Business Plan Summary

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1 Owner: Business Plan Summary Program Corporate, Operational & Council Services Service grouping Corporate Services Service Type Internal Service Veronica McAlea Major, Chief Officer, CAO's Office Strategic Priority Good government Purpose Strategic Priorities Continued: * Supportive Workplace * Leadership * Expanded Capacity to Serve * Focused Direction. Purpose: The mission of the Division is to attract, engage, develop and celebrate exceptional people in public service who are representative of our community. The Division has accountability for the provision of a number of corporate and human resource services to all civic departments and some Boards and Commissions in the areas of labour relations, human rights, occupational health and safety, recruitment and staffing, attendance and disability management, position management, performance management, organizational design, pension and benefits, compensation management, recognition programs, employee relations, corporate training and development. Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Budget Expenditure: 2,773 2,844 Non-tax revenue: Net (tax supported): Capital budget Expenditure: Non-tax revenue: Net (tax supported): 2,773 2, Revised Budget 2011 Revised Budget 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): Key processes Labour Relations Negotiation and administration of collective agreements, grievances and arbitrations; employee contracts; human rights investigations/mediations; and administration of the job evaluation process. % Outsourced percentage 0% Page 1 of 17

2 Occupational Health and Safety Development, analysis, management and reporting of Corporate Health & Safety Management System (OHSAS 18001); issue resolution; development of Corporate policies/procedures and training programs; lead contact/resource for Ministry of Labour inspectors; conduct workplace audits and develop action plans to achieve compliance; accident investigations; and oversee the Joint Health and Safety Committees. % Outsourced percentage 0% Corporate Training Identify training and development requirements; source and recommend both internal and external training delivery options; design, develop and facilitate custom training programs; Ivey Management Foundations Program; maintain employee training database; policy development and consultation; development and administration of the Corporate training calendar and Corporate Orientation Program. In partnership with a number of community organizations including the London Coordinating Committee to End Woman Abuse and the London Diversity Race Relations Advisory Committee review and develop policies and training programs ("Respect at Work" and "I Step Forward.") % Outsourced percentage 5% Employee and Client Relations Recruitment; on-boarding of new employees to ensure that they are actively engaged and feel that they have a vested interest in making the organization successful; position management; outreach initiatives (job fairs, schools, community agencies); succession planning; coaching/counselling; performance management; policy development and consultation; employee relations and union liaison. In partnership with a number of community organizations develop and implement: co-op placements; work placements; and mentorships focusing on diverse members of our community. % Outsourced percentage 0% Rewards and Recognition Negotiation, analysis, management and administration of: OMERS Pension Plan; employee retirements; employee health, dental, disability and life benefit programs; WSIB, STD and LTD claims; employee sick leave programs; return to work programs; occupational health and wellness; attendance programs; performance management programs; compensation programs; recognition programs; OMBI; employee assistance program; medical surveillance; immunization program; corporate employee events; and policy development and consultation. % Outsourced percentage 2% Regulatory/Policy landscape Service Delivery method Discretionary Non-legislative Page 2 of 17

