Human Resources Department FY 2020 Recommended Budget Joint Finance Committee/Council June 10, 2019

Operating Budget 2

Human Resources Department FY 2019 Accomplishments FY 2019 Accomplishments Negotiated successor contracts with PPOA, PMA, AFSCME and SEIU Played a key role in configuring, testing and maintaining data in Tyler-Munis HR/Payroll module and the upgraded VTI Timekeeping system Developed and presented training to employees Offered training courses targeting core competencies and supervisory training both through in-person and LinkedIn Learning Partnered with City departments to fill over 200 regular positions

Human Resources Department FY 2019 Accomplishments FY 2019 Accomplishments (continued) Negotiated carrier change for ancillary benefits resulting in reduction to City costs and improved benefits Enhanced customer support to departments by bringing interactive process meetings in-house Reduction of employees on long-term leaves of absence Provided on-site physical therapy for Police Department employees

Human Resources Department Expense History By Fund Expenses (rounded) FY 2018 Actual FY 2019 Revised FY 2020 Recommended General Fund $3,743,000 $4,440,000 $4,713,000 Air Quality Imprvmt Fund 164,000 170,000 176,000 Benefits Fund 1,040,000 979,000 1,054,000 Workers’ Comp Fund 2,085,000 2,424,000 2,478,000 Total $7,031,000 $8,012,000 $8,420,000

Human Resources Department Expense History By Division or Major Budget Area Expenses (rounded) FY 2018 Actual FY 2019 Revised FY 2020 Recommended HR Administration $647,000 $754,000 $782,000 Benefits Administration 1,040,000 979,000 1,054,000 Employment Services 1,749,000 1,933,000 2,105,000 Employee Relations 893,000 1,024,000 1,086,000 Labor Relations 292,000 395,000 393,000 HR Prideshare 325,000 504,000 522,000 Safety 403,000 567,000 605,000 Workers’ Compensation 1,682,000 1,856,000 1,873,000 Total $7,031,000 $8,012,000 $8,420,000 FTEs 34.75 47.42*

Human Resources Department Expense History By Category Expenses (rounded) FY 2018 Actual FY 2019 Revised FY 2020 Recommended Personnel $4,357,000 $4,562,000 $4,943,000 Services & Supplies 2,038,000 2,752,000 2,706,000 IS Charges 636,000 698,000 771,000 Total $7,031,000 $8,012,000 $8,420,000

Human Resources Department FY 2020 Major Cost Components (Non-Personnel) Other Contract Services (811400) ~ $1.7 Million Workers’ Compensation Self-Insured/TPA fees, pre-employment and recruitment expenses, outside investigators, Prideshare (Tap Card) expenses, Employee Assistance Program, Workers’ Comp carve-out program Consultant Services (811500) ~ $325,000 Labor negotiations expenses, HR-Administration investigation services, safety and threat consulting services Citywide Employee Training (813000) ~ $275,000 Citywide Tuition Reimbursement (827200) ~ $70,000

Human Resources Department Significant Changes From FY 2019 Budget Graduate Management Intern to HR Specialist Support recruitment and selection activities citywide Provide more versatility in organizing department work assignments Increase in FTE from 0.75 to 1.00 Lower salary range offsets slight increase in FTE

Human Resources Department Significant Changes From FY 2019 Budget Position Control Numbers for City Service Worker Retirees 27 “defunded” positions will be housed in Human Resources (12.42 FTEs) Placeholder only. CSW Retirees end up working in other city departments and are paid for by those departments CSW Retirees have historically been unbudgeted but the new Payroll system requires positions to be accounted for This change also will help ensure compliance with CalPERS limit of 960 hours worked per fiscal year Do not require additional appropriations

Human Resources Department FY 2020 Key Issues and Strategies Key Issue Successfully implement HR/Payroll modules in Tyler Munis Enterprise Resource Planning System Strategies Dedicate HR staff to the ERP project team Partner with Departments of Information Technology and Finance to configure system, test it, and train employees

Human Resources Department FY 2020 Key Issues and Strategies Key Issue Negotiate successor contracts with AFSCME, IBEW, LIUNA, IUOE, PFFA, PFMA, and PMA Strategies Work with labor groups to negotiate in good faith and reach agreement on fair contracts Work within the financial parameters approved by City Council Focus on meeting citywide objectives

Human Resources Department FY 2020 Key Issues and Strategies Key Issue Reduce Workers’ Compensation costs Strategies Continue regular meetings with City departments Partner with Safety to address common injuries through training and education Review level of optional salary continuation benefit Implement a WC Carve-Out Program in partnership with the PPOA Desired results: Quicker treatment, faster return to work, reduced litigation, streamlined dispute resolution, reduced costs

Human Resources Department FY 2020 Key Issues and Strategies Key Issue Hire qualified employees who enrich the organization through diversity, integrity, and outstanding qualifications Strategies Work with departments to identify job competencies; promote employment via social media and at job fairs; use diverse raters on interview panels Continue vocational job training programs (Ambassadors, Summer Rose, and MASH) Foster an environment supportive of diversity and inclusiveness. Continue offering implicit bias, diversity, inclusion and belonging training programs

Human Resources Department FY 2020 Key Issues and Strategies Key Issue Build and develop skills of employees Strategies Offer in person and online training designed to enhance core supervisory skills including performance management, accountability, coaching, conflict resolution, and delegation Develop and implement HR Tips in a Minute Videos 2-3 minute videos designed to share HR-related information with employees