WBCP Recommendations and Hiring and Personnel

Transcription

1 Introduction The Wendi Brown Creative Partners DHHS Transition Organizational Assessment Study ( WBCP Report ) submitted to the Board of Supervisors in September 2015 noted room for improvement in hiring/personnel processes. The hiring process is convoluted. Lack of staff development training and succession planning. Perception that DHHS is too top heavy in management and administrative support staff. Negative perception of how leadership positions are filled. WBCP Recommendations Recommendations 27, 30, 32, 33, 34, 35 and 38 relate to hiring and personnel. (See end of document for full recommendations.) (27) Reorganization and Staffing Changes (30) Management and Administrative Support Position Assessment (32) Payroll/Time Study (33) Time to Hire (34) Merit System and Selection Process (35) Legislative Analyst/Public Information Staff (38) Succession Planning, Hiring Practices and Training What s the Forward Vision? DHHS currently has a mission and vision statement that guides staff. DHHS Mission: to reduce poverty and connect people and communities to opportunities for health and wellness DHHS Vision: people helping people live better lives. Goals Director Beck has regarding hiring and personnel are: Vacancies are reduced Employee retention increases Staff development is robust to ensure promotional opportunities and smooth succession The DHHS organizational chart reflects the correct number of positions in the correct reporting structure. Actions Taken and Updates re: Hiring and Personnel Structure Review, DHHS and County Administrative Office (CAO) In 2016 DHHS looked at what would be needed to conduct a comprehensive classification study for all DHHS employees (management and AFSCME). In DHHS-Social Services over 600 employees out of a total of 1,300 allocated positions fall under Merit System Services (administered by CPS HR Consulting). A classification study would be no cost for these positions. In order to include other county positions utilized by DHHS, DHHS would need to coordinate with the County Administrative Office (CAO) and Human Resources. 1

2 Since almost ½ of the DHHS positions needing review are Merit and therefore no cost, DHHS seeks to pursue a sole source contract with CPS. Another reason is that a Request for Proposal (RFP) process will add 6 to 9 months to the process. DHHS is interested in pursuing a classification study and structure review. An additional benefit of the classification study/structure review would be to identify current career ladders and opportunities to build career ladders. For example, DHHS currently uses Social Workers I, II, III and IV, allowing a person to begin at entry level and progress as they gain experience and education. Career ladders may be of benefit for other classes. DHHS has been waiting for the Blue Ribbon Task Force to discuss the topic to ensure that community members outside of DHHS support this effort. One method to further the goal of getting the classification study completed would be to put an item before the Board of Supervisors requesting the study by CPS be completed for DHHS employees. Implementation of other recommendations are dependent on this being completed; for example, a comprehensive training and succession plan should be developed based on correct updated classifications and organizational structure. (Other considerations for implementation would continue to apply even if the study was completed, such as availability of funding.) Reduced Number of Signatures Required for Hiring Document A Personnel Request Form (PRF) is initiated by DHHS Employee services when an open position needs to be filled. After the recruitment and interview process is completed, an Employment Offer Form (EOF) is completed prior to offering the position to an applicant. PRFs and EOFs used to be signed by program manager, branch deputy director, branch director, DHHS assistant director and the DHHS director. EOFs additionally had fiscal signature. Upon appointment as DHHS Director, Director Beck reduced the number of signatures from 5 to 3 and the final signature is from the branch director. This increases branch director independence and allows sufficient oversight and checks and balances while removing unneeded steps. Time Study Buddy Many DHHS staff are required to complete time studies which are an hourly accounting of time spent on various DHHS programs and activities. This is in order for the county to submit an accurate County Expense Claim (CEC) to the State. DHHS implemented an automated, online time study system in Spring Automated Payroll The county is in the process of implementing an automated timecard solution, ExecuTime. Using ExecuTime staff complete timecards electronically and supervisors and ES review and approve electronically. Implementation date not yet known. DHHS has been a very active partner in supporting these efforts. Workflow analysis DHHS Employee Services put together a workflow analysis of the recruitment and hiring process. While many identified steps are out of the span of control of DHHS, DHHS is working 2

3 to speed the process where it can, for example, reducing number of signatures needed by 40% (see above). See attached Time to Hire document. Merit Rules Local Agency Personnel Standards (LAPS) are the rules and regulations applicable to the administration of a Merit Personnel System for employees of the covered departments of Social Services. LAPS rules did change in 2016 as WBCP stated in recommendation 34. Instead of maintaining separate rules for Merit covered positions, many rules defaulted to following current county Human Resources processes. This was not optional. This further decreased DHHS ability to make changes on its own. DHHS Integration with County Departments Accounts Payable: The DHHS Accounts Payable (AP) unit generates a significant portion of the workload for the County Auditor s office. The DHHS deputy director of finance and the county auditor-controller communicate frequently to ensure AP and Auditor processes are aligned. A Memorandum of Understanding is being drafted to place a DHHS employee at the Auditor s office to do work generated by DHHS. Information Services: County Information Technology recently requested assistance due to critical staffing issues. DHHS Information Services has been able to assist by taking on projects. Legislative and Public Information staff: In 2016 initial discussions were held by the Board of Supervisors regarding oversight of the major functions of public information and legislative functions; final action has not been taken. The CAO and DHHS director have been in communication about the supervision and function of these staff, and plan to return to the Board in the near future with options for the Board to consider. The DHHS Training Taskforce The Training Taskforce (TTF), convened in Jan 2016 and is comprised of members from all branches. The TTF is working on a number of efforts including a series of trainings for analysts. The TTF is working on DHHS Intranet pages that will allow staff to access various trainings. Trainings are beginning to be videotaped to increase availability and sustainability. A challenge is that internal staff are not always available to train and may not be trained as effective presenters, while outside training can be costly. Availability of trainings for licensed professionals is currently a strength. TTF is working to improve availability of DHHS-specific trainings, management and supervisor development trainings, leadership skills trainings and software trainings. Hiring: Current needs reviewed before hiring With any new hire and/or new program, DHHS leadership is looking at existing allocated positions and the org chart, and re-assigning or re-organizing when it makes sense rather than just hiring a new position. When a position becomes vacant, it is not filled before determining the position meets a current need. Example: In February 2016 the assistant director of programs took a position outside the agency. The assistant director of programs position limited DHHS director contact with branch directors, therefore that position has not been filled and now branch directors report directly to the DHHS director. 3