3 New council direction, new regulations, legislative changes Council resolution to implement a Position Management Process Council resolutions to implement corporate restructuring initiatives that are intended, in part, to ensure an alignment of Administrative Initiatives with Council's strategic direction and governance structure, clearly define roles and responsibilities, eliminate duplication in service delivery and promote efficiencies and effectiveness through thoughtful integration of services. Council resolution to implement a new compensation program for management employees. Bill 168, An Act to amend the Occupational health and Safety Act with respect to violence and harassment in the workplace and other matters. Accessibility for Ontarians with Disabilities Act (AODA) and regulations. Various amendments and updates to employment and labour legislation including: the Employment Standards Act, Ontario Human Rights Code, Workplace Safety and Insurance Act, OMERS legislation, Occupational Health and Safety Act, and various other legislation pertaining to human resources. Current state of this service The Division is organized into four sections Employee and Client Relations, Labour Relations, Rewards and Recognition, and Occupational Health & Safety and Corporate Training. Over the last few years, the request for HR services has grown significantly. At the departmental level, managers are requesting more customized services tailored specifically to their unique needs. At the Corporate level, HR is developing and implementing more corporate-wide initiatives including an Attendance Management Program; a Position Management Program; a new compensation and Performance Management Program; as well as the expanding/modifying existing programs such as the Corporate Orientation Program; Ivey Management Foundations Program; the Workplace Diversity Statement and Plan; Standing Together Employees Caring for Employees Program, employee recognition; wellness; community partnerships. As well we are seeing an increase in the activity in investigations, mediations, and informal resolutions pursuant to our various policies. At times, we are challenged to meet the expanding needs of our clients due to staffing resources; lack of technology and financial resources; and the existing arbitration process. Recent enhancements to economy, efficiency and effectiveness Position Management Process In 2011, developed a process that gives Civic Administration the ability to contain costs and better manage the workforce by: - developing and analyzing information on employee groups to allow us to better understand and manage the workforce and personnel budget; - creating a system to identify and track the number of active employees and positions within the Corporation and the associated costs at both an individual employee/position level; - ensuring positions are confirmed or approved through the annual budget process; - creating a centralized and consistent process to authorize the creation of positions outside the annual budget cycle; and Page 3 of 17

4 - creating a centralized process to review vacancies as they arise to determine whether they are mission critical to the function of the Department and should be filled as is, restructured, consolidated in another area or declared redundant. The PMP consists of four key components: Data Gathering and Analysis, Systems Development, Position Approvals and Vacancy Management. The projected cost savings/avoidance associated with the implementation of the PMP will assist the Corporation in meeting its financial targets and better manage the workforce. Employee Attendance Support Plan A program to manage employee absenteeism was launched in July 2008 and revised and relaunched in July The objective of the program, titled the Employee Attendance Support Plan ( EASP ), is to improve employee attendance by bringing absenteeism that exceeds the defined threshold to the attention of the employee and by offering support and assistance. As the employee moves through the Plan, the concern for the employee s absenteeism is noted, assistance and support is offered, and attempts are made to identify if there are any medical condition(s) that could be impacting the employee s ability to attend work and/or that require accommodation. As a result of the implementation of the above, the City of London absenteeism has dropped from an average of 74.8 hours per employee (2007) to 60.5 hours per employee (2010) which equates to a decrease of 14.3 hours per employee and results in approximately $700,000/year less being paid to employees in sick leave benefits. Negotiation of favourable, long-term compensation agreements/contracts with four of our employee groups. The cost of these contracts (0% wage increase in the first year) resulted in significant cost savings/avoidance for the Corporation and was done in advance of two of the contracts expiring. "I Step Forward to end Violence and Abuse in my Community, Workplace and at Home" Training Program. The 'I Step Forward" Program was developed in partnership with the London Coordinating Committee to End Woman Abuse s (LCCEWA) Advocacy and Communications Committee and is intended to provide employees with information on the dynamics of woman abuse, sexual violence and family violence including elders, children and intimate partners; offer practical tools and strategies to abused employees on how to access support and safety planning in the workplace; as well as to provide referrals and access to resources in the community. In addition, the I Step Forward program is designed to offer tools and strategies to managers on how to better assist abused employees to enhance their safety and maintain their employment and encourages all employees to be Champions for Peace by making a positive impact in their community, workplace and in their homes. The program meets, in part, our obligations under Bill 168 with respect to workplace violence and domestic violence. This program is believed to be the first of its kind in Canada for a workplace taking a leadership role in shifting a workplace culture which, in turn, will begin a shift in our community s culture. In 2010, the Corporation was the recipient of the Canadian Association of Municipal Administrators (CAMA) Award of Excellence in Education for the "I Step Forward" Program in recognition of innovation, dedication and meritorious service in municipal administration in Canada. Page 4 of 17

