City and County of San Francisco Department of Human Resources Department of Human Resources Civil Service Reform Preserving the Promise of Government Board of Supervisors Government Audit & Oversight Committee Civil Service Reform Hearing August 15, 2005 Philip A. Ginsburg Human Resources Director

City and County of San Francisco Department of Human Resources Board of Supervisors Government Audit & Oversight Committee Civil Service Reform Hearing Agenda, August 15, 2005 ________________________________________________________ DHR Policy Paper – Process and Findings Overview of Recommendations Mayor’s Initial Directives Other Reform Efforts Questions and Comments

City and County of San Francisco Department of Human Resources Civil Service Reform Project DHR Policy Paper– Process and Findings ________________________________________________________ Process - Stakeholder Meetings and Input - Jurisdictional Surveys - Best Practice Literature Review Reform Areas - Hiring - Employee Investment and Performance Management - Separation - Governance Findings - General discontent with the current civil service system - Slow, unresponsive, unfair, under funded - Fails to effectively support operational needs - Fails to motivate employees The Report - A total of 45 recommendations in the 4 reform areas

City and County of San Francisco Department of Human Resources Six Core Themes 1.Respond to a changing workforce. - Provide incentives to keep employees working longer; modernize our classification plan. 2.Engineer more efficient civil service hiring processes. - Develop new methodologies and increase the use of technology to hire employees. 3. Focus on performance. - Conduct regular performance evaluations, simplify processes for managing poor performance and provide adequate motivation to inspire excellence. 4.Open doors to career development. - Invest in training and professional development, and create flexible opportunities to promote. 5.Rationalize separation procedures. - Modify our current procedures and expedite resolution of disputes. 6.Modernize and simplify the governance of our personnel system. - Simplify and streamline our personnel and civil service system and clarify the roles and responsibilities of DHR and the Civil Service Commission. Civil Service Reform Project Overview of Recommendations ________________________________________________________

City and County of San Francisco Department of Human Resources Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________ 1)Faster Permanent Hiring/Eliminate Provisional Appointments 2)Upgrade Human Resources Technology 3)Increase Training and Career Development Opportunities 4)Performance Planning and Appraisals 5)Succession Planning and Class Plan Modernization 6)Simplify and Revise Civil Service Rules

City and County of San Francisco Department of Human Resources 1)Faster Permanent Hiring/Eliminate Provisional Hiring Problem: It takes too long to hire permanently >>> up to 12 months. Departments rely on provisional hiring to address immediate needs. Provisional employment can be inequitable and inefficient. Reform Underway: DHR is developing 60-day merit-based permanent hiring process. DHR is exploring use of apprenticeships, licensing, certificated and educational programs to establish eligible lists in lieu of more traditional testing. DHR is expanding use of multi-classification exams. DHR is expanding use of continuous lists and continuous testing. DHR is working with Mayor and Controller to simplify requisition approval process. Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________

City and County of San Francisco Department of Human Resources 2) Upgrade Human Resources Technology Problem: Paper transactions are slow and labor intensive. Poor technology contributes to delays in hiring and other forms of HR processing. Restricts hiring and employment information from decision makers. Existing technology is out of date and not strategically coordinated. Reform Underway: Implementing fully integrated on-line hiring system – web-based recruitment, applications, screening, certification and referral. Upgrade PeopleSoft to current platform. Fully integrate with payroll and retirement system. E-distribution of job announcements and eligible lists. E-tracking of temporary employee work hours. E-approval of routine pay and premium transactions. Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________

City and County of San Francisco Department of Human Resources Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________ 3) Increase Employee Training and Development Opportunities Problem: The City is failing to motivate and inspire high levels of employee performance through career development and training. The City is failing to provide new supervisors with the management skills needed to properly lead and manage employees. The City is failing to engage in adequate succession planning by providing adequate encouragement and incentive to increase competencies to move into positions of greater responsibility and leadership. Reform Efforts Accomplished or Underway: The Mayor has directed departments under his direction to begin providing newly hired supervisors and managers with required training. Further, he has directed DHR to provide a plan to make training required for all supervisors and managers by end of fiscal year. The Mayor has directed DHR to work with SF State and City College to create “City University” to provide on-site career development opportunities. DHR has created core supervisorial/managerial training curriculum. DHR has created new centralized web-based training site as a resource for employees to identify training opportunities throughout City departments.

City and County of San Francisco Department of Human Resources 4) Performance Planning and Appraisals Problem: The City fails to perform regular performance evaluations for its employees. Employees do not receive the fair and meaningful input of performance planning and goal setting feedback needed to do their jobs well and to develop professionally. There is little recognition or incentive for excellent performance, nor is there disincentive for underperformance. Reform Efforts Accomplished or Underway: The Mayor has directed departments under his direction to complete annual performance planning and appraisals for all employees. DHR will begin providing additional performance planning and appraisal training. Upgrade to PeopleSoft will help enable tracking of citywide performance evaluations. Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________

City and County of San Francisco Department of Human Resources 5) Succession Planning/Class Modernization Problem: 43% of City employees 50 or older and large scale retirements looming. (1200 Retirements in 04-05) The City is not adequately engaged in succession planning. The City’s class plan includes 1300 different jobs, which places a great deal of pressure on the HR system. The class plan creates too many barriers to entry and is failing to keep up with more modern and dynamic definitions of work. Reform Efforts Accomplished or Underway: The Mayor has directed DHR to convene a task force on succession planning with Controller and Retirement and to provide annual report on City’s workforce that incorporates succession planning strategies. The Mayor has directed DHR to continue work on modernizing the City’s class plan with the goal of reducing overall number of job classes and making sure MQs help screen in a diverse pool of talented workers and innovative thinkers. Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________

City and County of San Francisco Department of Human Resources 6) Simplify the Civil Service Rules Problem: General consensus that 4 volumes of civil service rules need simplification, updating and revision. The Rules fail to distinguish between the Commission’s jurisdiction to ensure integrity of the merit system and DHR’s responsibility to administer personnel system in a climate of changing legal, financial, technological and service parameters. Reform Efforts Accomplished or Underway: The Mayor has directed DHR and CSC to convene a task force to simplify Civil Service Rules that will include labor, operating departments and outside personnel experts. He has asked that work conclude by January ‘07. DHR is working with CSC to identify strategies to strengthen independence of the Commission’s appellate functions. Civil Service Reform Project Mayor’s Initial Directives ________________________________________________________

City and County of San Francisco Department of Human Resources Civil Service Reform Project Ongoing and/or Upcoming Reform Efforts ________________________________________________________ Additional Ongoing and/or Upcoming Reform Efforts DHR will be hiring new recruitment staff to revitalize in-house recruitment responsibilities. DHR is working with labor to negotiate new performance based compensation programs for professionals, managers, deputy probations officers and deputy sheriffs. DHR will look to expand the program during negotiations. DHR is working with labor to expedite grievance procedures to ensure timely resolution and fairness in dispute resolution. DHR is working with the City’s craft unions on greater use of apprenticeship programs. DHR is working on a new City-wide transition to work program

City and County of San Francisco Department of Human Resources Civil Service Reform Project Questions and Comments ________________________________________________________ → Additional information at → Or questions and comments to