HomeMy WebLinkAbout0512.093•
October 7, 1993
THE HONORABLE CITY COUNCil.
Palo Alto, California
M"fCW Driven Budget for the Hllman R~ Departm~-.!
Members of the Council:
Reoort in Br!el'
Thls is an informational report to provide an O\lcrview of the Human Re:wurces Dep:mmcnt's
Mission Driven Budget (MDB). This report was prepared foUowing an extensive process in
which ail members of the department actively participated in redefining functional areas and
activities, identifying customers for HRD~s ~ and determining impaL1. w.e.asu.rements for
all o! our major activities. These components are described later in this report.
Rpdrgrmmd
Last June, CouncUapproved the "Mission Driven Budget" concept and direcU:d each department
to develop &. new budget based upon services provided rather than departmeDmi strUCture.
The Human Resources Departmelll. is responsible for attracting and hiring the most qua1ified
emplOYees, enhancing their personaI .. ..: professional skills and providing them wilh the
opportunities for career and persooal growth which will improve the delivery of services, The
Human Resources Department also manages and adminiSlers compensation plans, labot
agreemen.ts. mt:rit rules, et:i1ployee benefit plans, comnrute alternative programs and risk
management program'50.
Cnrn:ntIy our budge! is divido.l into three subprograms: Risk Management, Employment and
Employee Services Using the MDB process, we divido.l the department into five functional
areas. They are:
• Workforre Recruitment and Selection
• Employee Relations, COIIlpC!lSllticn and Benefits
• Risk Management
• Transportation Demand Management
• Human ReSOllI"CeS Development and Worklife Enhancement
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Page Two
Q .. ni.,.. of !be MDB Pro.."W
Initially. aU staff members met to djscll.~ "Wby MUB ~ and then to identify all activities
performed by the Human Resources Departmen[, Detailed lists of all activities performed were
prepared. Tbese lists wen: then grouped into major activities and the functional areas. The staff
developed mission statements for each functional l!'ea and for the department,
The MDB process, which included feedback from :he SeniOl" ManagemeDl Group and u:her
department Slaff, allowed :he Human Resources DepanmeDl staff '0 re-evaluate 'lleir definition
of acti vines and u:rission statements,
Once the structure was finalized, impact measures were developed for each of the major
activities. These impact measures are intended to measure the effectiveness of services
pellOtmed and programs managed and adminL<tcred by !be Human Resources DeparttneDl. The
deparImeN mis.1ion statement, functional areas and major activities follow.
To ottracI, develcp and retain a diverse, weU-qualified and professional wor/iforce lhat ref/_a,
1M .\igh S/andIlrds of lhe community we serve.
Oymie .. of Flmctiooa! Areas and Maicx: Activities
L WOIi<force Rec:ruitmeot aDd Selection
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Mi¥,jog Statement:
To assist City departments in recruiling, !eSling and selecting qualified and
capable ir.dividuah, utilizing processes companDi. "ith depamneDlal
requirements. consi;ten~ with organizational objectives and compliant with state
and federal regulations.
Majm Activities
• Qurreacb
• Selection
• EmpIOY""'Dl Administration
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2. Employee Relations, Compensation and lIet.efits
Mis.;ion Statement
To manage, administer and communicate all wmpensarion, benefit and employee
relations pla.ns and policies in a manner that "",iiI result in employee satisfaction
and retention.
Maior Activities
• ClassifICation and Pay Administration
• Labor Contract Management and Employee Relat!ollS
• Employee Benefit Plans
3. Risk Ma"agement
Mission StaJ:tmlent
To provide comprehensive: risk management services Co the City of Palo Alto to
reduce CqJOSUIe to inciden~ which may impacr the City andlor employees.
Major Activjties
• Injury and Illness Prevention Program
• Work=' Compensation Program
• Loss Comoi
4. Human Resoo.Irtes DevelopmentlWorklite Eub_
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Mission Statement
To develop effective employee skills which increase productivity. enhance
employee effectiv.,.,., and reflect a bigh level of customer service. while creating
an eDviromnent that enhances diversity. recognizes servio! and improves the
quality of worklife for all employees.
Major Activities
• Training Programs
• Rerognition Programs
• Worldife Enhancement Programs
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I P:lge Four
s 1'raJIspot1atio Demand Management
Mission Statement
To develop. promote and maintain successful and cost-effective commute
alternatives for City of Palo Alto employees (0 assist in the reduction of traff1C
congestion and improve air qualiry in the community.
Major Actjvjty
Commute alremative programs
Impart Measum rtf Major Actlrities
Alter all similar activities were grouped together under functional areas and then into major
activities, a method for measuring £be impact of each major activity had 10 be developed. In
determining impact IDeil--truf'CS, we tried to focus on measurable results that can be e~ressed as
dollars, pen:emages, efficiency or effectiveness measures. W. cIetennined that developing
meaningful impact measures is a dynamic process which will roquire further refmement as MDB
is implemented. Current impact measures are attached later in this report.