5 Negotiated Benefit Renewals On an annual basis, HR conducts a review in preparation for contract renewal negotiations with our benefit providers. Prior to negotiations, HR undertakes an extensive review of the contracts of insurance focusing on opportunities to reduce cost, secure cost guarantees, identify administrative efficiencies and negotiate reduced fees. Furthermore, meetings are held with insurance providers with the goal of enhancing customer service and providing more accurate and timely claims management. This process results in cost savings/avoidance that assists the Corporation in meeting its financial targets. Workplace Diversity Plan In partnership with the London Diversity Race Relations Advisory Committee LDRRAC, HR developed a Workplace Diversity Statement and Plan (WDSP). The Workplace Diversity Statement affirms that the Corporation values diversity and inclusiveness and believes that diversity and inclusiveness are central components toward building a more supportive workplace. In addition, the Workplace Diversity Plan outlines initiatives that increase workplace diversity and continue to move the organization towards a more supportive workplace. The WDSP is the guiding document and framework necessary to ensure that the Corporation is "attracting", "engaging", "developing" and "celebrating" exceptional people in public service and building a talented and diverse workforce, that is representative of our community. In support of the WDSP, HR introduced a number of initiatives including implementing HireDesk, a recruitment software program that allows us to remove certain information (i.e. information that may identify an applicant's race or ethnic origin) and automate the initial assessment process by evaluating candidates based on job related qualifications that are determined before the recruitment process begins. The software enhances our recruitment process by providing automated responses to candidates (i.e. acceptance of resumes); generating reports that support each step of the recruitment process (i.e. applicant history tracking, time to hire, closed/open jobs); and allowing applicants to create and store their documentation on-line. Also, HR has developed a new career opportunities website which is targeted to go live in June The website outlines our current employment opportunities and also has a link to our online application. The objectives of the website include creating a process that is more transparent and supportive to applicants and free from barriers that might impede equal participation amongst applicants; as well as providing links/referrals/information for applicants how to apply and where to obtain support for such things as, educational equivalency assessments, frequently asked questions, newcomers to Canada etc. The posting of job opportunities online has significantly reduced the advertising costs and created process efficiencies. Firefighter Recruitment In 2010, HR led the reengineering of the fire recruitment process to provide for an online application system. Previously, the recruitment process involved a manual, labour-intensive process involving up to 5 staff at a cost to all applicants of $155. The new process resulted in a number of process efficiencies and an overall 5 week reduction in the firefighter recruitment and selection process. Page 5 of 17

6 Employee Wellness Newsletter In February 2011, launched Your Health Matters, a bi-monthly newsletter filled with wellness tips and information for employees aimed at improving health and wellness. Ivey Management Foundations Program: New Modules Four new modules were developed and delivered as part of the Program focusing on developing management skills and giving our leaders the tools they need to effectively manage their employees and projects. Module 1 - Service Operations Blueprinting, focused on understanding the service delivery context (customers, inputs, outputs, action required, where value is created, where costs accrue) and on creating a service "blueprint" of each service provided within the City. By "blueprinting" each service, managers are able to see and understand where value is created (or not) and which behaviours and actions in particular create that value (or don't.) Module 2 - Measure, Metrics and Benchmarks, focused on understanding efficiency of service delivery. This accounting module built on the work first completed on the service blueprint in Module 1 and is aimed at helping develop an understanding of how to redesign and improve service delivery. Module 3 Bringing it All Together to Redesign and Improve Service Delivery, focused on producing a business plan for each service. Using the blueprinting process and the metrics, measures, and benchmarks identified in the first two modules, participants in Module 3 worked to reduce inefficiencies, curtail costs, and streamline the delivery of value added services in preparation of Business Service Plans. Module 4 - Public Service Relations: Building Customer Focused Service, focused on the service delivery process to examine whether a reconceptualization of the customer necessitated a redesign of the process. In addition, participants identified and assessed metrics to determine how well the service was delivering value to the identified customers. Expanded Occupational Health Services In 2010, HR conducted an RFP for occupational health services with the objective of providing our employees with a more supportive workplace by expanding these services within existing budgets. Expanded Employee Assistance Program (EAP) In 2010, HR conducted an RFP for an EAP provider with the objective of providing our employees with a full range of progressive and best practice EAP services within existing budgets. Development of an HRIS Roadmap In 2010 HR sought proposals for a HRIS Needs and Gap analysis with the purpose of seeking to implement leading industry practices that leverage technology enabling increased efficiency and accurate/timely information for appropriate decisions. Deloitte Consulting was selected to conduct the HRIS Needs and Gap analysis and together with HR conducted a review of existing technologies used and future requirements for a robust, integrated HRIS. Page 6 of 17

