HUMAN RESOURCES DEPARTMENT

Transcription

1 City of San Mateo MISSION STATEMENT HUMAN RESOURCES DEPARTMENT To provide the City with effective human resource programs in the areas of diversity, personnel recruitment and selection, employee training and development, labor and employee relations, salary and benefit administration, performance evaluations, classification and position allocation and employee service awards. To establish, maintain and oversee employment related policies. Additionally, to assume responsibility for administering the City's self-funded Workers' Compensation and safety and dental programs. STRUCTURE AND SERVICES The Human Resources Department has responsibility for overseeing human resource programs which support the City's departments and work force. There are approximately 550 full-time merit employees and an average of 350 part-time employees and 70 volunteers working for the City. Recruitment and Selection: This division is responsible for administering the recruitment and selection program for the City which includes applicant tracking. This division also has responsibility for conducting assigned classification reviews, administering the City's tuition reimbursement program, monitoring compliance with the employment provisions of the Americans With Disability Act (ADA) Uniform Guidelines and administration of the Department of Transportation (DOT) regulations. Employee Relations: This division is responsible for the collective bargaining process and ensuring that contractual changes are implemented. This Division has responsibility for performance evaluation, grievance resolution, employee counseling, administration of the City s discipline process, and scheduling matters before the Personnel Board. Employee Services: This division administers the City's salary and benefit programs, directs city-wide training programs, provides orientation programs for newly hired and departing employees, administers the City's service and recognition awards program, bilingual program, maintains compliance with Federal and State mandates, and directs the City's automated personnel record-keeping and report writing system (Infinium). Workers' Compensation: This division is responsible for the oversight of the third party administrator, their management of all claims and their compliance with related mandates. This division is also responsible for the City s safety program and developing and overseeing the Citywide loss control program that will include safety training, policy development, workplace inspections and accident investigation and prevention. The City s modified duty program that provides expeditious return to work for injured or disabled workers is also administered by this division as well as the transition of permanently disabled employees. 9-1

2 Two Year Business Plan 2006 ~ 2008 HUMAN RESOURCES Performance Measurements Listed under each program heading are a few of the measurements used to determine if a program is meeting its goals and to use as comparison to previous years performance and/or performance levels of other agencies. GOAL ACTUAL GOAL GOAL GOAL Recruitment & Selection FY04/05 FY04/05 FY05/06 FY06/07 FY07/08 1. Length of time from receipt of Recruitment Requisition to Eligibility List* 6 wks 6 wks 6 wks 6 wks 6 wks 2. Length of time from Reclassification Request to final City Council adoption** 8 wks N/A 8 wks N/A N/A 3. Percent of new hires that pass probation 85% 79% 85% 85% 85% Employee Relations FY04/05 FY04/05 FY05/06 FY06/07 FY07/08 1. Percent of contracts negotiated without arbitration or outside reconciliation 100% 100% 100% 100% 100% 2. Percent of employee appeals & grievances resolved without going to Personnel Board or other agencies 90% 87.5% 90% 90% 90% 3. Percent of employee disciplinary actions completed within 90 days of event 75% 75% 75% 75% 75% Employee Services FY04/05 FY04/05 FY05/06 FY06/07 FY07/08 1. Employee Turnover 5% 11.18% 5% 10% 10% 2. Percent of satisfaction with Trainings provided 95% 90% 95% 95% 95% 3. Number of training programs conducted Workers Compensation FY04/05 FY04/05 FY05/06 FY06/07 FY07/08 1. Number of claims filed in Fiscal Year Percent of new claims closed during same fiscal year 75% 57% 75% 60% 60% 3. Percent of claims filed which become litigated 1% 1% 1% 1% 1% *Assuming 3 weeks for open period and limited testing process (oral board). **Minus time for completion of job questionnaire and assuming two weeks with consultant 9-2