The Human Resources Department staff bas evaluat<d aU departmental activities for fonnuloticn
into tile MDB SItUCIUre. W. feel that the new functional areas and re!.ared activities reflect the
many services performed by the department.
~y submitted,
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JA. C. ROUND~> .' D!iili:tor of H
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HUMAN RESOURCES DF..PARTMENT
MISSION DRIVEN BUDGET
ATTACHMENT A
FUNCTIONAL ABEr' EmPloyee Relations. Compenqticn and Benefit'i
MI"SION STATEMENT
To manage. administer and communicate an compen.."3tion, benefn and emploYL~
relations plans and policies in a manner that will result in employee satisfaction and
retention.
MAJOR ACfMTV C1essir"mm and Ply Administraflop
GOAL STAIEMEm::
IMPACT MEASURE:
IMPACT~:
To provide a comper:itive compensation
system to attract and maintain a quality
workforce.
To mai.."1lain a VOlunwy turnover rare 00( to
eXceed 10% of the worid'orce annually,
To maintain a compensation question
response rating of satisfactoly or above in
80 % of the exit interliew questionnaires.
To eAlIIllme on an annual basis 75 % of an
of benchmarl< classifications to assure
competitive pay rates.
MAJOR ACTIVITY Labor Contract Management and Employee Relations
GOAL STATEMENT:
IMPACT MEASURE:
IMI'ACI MEASURE:
IMPACT MEASURE:
To sucussfully manage employee relations
in a manner whicb enhances employees'
qualily of work life,
To resolve 90% of grievances before
arbitration level.
To oe-gotiate successcr labor agreements
widrlo 30 da)'S of agreement expintion dare
for 90% of all agreements.
To maintain an 80 % level of sati!faction
wilh the support provided to managen about
empJoyee relations matters .
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• MAJOR AClJY]TY Emp\oy!:!: Rmefrt P!w
GOAL STATEMENT:
!Mf.ACT MUSURE:
To IIWl3ge, administer .and conununr...ate aU
employee benefit plans and related areas in
a rosl effective manner so that the
employees ",ill undermnd and apprecialJ<
<bern.
To hold the cost i",rease of benefit plans
under the annual medical care inflatioD
component of the Consumer Price Inde,.
FtJNClJONAL ABilA: Risk Managemont
MJSSION STATEMENT:
To reduce the .'po<Ure and mitigate the impa.-t of inj uries and losses to the Cit)' and its
employees.
MAJOR A.CTIVITY-Igjury and Plum Prevention Program
GOAL STA.TEM!lNT:
IMPACTMEA~
IMPACT MEAS!JRE:
To provide a comprehensive lIPP to reduce
employee injuries and illnesses
To reduce !be total of employee lost time
injuries 10 __ per year.
To reduce the IOtaI of all employee injuries
mless than __ per bundred of employees.
MAJOR AC11VITY-Worker's Compensation Prog'Wu
GOAL STATEMENT: To manage the administr1ltion of the
Worker's Compensation Program in a cost
effective manner and in accordance with
California state law.
IMPACT MEASURES: To maintain a daim cost not 10 exceed
__ per $100 of payroll.
IMP ACI' MEASt iRES; T {) maintain total number of open claims not
to exceed
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MAJOR ACTIVITY: fA'" Control
GOAL STATEMENT:
IMPACT MEASURE:
IMPACT MEASURE:
IMPACT MEASURE:
To reduce pottntial exposures and provide
an adequate level of insurance [0 fund losses
to the City.
To resol ve loss coruml and insurance iques
within hou" fer % of all
requests.
To inveS.f:igare and provide risk control
recommendations on all major incidents to
the City.
To maintain insurance premiums equal (0 or
lower than the curren! market Illtes for
c:ovt:rage.
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FUNCDONAL AREA-Workforce. Res;ruilmrnt and SelectjQn_
MISS[ON STATEMENT
To coordinate the ro.."'I\litment~ testing and selection of qualified and capable
individuals, utilizing processes compatible and consistent with departmeruai and
organizational objectives and compliant whh public policy.
MAJOR ACTIVITI...-:Qutrearb
GOAL STATEMEl\'T: To utlllU! a variety of outIeci.Ch methods insuring
a qualified and diverse applicant pool for all
e),.t~maJ recruitment
rMPACI MEA_S!lRE.;, To measure success of outreach efforts by
tracking 100% of applicants interviewed for
source of job/position information.
IMPACT MEASl.~ To pa.-ticipate in community-based recruitment
activities for a minimum of 5 fe\.,lUiuneots per
year.
