HUMAN RESOURCES DEPARTMENT

Transcription

1 HUMAN RESOURCES DEPARTMENT DIRECTOR Employee Benefits, Wellness, and Worker s Compensation Compensation and Policy Development Recruitment and Selection Organizational Development and Employee Relations Employee Safety

2 HUMAN RESOURCES DEPARTMENT SUMMARY MISSION STATEMENT The mission of the Human Resources Department is to increase the quality of life for Cary citizens by supporting operating and staff departments of the Town with quality, state-of-the-art municipal personnel services. As a service provider, the Town relies on well-trained, motivated, caring and professional employees. OTHER DEPARTMENTS CONTRIBUTING TO HUMAN RESOURCES DEPARTMENT PROGRAM Administration Legislative Finance Technology Services Police Fire Engineering Planning Inspections & Permits Parks, Recreation, and Cultural Resources Public Works and Utilities HUMAN RESOURCES DEPARTMENT FY 2013 BUDGET BY CATEGORY Self Insurance Workers' Compensation 53% Personnel Services 38% Self Ins Operations & Maintenance 9% *Workers Compensation budget of $1.3M are not captured in the above chart Self Ins

3 HUMAN RESOURCES DEPARTMENT Additional information about Human Resources may be obtained by calling Renee Poole, Lead of the Department at (919) , through at or by visiting the Town s website at Town Focus Areas Focus Area I: Community Planning Goal: Achieve a well-planned community using innovative and proactive planning approaches and techniques. Focus Area II: Infrastructure Goal: Ensure that infrastructure exists for current and future needs identified in the comprehensive plan. Focus Area III: Financial Condition Town Goals Goal: Achieve a stable and strong financial position by accurately estimating, prudently allocating, and managing financial resources. Focus Area IV: Municipal Services Goal: Achieve a high level of service to the citizens in a prompt, reliable, responsive, and cost-effective manner. Goal: Continuously ensure the right people and systems are in place to provide high quality, responsive community planning customer services every day. Goal: Develop comprehensive infrastructure plans, execute capital projects, and maintain the built environment in an efficient and effective manner. Goal: Continuously provide high quality financial services ranging from day-to-day management to long-term planning that will preserve the Town s strong financial condition. Human Resources Goals and Initiatives (numbers reflect which Human Resources Goal or Initiative supports each Town Focus Area) 6 5,6 2,3,6 1,4,6,7,8 Specific / Major Town Initiatives Goal: Continuously deliver value-added citizen services in a friendly manner, that make our customers appreciative and our citizens proud to call Cary home. Comprehensive Land Use Plan Sustainability Downtown Redevelopment Economic Development Emergency Preparedness Remarkable Community Transportation Funding / Implementation Study Cary Downtown Theater PRCR Master Plan & Public Art Master Plan Water Plant Expansion Western Wake Regional Wastewater Management Facility Fire Station #8 Economic Recovery Existing Debt Management New Debt Management Revenue Forecasts November 2012 Bond Referendum Aquastar Project PHOENIX C-Tran On-Line Services Human Resources Goals and Initiatives (numbers reflect which Human Resources Goal or Initiative supports each Town Initiative) HUMAN RESOURCES GOALS AND INITIATIVES Legal/Regulatory Compliance 1. Ensure compliance with all current and future legislative regulations and Town policies, monitoring changes and challenges associated with national health care reform; extended unemployment benefits and rising claims, and collective bargaining. Ensure compliance with all other Federal regulations to include ADA and FMLA. Total Compensation 2. Design and maintain compensation systems that realistically and appropriately reward success using a market-based pay structure, a competitive pay plan that rewards performance, and a well-maintained job classification program. 3. Provide a comprehensive benefits program that is employee work/life focused, emphasizing health education and offering opportunities and resources that foster a culture of employee health and well being while providing competitive health and dental benefits cost effectively with minimal cost shifting to employees.