3 City of San Mateo Human Resources Department Performance Measurement Results Percent of New Hires that Stay One Year & Pass Probation Assessment The quality of candidates hired and their match to the organization can be represented by the percent of new hires who pass probation and stay with the City over one year. Time and resources spent in training new employees is considerable, so there is value in having employees succeed at their job and remain with us. Percentage FY02/03 FY03/04 FY04/05 FY05/06 FY06/07 Next Steps We hope that by tracking this information we will be able to analyze why these new employees have either failed probation or left the City. Based on this analysis we may be able to make changes in the candidate screening process, orienting new members of staff and/or providing better training to help these new employees succeed and become valued long term employees. Goal Actual Percentage Employe Turnover Rate FY02/03 FY03/04 FY04/05 FY05/06 FY06/07 Goal Actual Assessment Although employee turnover is a reflection of the economic climate, it can also be reduced by addressing employee concerns, having well trained supervisors, offering a flexible work environment, etc. Savings can be experienced by not having to replace and train new employees in vacated positions. By tracking the turnover rate & analyzing the reasons for resignation we should be able to reduce turnover. Next Steps Continue reinstate exit interviews conducted by Departments. Any problems indicated in these interviews will be reviewed for possible remedies to prevent other resignations for same reason. Keep statistics on cause of resignation to look for trends and solutions. New goal set to more accurately reflect historical average turnover. Percentage Percent of Workers' Compensation Claims Closed Within a Fiscal Year FY02/03 FY03/04 FY04/05 FY05/06 FY06/07 Goal Actual Assessment Since claims administrative costs are based upon number of open claims, it is in our best interest to close claims in a timely manner. In many cases, this is just a matter of setting up an appointment for employees to meet with their treating physician for one final review so that the physician can determine if there is any permanent disability. Next Steps We need to encourage our Third Party Administrator to monitor claims closely and get them closed out when an employee completes treatment and seems to be stabilized. This discourages misuse of the system. 9-3

4 Two Year Business Plan 2006 ~

5 City of San Mateo HUMAN RESOURCES DEPARTMENT SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Program RECRUIT/SELEC/CLASSIFICATION 363, , , , , EMPLOYEE RELATIONS 306, , , , , EMPLOYEE SVCS/TRAINING 375, , , , , WORKERS COMPENSATION (SELF 2,761,454 2,543,463 2,521,905 2,555,722 2,563, Total $3,807,409 $3,849,620 $3,884,331 $3,897,476 $3,941, By Category Salaries and Benefits 901,738 1,078,723 1,065,522 1,170,739 1,217,569 Operating Expenses 2,875,039 2,740,266 2,788,178 2,696,653 2,693,671 Capital Outlay 30,631 30,631 30,631 30,084 30,084 Total $3,807,409 $3,849,620 $3,884,331 $3,897,476 $3,941,324 REVENUE WORKERS COMPENSATION (SELF INSURED) 150, , ,000 General Fund 3,734,331 3,697,476 3,741,324 Total $3,884,331 $3,897,476 $3,941,324 Merit 9.65 Part Time 0.13 Over Time 0.04 Total

6 Two Year Business Plan 2006 ~ 2008 PROGRAM: RECRUITMENT AND SELECTION Program Manager: Letty Juárez, Cheryl Peterson, To provide City departments with the best recruitment strategies to obtain the best qualified candidates for City vacancies in a timely fashion; to complete classification and compensation studies; to manage the City's New Hire Orientation Program, Bilingual Program, and Tuition Reimbursement Programs; and to serve as the ADA compliance officer for employment-related mandates. Ongoing Responsibilities To facilitate the City's Recruitment program and provide operating departments with employment lists within seven (7) days of the completion of a recruitment. To monitor and maintain the City's position and vacancy control systems to assure that only authorized vacancies are filled. To monitor recruitment and selection processes and recommend actions and/or programs that will ensure the hiring of quality candidates to represent our City. To administer the City s Bilingual Program in a manner that will maximize customer service to the City s diverse population. To administer the City's Tuition Reimbursement Program in a manner that will maximize appropriate use of fiscal resources. To serve as the Americans With Disabilities Compliance Officer for Employment. Maintain policies and procedures that will assure ongoing compliance with Title I of the law. To maintain and implement the New Hire Orientation Programs on a City-wide basis. To administer the City's Mandatory Drug Testing Program in a manner that complies with Federal laws and City policies Objectives Use of CalOpps for all recruitments. CalOpps is a cost savings, shared agency on-line program administered by Foster City. This program provides effective and efficient recruitment processing, marketing and advertising of public sector employment opportunities as well as a tracking program that allows the City to generate reports on the specifics of the candidate pool, including demographics, sourcing information, education, qualifications and special skills. Recruitment Team Goal: Continue to maintain good customer service both internal and external, continue low cost, possibilities. Keep up with recruitment and selection trends, laws and processes. 9-6