MAJQR ACJTVITY-S,~1roion
GOALSTATEMEI'<T: To assist City depanments with design and
implementation of selection processes and hiring
decisions.
IMPACIMEASURE: Io maintain number of employees passing their
probationary period at _ % or greater.
ll\WACT MEASlJ~E: To have 90% of positions filled within 90 days.
IMPACTMEASUREj To have zero ;ius.tained disaimination
complaints/claims per year.
MAJQR ACTIVITY-Emproyment Administration
GOALSTATt'.MENTj To negotiate competitive temporary
employmenUre<:ruitment services and maintaira
effective recordkeeping systems that are
compliant witb federal and state requirements.
IMPACT MEASURE: To maintain contracU for temporary employment
servl.(',es wit}, a m~":'}-;~p rate not \0 urw 30%
(excluding Heavy Industr'.aJ personnel),
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FUNCTIONAL AREA -HUman R.m.ur:ces DereloomeotJ\Vorklife t:nhanwnrnt
MISSION STAIEME-..NT
To develop effective employee skills which will increase productivity. enhance employee
effectiveness and retlect a high level of customer service+ while creating an environment
that enhances divenity. recognize. service and improves !be quality of worXlife fur all
employees.
GOAL STATEMENT:
IMPACT MFAStIRE:
IMPACT MEASURE:
To develop effective employee ,kills.
To c<:rtify __ % of management employees
as Managemenr Academy graduates each
year.
To fiU __ % of open positions with
qualified internal candidate, as a mull of
training programs.
MAJOR ACTIYITY--Rtmgpitim! Actiritjes
GOAL STATEMENT;
IMPACT MEASill!.E:
IMPACTM~~
IMPACT MEAI.1JRE:
To acknowledge employees for their service
and the diveniity that they bring to the City
of Palo Alto.
To achieve a favorable rating for recognition
of rervk:e and accomplishment on % of
exit questi~. --
To recognize ___ % of employees for yean
of dedica!ed service to the City of Palo
Alto.
To have __ % of employees volumarily
participate in recognition programs or
events.
MAJOR ACTIVITY-WorkliCe Enhancement Programs
GOAl. STATEMENT: To create an environment for employees that
recognUA:S and accommodates personal and
professional needs.
IMPACT MEASU.\tE;
IMPACT MEASURE;
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To achieve a fa votable .rating: for recognition
of service and a=mplishment ~n __ % of
exit Questionnaires-
T<> achieve a favorable rating on . % of
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FUNCIJQNAL AREA-Tranmortation Jlrmand Man@gement
MISSION STATEMENT
To develop. promote and maintain sw:cessfu1 and c:oot-effecth'e comml1CC! attema.tives for
City ~f Pal" AI'" employees 10 wist in the redw:tion of traffIC congestion and improve
air quality in !he CQt\1I!llmjty.
IMPACT MEASURE; To ~ .verage ."hlcle tid=ltip
betw".n 6:00 AM to 10:00 AM, Mondlly
through Friday frcro Lll to 1.20 by 1995.
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ATTACHMENT B
LIST OF ACTMTIES
WORKFORCE RECRUITMENT AND SELECTION
Job Posting.
Job Hot tine
Job Advertise
lnreTYiew
ContI'llCt Temporary Help
Employee RequisitiollS
Faci!i1lIre and UpdatefRewrire Job Descriptions
SeledJoo~
Screen=mes
Ref.rence Cbcck
Pte-cmployment Physicals
Relocation ~
OtferlRejec( I..ettcrs
T osting: Pte-cmplo)'lllClll IIlld PromOOo ..
Salary Negotiations
East Palo AlOO ConsIllting
EEO, DfEH Complaims
Liaison wilb C....,.. Action Ce=
Scl:eduling ImeMews
E<=.tive Se:m:h
lob F'U:IOutreac!J
Carter Counseling
Employee Aro:ssions
Employee VerificlItio ..
AAPIUpdate
ADA Compliance
Update Physical FacIO"
Advertising AS='.! CO!lmlCt
Personnel Action Form Approvals
'remp<>W)' Employment Ag=y Contract
Department Head aOO C 1'.0 R<x:ruitment
Requililion Awroval
EEO Repot1ll
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HUMAN RESOURCE DEVELOPMENT
ANI' QUALITY OF WORKLlFE
Dotw--ntown Parking and Transportation
Bay Area Air Quality District Campllance
Sta.-uord Research Park Committee
World Cup Soccer Commute Coordination
Customer Service Training Committee
Commute Incentives
Storefront -Commute Drop-[n Program
Peer CO\ll\Seling
Car Pool Program
Bike Locker
GuaranteeC Ride Home Program
Work and Family lssueslTraininglCo=ling
Foreign Language Training
English as , Se<:ond IAIlgIlage (ESL)
Technical Training
Coordinate lIllemal Trainers
Tuition Re:imbu~en!