7 The findings provide a clear and focused approach for HR as it partners with the JDE upgrade team to enhance and leverage systems. The findings also highlight that the JDE system, after upgrade, will not fully meet the needs of HR. Enhanced software will still be required to build and maintain interface technology. Future direction of this service The anticipated or existing constraints and opportunities, and anticipated legislation impacting the future direction of the services provided by the Division include: Continued consultation with our employees, community partners, organizations to determine best practices and areas for improvement. Greater use of technology and less reliance on manual processes. Furthering the Corporation s Diversity Statement and Plan. Developing and implementing new and/or enhanced corporate initiatives, including: performance management, position management and increasing employee engagement. Implementing strategic wellness initiatives in support of our Attendance Support Program. Creating co-op opportunities, mentorships and other placements in partnership with educational institutions and community groups. Focusing on the early intervention and resolution of employee complaints through mediation and informal resolution where appropriate. Compliance with the AODA and potential changes in the arbitration process. Acknowledging and celebrating the value that our employees add to the organization and the difference they make in our community. Investments required: In order to meet the goals noted above, the Division requires financial resources specifically in the areas of technology and Diversity related initiatives. Objectives next 4 years Performance Management Program To develop and implement an enhanced Performance Management Program that links individual performance to corporate objectives and other corporate initiatives/programs including business plans, Leadership Profile, training programs and succession plans thereby increasing overall corporate performance/results. Expected completion year Division responsible 2012 Actions Performance Management Program to be rolled out in phases beginning in Action steps include: Finalize Leadership Profile. Page 7 of 17

8 Link business plans, leadership profile, succession and training programs with performance processes, documents, and timelines, etc. Train employees on new program including timelines and deliverables. Develop and implement tools/training to support consistent application of ratings across departments. Review, analyze and benchmark compensation program on a regular basis. Develop and implement initiatives that support a culture shift from viewing performance evaluation as a once a year event to an ongoing - day-to-day coaching and recognition process. Enhance recognition programs. Outcomes and measures Regular performance evaluation and reporting; supportive performance appraisals; fair compensation and recognition; personal and professional development opportunities; improved employee and corporate performance/quality of service; and engaged employees. Attendance Management To support and improve employee attendance rates, policies and procedures. Expected completion year 2012 Division responsible Actions Continue with implementation of the Employee Attendance Support Plan. Review policies and procedures related to other time off provisions (i.e. vacation, lieu, etc.) Provide additional training and support to managers/supervisors to encourage ownership of the EASP and other time off policies. Continue to provide on-going communication and support to employees involved in the Employee Attendance Support Plan. Identify and implement wellness initiatives. Research best practices pertaining to attendance management and compare to current policies and procedures and recommend and implement change as required. Outcomes and measures Healthier employees; reduction in lost productivity; reduction in mean number of paid sick leave hours per employee; supportive time off policies and procedures; and policies and procedures in accordance with best practice. Position Management Process Implementation and enhancement of the Position Management Process to contain costs and better manage the corporate workforce. Expected completion year 2012 Division responsible Page 8 of 17

