board General Fund $144, Total Base Purpose Statements $42,610, Total General Fund Adopted Budget $2,048, Total Insurance & Risk Mgmt. Internal Svc. Fund Budget $40,562, Total Adopted Budget $42,610, Difference $0 -

3 FUND: General Fund: 3% Risk: 97% COST CENTER NUMBERS: DEPARTMENT: Human Resources FTE / GF: FTE/ Risk: DIVISION: Human Resource BUDGET / GF: RISK: , , , , , , , , , , , $1,903,940 $40,562,108 COST CENTER / PROGRAM: Human Resources HR Consultants G.F. GENERATED REVENUE $0 AUTHORITY: Title II Administration Personnel Ordinance, Chapter provides for programs related to the personnel of Salt Lake City. STATEMENT OF PURPOSE The Human Resources Department supports the mission goals of Salt Lake City by providing strategic partnership, innovation leadership concerning the most crucial element of City government its people. Human Resources positively address the quality of life for all City through strategic collaboration that assures efficient effective management of Salt Lake City s work force. BASE PURPOSE STATEMENTS The Human Resources Department is responsible for directing the functions of employee relations; organizational development; employee recruitment selection; performance management; job analysis, classification compensation; employee benefits leave; disciplinary actions the administration of support staff collective bargaining contracts. The department ensures compliance with all Federal, State, local laws pertaining to employment. HR creates delivers staff development programs for by working collaboratively with City Administration Departments.

4 SIX YEAR BUSINESS PLAN GOALS Customer Service RECRUITMENT: Total # of job recruitments requisitions opened EEO COMPLIANCE: Total # of EEO complaints received. ADA Accommodations EEO TRAINING FMLA COMPLIANCE EMPLOYEE COMMUNICATION Track total count of requisitions closed. Track number of EEO complaints received annually. Track total count of ADA Accommodati on requests reviewed of receive EEO Training Track total # of approved FMLA leave requests Implement one new communicatio nmethod each year n/a 24 complaint s received; resolved 21 Accommo dation requests reviewed Depts. Completed n/a Communi cation HR will receive employee feedback through the developme nt of focus groups online surveys, daily meetings, bulletin boards, etc positions posted with applicants 28 complaint s received; resolved 6 Accommo dation requests reviewed 11 sessions for seasonal 504 FMLA requests Compensa tion & Benefits (Total Compensa tion) Notificatio n Letter issued to all July Also, HR sponsored employee focus group was formed to review provide recommen Depts complete Depts complete Depts complet e Depts complete

5 dations regarding City s Tuition Reimburs ement policy procedure. Enhance employee knowledge regarding benefits by providing quarterly Citywide meetings Number of in attendance Enrollmen t HDHP/H SA Citywide Enrollmen t quarterly HDHP/H SA Citywide Enrollmen t quarterly HDHP/H SA Financial Health Department actual expenditures to be equal to or less than expenditure budget totals; evaluated quarterly Quarterly report shows expenditure at < to % 91% < < < < The Employee Benefits Committee reviews& recommends costsharing, cost efficient measures pertaining to employee health plan(s). Value of cost savings to the City employee Impleme ntation of HDHP HSA resulted a 48% enrollme nt into the HDHP City made a front end contribut ion of $750 for single coverage $1500 for double family. Additional 18%, equaling 66% total resulting in a reduction of MLR (Medical Loss Ratio) to 46% in the HDHP TBD TBD TBD TBD

6 Efficiency/Effecti veness Review update HR Policies Procedures annually. Transfer from a manual insurance enrollment to a web based on line enrollment through PEHP Monitor citywide turnover. Maintain average pay levels for each salary benchmark to at least 95% of market for of all salary benchmarks. Track total # of reviewed each year. number of on line new hire enrollments, mid-year changes Enrollment changes turnover at least once annually. Goal to maintain turnover at <10%. the number of salary benchmarks which are 5% or more below market & the number degree of benchmarks adjusted Reviewed / updated three including : Compens ation, Drug & Alcohol Compens ation Guideline s 142 employee s made their change through the PEHP website on line enrollme nt Reviewed 3 made open enrollment changes enrolled as a new hire Review 3-5 Enrollment, new hire enrollment midyear changes Review 3-5 Enroll ment, new hire enroll ment midyea r change s Review 3-5 Enrollme nt, new hire enrollme nt midyear changes Review 3-5 Enroll ment, new hire enroll ment midyea r change s 5.79% 6.37% <10% <10% <10% <10% Five salary benchma rks were identified as significan tly below market (>10% market); Six salary benchmarks were identified as lagging slightly behind market (>5 or more). FY12-13 budget included appropriation for salary

7 FMLA Compliance compliance seven salary benchma rks were identified as 5-10% below market. FY12 budget included appropri ation for salary adjustme nts for those most significan tly below market. New tracking system launched impleme nt August adjustments for in jobs associated with all six benchmark groups. Track, audit & report on FMLA utilization citywide. Workforce Quality Supervisor Training of supervisors receive Supervisor Training by end of FY2013 (cumulatively ) 120 participa nts complete d training Fire has 20 who completed Leadership Training. 70 Employees have completed abbreviate Leadership Training. There are currently 50 from other depts. attending

8 Increase diversity of the City s workforce by ensuring that the City s job applicant pool matches or exceeds Wasatch Front workforce (WFW) statistics. Applicant Pool demographics will match or exceed the available WFW statistics for at least 75% of all job recruitments. Began quarterly tracking & reporting to compare race & gender statistics associate d with the actual number of job applicant s compare d to available WFW. the sessions. Quarterly tracking & reporting statistics by gender & ethnicity average annual statistics by gender & ethnicity. average annual statistics by gender & ethnicity. averag e annual statisti cs by gender & ethnici ty. average annual statistics by gender & ethnicity. Enhance department s ability to effectively obtain the human resources necessary to meet business needs. Average # of business days required to provide departments with a hiring list of qualified job cidates. Measured by the # of days after the recruitment closing date. n/a Average of 3 business days after recruitment closed. < 10 < 10 < 10 < 10

9 FUND: General Fund COST CENTER NUMBERS: DEPARTMENT: DIVISION: COST CENTER / PROGRAM: Administrative Services Civilian Review Board Civilian Review Board FTE / 1.00 BUDGET / $144,756 REVENUE $0 AUTHORITY: (ordinance, state statute, federal regulation, basic municipal function, etc) STATEMENT OF PURPOSE: To provide the investigative administrative support to the appointed citizen Police Civilian Review Board. BASE PURPOSE STATEMENTS To audit review all cases in which it is claimed that a police officer used excessive force such other cases as the Board in its discretion may request. Such audits review are intended to foster trust between the community law enforcement personnel to assure fair treatment of police officers. To present findings to the appointed Police Civilian Review Board who, through a panel of members make final case determination which is then passed on to the Police Chief who has final decision of case. To benchmark with existing national stards work processes from other entities in the Country that have similar boards. BASE PURPOSE REVENUE NA SIX YEAR BUSINESS PLAN GOALS Efficiency/Effectiveness Provide maximum customer service in the course of the investigative process. Program/Cost Center staff will be trained in customer service skills once every three years. s s Human Resources #2