4 4. Strengthen every employee's personal commitment to the Town's goals and objectives with recognition programs, employee development opportunities, employee and supervisory skills training to enhance professional growth, progressive discipline to promote positive outcomes, and internal support and consulting on employee relations issues. Recruitment and Selection 5. Attract and retain an adaptable, flexible, team-oriented workforce with appropriate technical skills and representative diversity. 6. Ensure that an appropriate number of capable and motivated employees are available to provide quality service. Organizational Development 7. Ensure workplace culture and organizational development programs are responsive to changing workforce dynamics such as generational diversity, while supporting the Town s efforts to evaluate organization structure and workforce planning. Risk Management 8. Ensure that the appropriate tools and resources are provided in the workplace environment in order to be responsive to the needs of a dynamic and diverse workforce. FY 2012 ACCOMPLISHMENTS Legal/Regulatory Compliance Conducted personnel file audit to ensure consistency in personnel actions according to current policies, and to ensure that all employee information is filed and/or segregated according to regulations and standard procedures. Reviewed grievance procedure with Town Manager and Legal department for consideration of changes in process. Total Compensation Replaced dental and vision plans to improve customer service and introduce more effective cost controls. Introduced a new voluntary benefits program that included a broader array of policies (at more affordable rates than previously offered) and a new policy to address the need for long term care insurance. Introduced more effective employee benefits education communications using a new tool that creates very visual and multi-dimensional online communications using ordinary Microsoft PowerPoint presentations. Recruitment and Selection Completed multiple recruitments for public safety positions and key staff for new Town facilities. Worked closely with Finance/Customer Accounting department on phasing out all temporary meter reader staffing in advance of full implementation of Aquastar. Implemented use of E-verify to confirm the work authorization of new hires in compliance with new state law. Completing final review of Recruitment and Selection Standard Procedure update. Organizational Development Facilitated multiple work sessions for succession planning efforts; piloting in Police and Human Resources departments. Commenced the next two-year Leadership Enhancement and Development (LEAD) program with 19 employees participating. Risk Management Provided updated CPR/AED and First Aid training to employees using certified Town staff instead of contracted services. Conducted ergonomic assessments and field audits to ensure a safe work environment and reduce risk of injury. Introduced the Functional Movement Screen testing and corrective exercises to public safety employees in an innovative and scientifically based tool to identify and correct dysfunctional movement that typically results in musculoskeletal injuries without intervention. Worked with health insurance vendors to identify more effective approaches to condition and disease management. Launched C-PHIT (employee wellness and health improvement) program website providing online health improvement tools and resources and worked with vendors to provide healthier choices in all vending machines in Town facilities. Provided updated safety training for supervisors, and streamlined the hearing conservation program. Conducted detailed job analyses that identified specific physical requirements of selected jobs to provide a more definitive means of determining whether an employee can safely return to work following injury or illness. KEY PERFORMANCE OBJECTIVES Legal/Regulatory Compliance Review and plan for implementation of Patient Protection and Affordable Care Act (Health Care Reform legislation) while developing employee communication plan regarding this new health care legislation. Monitor and attend legal updates and training for legislative understanding and implications and changes for our organization.

5 Total Compensation Develop, evaluate, and modify employee benefits, compensation, classification, and performance appraisal programs that sufficiently reward employees within fiscal constraints and help to maintain voluntary turnover below industry average. Conduct systematic review of benefits program to minimize cost acceleration while maintaining quality programs; provide employee education materials and resources that result in optimal benefits utilization and increase participation and engagement in employee health promotion programs. Recruitment Focus on diversity recruitment and explore alternate recruitment sources with very limited resources. Develop effective outreach methods to fill vacancies resulting from an increasing number of retirements and positions that are difficult to fill because of the unique skill set required and/or minimum qualifications. Organizational Development Support a collaborative work environment by evaluating trends in generational diversity while exploring new communications strategies through use of technology in recognition that people process information differently. Promote and enhance positive employment practices to decrease perceived value of labor representation, while focusing on understanding collective bargaining regulations. Continue to provide staff development programs focused on strengthening the Town s approach to customer service and core values throughout the organization. Risk Management Encourage behaviors and provide programs that focus on minimizing the risk of musculoskeletal injuries. Focus on employee safety through performing safety audits/compliance reviews, and conducting safety education and compliance training. Continue to provide education and tools to employees that will reinforce their understanding of the relationship between maintaining good personal health and reducing the risk of injury to reduce workers compensation claims. KEY PERFORMANCE MEASURES Performance Measure Turnover (% reported for the calendar year ending during the fiscal year) Percentage of employee participation in health promotion program events and screenings FY 2011 Estimated FY 2012 Projected FY % 5.0% 5.0% 59% 30% 30% Average number of days to fill vacancies Workers comp lost time days per 100 employees KEY WORKLOAD INDICATORS Workload Indicators FY 2011 Estimated FY 2012 Budget FY 2013 # of terminations / average # of employees 45 / 1, / 1, / 1,145 # of employees participating in annual screening or completing a health assessment questionnaire Number of normal recruitments* Total # of OSHA recordable lost days for workers' comp * Does not include special recruitments that take place over an extended period of time (i.e. public safety recruitments), internal recruitments and recruitments for temporary positions.

6 ACTIVITY HISTORY Fund Number: Activity FY 2009 FY 2010 FY 2011 Estimated FY 2012 Budget FY 2013 Personnel Services $1,086,072 $1,156,837 $1,248,976 $1,289,705 $1,319,086 Operations and Maintenance $272,629 $233,146 $241,278 $319,010 $295,814 Capital Outlay $0 $0 $0 $0 $0 Sub Total $1,358,701 $1,389,983 $1,490,254 $1,608,715 $1,614,900 Sub Total $1,358,701 $1,389,983 $1,490,254 $1,608,715 $1,614,900 Self Insurance Workers Comp $718,523 $1,035,041 $1,657,752 $2,540,000 $1,825,000 Total $2,077,224 $2,425,024 $3,148,006 $4,148,715 $3,439,900 Authorized FTEs SIGNIFICANT BUDGET AND SERVICE LEVEL CHANGES BEYOND CURRENT LEVELS Administering federal regulations, such as the Americans with Disabilities Act, and coordinating the various Town leave policies such as Family Medical Leave, Short Term Disability, Shared Leave, and Workers Compensation will continue to impact staff workload due to the individual nature and complexity of these regulations and policies and how they overlap. The Town of Cary s dynamic and diverse workforce and low turnover will continue to be a contributing factor in the number of musculoskeletal injuries incurred by our field workers in jobs that are mostly physical in nature. This will also continue to have an impact on lost time days and workers compensation claims costs. Due to the ongoing economic downturn and fiscal constraints of the organization, increasing and improving employee resources will continue to be a challenge and may affect employee morale and the organization s ability to manage and maintain current levels of citizen programs and services.