Interactive Training
TtaDSpOrtation Demand Managemeot
Commwe Coordination
Bil<e Plan
Transit Tickets
Promotions of Evenrs/Programs
Spare tile Air Program
T eiecommuling Management Program
Off site Meetings
Staff Development
Corporate Planning
Mentormg Program
Training Center Management
Training Center Scheduling
Training Center Fund Raising
Employee Training
Supervisory Training
Skills Training
Training Consortium
Managemeru Academy
Sexual Hanassment
ADA Program
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EMPLOYEE RELATiONS,
COMPENSA TION At"ID BENEl<lTS
VMC Administration
Labor Negotiations -C\Jief
City Council Polioy Liaison
Arbitrations
Disability Retirement Dererm1nation
Policy DevelopnrenI and rnterpretation
Hearing Officer for Grievances
Personnel Action Approvals
Empl"Y" Oulplaceroen! Programs
EEO, DFEH Complaints
Human Relations Committee
Pre-=ployment Physicals
Family Leave
Claims Appeal
TP A Contracts for Benefits
Insuraoce Purchasing
Mlulagemc:nt Physicals
Pre-retitement Plan
PERS PAC
COBRA Administration
Establish R= for Non-insured Plans
DECAP
I % Adjustment Mministration
CAO Review Notifications
PEMHCA Health Plans
Open EnrollmentlHeal!h Fairs
Employe< Orienrations
Employee Exits
Employee Coumcling
PERS Retiremeru
Deferred Compensation
Life! AD&D and Supplemental Life
Management Bonefd Program
Management Leave
Dental Plan
Vision Plan
Leaves of Absence
Employee Assis .. nce Program
Loug Term Disability
Job Descriptions
Pay !lates
SaIaty Sun;eys
Grievance Pro-"'...essing
Laroe Relations
Ull<JIIploymen, Claims
Union Meetings
CompemaJ;on Plans
FLSA Compliance
Merit Rules Update
Budget Request AtIalysis
Meeting and Conferring
Sratistical Bacl:up for Negoru.tiollS
Employee Relations Servke LiaiseD
Disciplinary "cnellS
Employ"," Perfonnance Appraisal PI ans
TmninariollS
EEO, DFEH Complaints
ADA CompliaDce
Conmct and Merit Rule !nlerpremticD
VMC Monitoring
EEOC Complaints
EDO Complaints
Houriy Tr.ackiDg
Position Coottol
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RISK MANAGEMENT
Drug Testing Policies
Hazardous Mat:rials CommunicatioQ Program.
Training and Compliance
Safety Committee Coordination
Injury Prevention Training
ErgonoIilics Committee and Compliance
DOT Drug Testing
DMV Pull Program
Bloc<! Born PathogellS Compliance
Pre-emp;~ymeot Medical Exams
Management Physicals
Driver Testing Exams
Special Exams
Fitness for Duty Eva1uatiOD
Employee lmmunizatiOIlS
Worl<site Inspections
Vecerinarian Physical
W orXers' Compensation Claims Process
Review Claimsl Appeals
Forward Claims 10 Thin! Party Administrator
Manage Third Party Administrator
Assign Litigation for Workers' Contpc1lSat1on
Manage Modified Work Programs
Workers' Compensation Employee Training
Medical Management of Cases
Manage Service Provid"",
Disposilion of Cases
Procure Excess Insurance
OSHA Compliance
SB-I 98 Injury and runess Prevontion
Citywide Insurance:
Liability
Property
Errors and Omissions
Fire
Auto
ACCE!.
Special Events
Comractors
Contract Review
Special Events EncroacbmeDl Penni"
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Disability Retirements
Leave. or Absence
Supervise S3rety Off"",r
Risk A voi<..u>ce -Hazmat IdentiflCliticn
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Bud~e' Cooroination mJ Control
Stdf MeetiDg~
SMG Participation
Staff Supety;sion
Wort: PWming
Qua=ly Report Coordination
Otganizaiional Memberships
Internal Committees
Celllemtial Committee
Department Coll!lJllUtication.s
Employee Files and Records
S",tistica1 nata Gathcr'.ng/Employee Stats
CAO i'ero.mnel COmnllttee FUes
MIS Cooroinaro,
PayroWHuman Resoo",es Committee
Voice M1iil Commklte
ATTACHMENT C
HUMAN RESOURCE DEPARTMENT
LIST OF CUSTOMERS
A.ctive employees and their famil ies
Retire.:! employees and their families
CitizellS of Palo Alto
Job Applicants
City Council
Department H .. ds and CADs