9 Actions Create a system to identify and track the number of active employees and positions within the Corporation and the associated costs at both an individual employee/position level. Ensure positions are confirmed or approved through the annual budget process Create a centralized and consistent process to authorize the creation of positions outside the annual budget cycle. Create a centralized process to review vacancies as they arise to determine whether they are mission critical to the function of the Department and should be filled as is, restructured, consolidated in another area or declared redundant. Outcomes and measures Better management of corporate workforce; recognize cost savings/avoidance, and consistency with respect to the creation and filling of positions. Engagement Strategy Develop and implement programs/initiatives to enhance the level of employee engagement through the use of one's talent, ideas and energy. Expected completion year 2014 Division responsible Actions Research best practices pertaining to employee engagement strategies. Develop and implement a comprehensive employee engagement strategy including programs/initiatives in support of the employee engagement. Conduct "Pulse Check" surveys to gauge employee engagement. Conduct Employee Census. Outcomes and measures Engaged employees; greater productivity; decreased voluntary employee turnover; decreased absenteeism; enhanced employee orientation; tailored training programs; and outcome of "Pulse Check" surveys. Health and Safety Management Initiatives Identify, develop and implement corporate initiatives in support of organizational commitment to Health and Safety including accreditation under either CSA Z1000 or OHSAS for the Corporation's Health and Safety Management System. Expected completion year 2014 Division responsible Actions Expand enrolment in the Health and Safety Management System (HSMS) to all divisions within the Corporation (i.e. risk assessment and annual continuous improvement program targets.) Develop and implement additional policies/procedures for all program elements. Audit program compliance against standards and implement required program enhancement. Page 9 of 17

10 Apply and participate in external accreditation audit of HSMS program against one or both standards Commit and participate in the Road to Zero Program aimed at developing and implementing a comprehensive model for identifying and targeting for action those workplace conditions, practices and hazards that pose the greatest risk to workers. Outcomes and measures Decrease in frequency and severity of reported injuries, higher productivity, increased levels of employee engagement, decrease in regulatory orders, and decrease in WSIB related costs. Diversity Programs/Initiatives Develop and implement diversity programs/initiatives that support the Workplace Diversity Statement and Plan in furtherance of the Workplace Strategic Priority of building a more supportive workplace that is representative of our community. Expected completion year 2012 Division responsible Actions Diversity Programs/Initiatives to be rolled out in phases beginning in Action steps include: Develop and implement the "It Begins With Me" training module under the Standing Together - Employees Caring for Employees Program to address, among other things, the issues of workplace violence, appropriate use of technology, accommodation of employees with disabilities, and time off for religious observance. Develop and implement an Internship Program for People with Disabilities and New Canadians. Develop, implement and report on an Employee Census to gather information regarding our employee demographics. Research best practices pertaining to workplace diversity programs/initiatives and develop and implement new programs/initiatives as appropriate. Outcomes and measures Workforce that is engaged, diverse and representative of our community; feedback from employees, number of training sessions, number of individuals participating in internship programs; and feedback from interns and employee mentors. Implementation of HRIS Roadmap: Leveraging Technology To utilize the JD Edwards XE system to its full capacity as a Information System. Expected completion year 2016 Actions Participate on JDE project team. Division responsible Act upon findings in Deloitte Report regarding to enhance and leverage technology. Implement succession planning in Halogen. Build new workflows to enhanced HR processes in JDE upgrade. Page 10 of 17

11 Investigate system integration with Hire Desk and JDE master data fields. Outcomes and measures Reduction in manual processes; increased data tracking, reporting, and analysis capabilities; standardized HR processes across the Corporation thereby eliminating the need for stand - alone systems to meet changing business requirements; implementation of electronic workflow and approval capabilities thereby streamlining processes and reducing approval times; reduction in printing costs for manual forms; and improved data integrity. Position Action Forms (PAF) The PAF is a paper based form used throughout the corporation to alter individual employment status. The form is circulated via inter office mail for authorization, audit and eventually to payroll for entry into JDE. The HR and Payroll divisions have partnered to develop an online PAF system. Expected completion year 2014 Division responsible Actions Ensure JDE project team is aware of online workflow requirements designed to eliminate PAF e-form/ paper based form. Develop new workflow in JDE to eliminate PAF, ensure data accuracy and improve reporting, reduce payroll re-work and enhance timeline for updates to employee records. Test to ensure the workflow is effective and efficient, removing current requirement for duplicate data entry. Pilot new workflow in key City department(s), measure results and adjust if required. Develop training and user tools to ensure full corporate implementation. Implement training program. Outcomes and measures Enhanced service delivery; reduction of paper; streamlining of processes; expedited data entry; and improved data quality. Emerging issues and challenges AODA The AODA and regulations (i.e. the Employment Standard) will impact the delivery of HR services including; recruitment; assessment; selection; hiring; training and development and retention. Legislation Potential changes to the Arbitration Process If a Provincial Progressive Conservative government is elected as the government in Ontario, this could affect the negotiation process for those employee groups which are subject to interest arbitration. Page 11 of 17