7 City of San Mateo RECRUITMENT/SELECTION/CLASSIFICATION PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program RECRUITMENT - CITY 363, , , , , Total $363,452 $359,816 $515,859 $399,785 $403, By Category Salaries and Benefits 229, , , , ,651 Operating Expenses 128, , , , ,139 Capital Outlay 5,631 5,631 5,631 5,084 5,084 Total $363,452 $359,816 $515,859 $399,785 $403,874 REVENUE General Fund 515, , ,874 Total $515,859 $399,785 $403,874 Merit 2.23 Part Time 0.00 Over Time 0.01 Total

8 Two Year Business Plan 2006 ~ 2008 PROGRAM: EMPLOYEE RELATIONS Program Manager: Rebecca Burnside, To participate in labor relations activities and negotiate labor agreements; to resolve employee conflicts as expeditiously and equitably as possible; and to schedule matters for Personnel Board action as frequently as necessary; to monitor city-wide turnover, performance evaluation, grievance, discipline and appeal activity, and to implement programs that promote enhanced employer-employee relations. Ongoing Responsibilities To Negotiate with Employee Organizations and negotiate labor contracts on behalf of the City. To develop new MOU's at the conclusion of meet and confer sessions. To implement provisions of MOU's in a timely manner. To provide staff training at the conclusion of the meet and confer process to ensure that department managers, directors, and those responsible for implementing policy are advised of policy and/or rule changes resulting from the meet and confer process. To survey salaries and benefits during interim years of the contract to establish, communicate and implement salary and benefit changes. To meet with employees, supervisors, and employee representatives, as necessary, to resolve employee conflicts and grievances as well as to implement discipline. To schedule matters requiring action of the Personnel Board pursuant to the requirements of the MOU's and/or Personnel Rules. Maintain, oversee and train employees and managers on Performance Evaluation programs. Objectives Meet and confer with bargaining units on new and revised policies. During the current economic environment, complete bargaining unit negotiations internally in an amicable environment and to the relative satisfaction of all involved. Management (8/06); Police Association (08/06); Police Sergeants (08/06). Monitor employee grievances and disciplinary actions to ensure completion in a timely manner (Ongoing) Counsel operating departments on employee relations. 9-8

9 City of San Mateo EMPLOYEE RELATIONS PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program EMPLOYEE RELATIONS 306, , , , , Total $306,768 $333,686 $328,181 $355,824 $365, By Category Salaries and Benefits 230, , , , ,351 Operating Expenses 76,433 85,503 85,603 85,503 85,503 Total $306,768 $333,686 $328,181 $355,824 $365,854 REVENUE General Fund 328, , ,854 Total $328,181 $355,824 $365,854 Merit 1.78 Part Time 0.00 Over Time 0.01 Total