4 Challenges/constraints in Hiring and Personnel Many hiring and personnel processes and systems are outside the span of control of DHHS. County Human Resources, federal and state civil service rules and the Memorandum of Understanding with the Union (AFSME Local 1684) all limit DHHS ability to make changes to hiring and personnel processes. o County of Humboldt Human Resources has been working on revising and updating procedures to better meet all county department needs, however the process has been slow. Humboldt State University (HSU) closed its Bachelor of Science in Nursing (BSN) program effective Fall (HSU and College of the Redwoods are working on reinstituting a Humboldt County BSN option that could begin as early as Fall 2018.) Succession planning: currently hiring for a position cannot begin until a letter of resignation is submitted, which negatively impacts critical high level positions by not allowing for the new hire to be trained by the retiring person. The county does not currently offer partial service retirement which would allow for a transition period when a director, deputy director, or other highly specialized position retires. Retirees can and have been brought back after retirement to assist; for the retiree to be brought back soon after retirement, a specific request needs to be brought before the Board. Out of seven WBCP recommendations, seven require action by other county departments and/or hiring a consultant. Recommendation 38: DHHS does participate actively in the countywide leadership training program, however there are 20 slots available in the annual series and over 2,200 county employees. Questions for the DHHS Blue Ribbon Task Force Does the BRTF support and endorse DHHS wish to go before the Board of Supervisors requesting a classification study and structure review for DHHS AFSCME and Management positions? Why? What ideas does the BRTF have for the DHHS director to better address succession, retention and training? What ideas does the BRTF have for the DHHS director to improve time to hire? Full text of WBCP Report Recommendations (27) Reorganization & Staffing Changes The new Director for DHHS should be supported in making staffing changes throughout the organization. It is further recommended that the new Director consider hiring professional support to assist with developing a plan, manage the organizational change process, and provide staff training. Hiring outside assistance will allow the new Director to develop a vision for the future, and implement the necessary changes while still managing the day-to-day business functions of the organization. (30) Management and Administrative Support Position Assessment DHHS should request that Human Resources, through their staff or via consultant contract, review the DHHS management and administrative support positions to ensure that the positions are appropriately classified and appropriately allocated within DHHS to address the potential issue of too many supervisory or management layers. 4

5 (32) Payroll/Time Study Automate payroll and include DHHS time studies as part of the automation process. Form a user committee which includes representatives from HR, DHHS, Sheriff, and others identified by the CAO or the Board of Supervisors who will work with the Auditor-Controller (who is currently taking the lead on this project) to develop a plan, set timelines and work with departments to implement an automated payroll and time study system. Including an automated interface with the DHHS time study process in the payroll system will save time, be more accurate and ensure compliance with funding requirements. (33) Time to Hire Conduct a workflow analysis of all steps in the hiring process to determine how the system can be improved to speed up time-to-hire. The workflow process should include user Departments such as DHHS, Sheriff, etc. The analysis should include a comparison of the time-to-hire for centralized recruitment as well as positions currently managed through CPS (Cooperative Personnel Systems, HR Consulting), Merit System Services. These studies need to be conducted before detailed recommendations can be made to the Board of Supervisors. This analysis should also examine how selection rules and regulations are being interpreted, what processes were put in place to meet those rules and which processes are antiquated. This is a challenge that many Counties are facing, but many are identifying more effective and efficient methods to recruit talent that are still compliant with civil service and other selection rules. (34) Merit System and Selection Process Human Resources should coordinate with affected County Departments, primarily DHHS, and provide a recommendation to the Board of Supervisors in the near future in anticipation of changes to Merit System Services. It is recommended that one of the joint tasks assigned to County Administration, County Human Resources, and DHHS in 2016 be a review of the options available to Humboldt County with the overall objective to modernize, simplify and streamline the Humboldt County Human Resources System (See Appendix 6 Merit System Emerging Issues for more details regarding changes at the state level). (35) Legislative Analyst/Public Information Staff Consideration should be given to the appropriate reporting relationship for DHHS Legislative Analyst and Public Information staff, and the roles and responsibilities of these positions should be reviewed. Legislative Analysts and Public Information staff are typically located in the Board of Supervisors and/or the CAO s office. These positions typically communicate on behalf of the CAO and/or the Board of Supervisors. In larger counties, additional staff may be assigned to, or co-located with a major County Department; however they work closely with the Board of Supervisors and CAO. In the interim, a written procedure for Legislative Advocacy and for Public Relations should be developed by the CAO/Board of Supervisors and DHHS to ensure that the DHHS staff seeks advance approval for communications and messages where appropriate, and that the CAO is informed as needed regarding these activities. (38) Succession Planning, Hiring Practices and Training Hire a consultant to develop a succession plan which also includes training, coaching and mentoring components, and/or assign the Department s training coordinator to develop a succession plan, modeled after many already adopted by other counties within California. Additionally, DHHS staff should be encouraged to participate in the countywide leadership training program. An increase in staff 5

6 retention was noted specifically by one of the benchmark counties since investing in staff training. As suggested in a previous recommendation, hiring processes need to also be evaluated to ensure hiring processes and practices are effective and efficient. 6