12 The party has indicated its intention to revise and tighten legislative criteria to force arbitrators and arbitration boards to be more accountable for their decisions, and to start giving due consideration to each of the legislated criteria, including the specific municipality s and its taxpayers ability to pay based on the local and Ontario economies. Other Demographics - Changing employee and applicant pool demographics (i.e. aging workforce) could lead to an increased demand for services in the areas of disability management, pension, benefits, recruitment and talent management, succession planning, and rewards and recognition initiatives. Over the next five years 35% of employees are eligible to retire with a reduced or unreduced pension. We anticipate at least 20% of those employees eligible will retire based on current trending. In response to this, we will strive to increase the skill and knowledge levels of our employees and develop a viable succession plan to ensure that there are suitable candidates ready to take on critical roles and positions within the Corporation. We will continue to support training and development initiatives to renew corporate expertise in key areas while balancing our needs to be representative of our community Service changes with financial impact (+/-) Diversity Programs/Initiatives Objective To develop and implement programs/initiatives in support of the Workplace Diversity Statement and Plan and in furtherance of the Workplace Strategic Priority of building a more supportive workplace that is representative of our community. Implementation year 2012 Budget Implications in $000s Target year 2012 Year Gross Expenditure Funding type Ongoing Non -Tax Supported Revenue Net Budget (Tax Supported) Operating budget Year 1: Year 2: 0 Year 3: 0 Ongoing annual: Beginning year Capital budget Year 1: 0 Year 2: 0 Year 3: 0 Future years: Beginning year 0 Page 12 of 17

13 Statistics and performance measures A Activity measures Number of Retirements Unreduced Retirement Projection This is a new measure, therefore, historical data is not available. These numbers are as at August 27, The 2010 number is larger as it includes all those employees in previous years who were eligible but did not retire. All other numbers represent newly eligible employees in the year reported. Number of WSIB Incidents/Claims Number of Short Term/Long Term Disability Claims Open This is a new measure, therefore, historical data is not available. Corporate Training Sessions Page 13 of 17

14 Corporate Orientation (3 and 1 day sessions) This is a new measure, therefore, historical data is not available. Job Evaluations This is a new measure, therefore, historical data is not available. Positions Posted New Hires/Promotions/Transfers Grievances Referred to Human Resources This is a new measure, therefore, historical data is not available. Page 14 of 17

15 Grievances Referred to Arbitration This is a new measure, therefore, historical data is not available. Number of Collective Agreements Negotiated Number of Positions Considered as part of Position Management New performance measure, therefore, historical data is not available. B Efficiency measures Percentage of Performance Management Process Tasks Completed by Original Due Date New performance measure, therefore, historical data is not available. Permanent Turnover Percentage (Voluntary including retirements/headcount) Page 15 of 17

16 C Effectiveness/Quality/Satisfaction measures Average Annual Paid Sick Hours Per Employee Number of Short Term/Long Term Disability Claims Closed This is a new measure, therefore, historical data is not available. % of Employees Returning to Work Following WSIB Incident/Claim % of Occupational Heath and Safety Continuous Improvement Programs Completed New performance measure, therefore, historical data is not available. Cost Savings/Avoidance as a Result of Position Management New performance measure Page 16 of 17

17 Positions Declared Redundant/Reorganized as a Result of Position Management New performance measure Page 17 of 17