10 Two Year Business Plan 2006 ~ 2008 PROGRAM: EMPLOYEE SERVICES Program Manager: Letty Juárez, Rebecca Burnside, Cheryl Peterson, To provide consistent application of City policies related to employment practices; to implement salary and benefit programs pursuant to City policy and negotiated agreements at the conclusion of the collective bargaining process; to administer the City's Recognition and Service Award Programs; to design and implement City-wide training and development programs, as well as wellness programs; and to implement salary changes pursuant to City policy and at the conclusion of the collective bargaining process. Ongoing Responsibilities Coordinate professional training and development programs to enable employees to achieve their highest potential and deliver high quality customer service. Administer the City's service award and recognition programs. Provide counseling and assistance to new, terminating and retiring employees regarding benefit status under City's benefit programs. Process step advancements pursuant to City policy. Implement salary and benefit changes and other non-economic provisions pursuant to labor agreements. Objectives Investigate alternatives for more cost effective benefits. (June 07) Automate Personnel Transactions from Departmental initiation through H.R. approval and payroll implementation. (July 06 June 08) Develop management information reports for Department Heads and the City Manager keeping them abreast of the status of employee trainings, performance evaluations, workers compensation costs, etc. including an assessment of progress. (June 08) Produce quality training in the most cost efficient way. 9-10

11 City of San Mateo EMPLOYEE SERVICES AND TRAINING PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program EMPLOYEE SERVICES 375, , , , , Total $375,735 $612,655 $518,386 $586,145 $608, By Category Salaries and Benefits 228, , , , ,241 Operating Expenses 122, , , , ,024 Capital Outlay 25,000 25,000 25,000 25,000 25,000 Total $375,735 $612,655 $518,386 $586,145 $608,265 REVENUE General Fund 518, , ,265 Total $518,386 $586,145 $608,265 Merit 3.50 Part Time 0.00 Over Time 0.01 Total

12 Two Year Business Plan 2006 ~ 2008 PROGRAM: WORKERS' COMPENSATION Program Manager: Jennifer Crims, To administer and monitor the City's self-insured Workers' Compensation Program including the modified duty sub-program, the City's Safety Program, and employee assistance program. Ongoing Responsibilities Ensure proper reporting of Workers' Compensation claims to the third party administrator. To place temporarily disabled employees in modified duty assignments whenever possible. To monitor long-term disability cases, to facilitate retirements where necessary and expedite the vocational rehabilitation and supplemental job displacement voucher processes. Facilitate settlement and subsequent closure of long-term open Workers' Compensation claims. To regularly submit state and federally mandated reports within required time frames. To administer a safety and training program emphasizing the use of care and proper procedure in the performance of required tasks. To review all time-loss and/or serious accident reports, investigate questionable cases, attempt to establish departmental accountability for accidents, and communicate areas of concern through the departmental safety committees. To follow through on all recommendations to improve safety practices city-wide as well as direct safety committees regarding completion of annual safety inspections. To monitor use of the employee assistance program. Objectives Provide departments with training resources to keep up to date on required trainings. (September 06) Conduct audit of department safety programs and implement necessary changes to get into compliance. (March 06) Implement recommendations of consultant to achieve ABAG (Association of Bay Area Governments) Best Practices for risk management program. (December 06) Develop a City-Wide Wellness Program designed to improve overall health of employees. (June 07) 9-12

13 City of San Mateo WORKERS COMPENSATION/SELF INSURANCE PROGRAM SUMMARY Actual Budget Revised Est. Adopted Projected FTE's (As amended) EXPENDITURES By Sub Program WORKERS COMP 2,761,454 2,543,463 2,521,905 2,555,722 2,563, Total $2,761,454 $2,543,463 $2,521,905 $2,555,722 $2,563, By Category Salaries and Benefits 213, , , , ,325 Operating Expenses 2,547,803 2,294,265 2,294,265 2,288,005 2,288,005 Total $2,761,454 $2,543,463 $2,521,905 $2,555,722 $2,563,330 REVENUE WORKERS COMPENSATION (SELF INSURED) 150, , ,000 General Fund 2,371,905 2,355,722 2,363,330 Total $2,521,905 $2,555,722 $2,563,330 Merit 2.15 Part Time 0.13 Over Time 0.00 Total

14 Two Year Business Plan 2006 ~