Office of Human Resources - 2015 Budget Presentation September 23, 2014 - City and County of Denver
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Office of Human Resources
2015 Budget Presentation
September 23, 2014
-1-Agency Overview
Description
The Office of Human Resources (OHR) is an independent agency that oversees the personnel
system for the City and County of Denver’s Career Service employees. The agency was
established in 1954 by charter to maintain the City’s merit system and ensure that the
appointments and promotions of employees are made on the basis of merit and ability.
The Office of Human Resources was previously known as the Career Service Authority. In
January, 2013 the Career Service Authority formally changed its name to the Office of
Human Resources. OHR is currently organized into 6 Support Level and 7 Service Delivery
Teams with a total complement of 107 positions.
Vision
Be the model for human resource practices that deliver invaluable service, develop strong
workforce leaders and position the City for future growth to meet the needs of Denver
citizens.
Impact Statement
The Office of Human Resources helps organizations achieve business outcomes through
thoughtful leadership, investing in employee engagement, and by incorporating inclusivity
practices. By leveraging individual strengths and influencing greater citywide collaboration,
OHR sets the stage for the City and County of Denver to have the greatest impact within the
communities it serves. Therefore, OHR strives to provide sound, responsive, accurate,
inclusive, respectful and honest HR practices.
-2-Office of Human Resources
Strategic Goals 2014 / 2015
Create and staff a centralized leave administration team. This group will review various
aspects of current leave policy and utilization in such areas as Sick Leave, Vacation Leave,
PTO and FML. The unit will look to establish processes that will ensure that leave is used in
accordance with established guidelines. (Customer Service)
Launch employee education and communications on the 2015 Benefit Plan design and
2014/2015 Wellness Initiative. (Sustainability)
Develop and provide all required training on City University. This is a resource that offers
various e-learning modules and facilitated seminars on specific topics. (Sustainability)
Develop e-learning and leadership development strategies. Identify and allocate appropriate
resources to OHR Teams to implement strategies. (Sustainability)
Discuss, develop, and implement revisions to Career Service Rule 9, Pay Administration, and
Rule 13, Pay For Performance. (Sustainability)
Develop and post an RFP for a background check vendor and make selection for new
provider. Review internal background check processes. (Customer Service)
Implement new process and on-boarding module in the NeoGov Recruiting system.
(Customer Service)
-3-Organizational Structure
-4-Office of Human Resources
Base Budget Overview
2014 2015
2012 2013
Expenditures Revised Proposed Variance
Actual Actual
Budget Base Budget
General Fund $8,695,373 $9,421,244 $10,866,900 $11,401,200 4.92%
Special Revenue
$1,788,487 $1,968,281 $1,791,900 $1,980,000 10.50%
Fund
Capital Improvement
NA NA NA NA NA
Fund
TOTAL $10,483,860 $11,389,525 $12,658,800 $13,381,200 5.70%
* OHR will receive $175,000 in 2015 to conduct a comprehensive review of the City's Merit System.
* OHR has included an additional $40,000 in its 2015 Base Request for a New Benefits Broker.
* The OHR portion of the 2014 cost of the NeoGov Recruiting/On-Boarding Software is $41,800.
* In 2014, OHR will spend an estimated $160,000 for City-Wide Background Checks.
* The contract amount for the Skillsoft Online Training Software is set at $289,000 in 2014.
* OHR has retained an external contractor, 24 HR Flex, to administer its Flexible Spending Programs at a cost of $140,000.
2014 2015
2012 2013
Revenue Revised Proposed Variance
Actual Actual
Budget Base Budget
General Fund $1,102,452 $1,883,181 $1,899,000 $1,823,700 -3.90%
* OHR Generates Revenue for the GF from both DIA and DHS from direct billings for HR services provided.
* OHR also generates revenue from Denver Health for services provided to their remaining Career Service employees.
-5-Personnel Costs
Office of Human Resources
& City-Wide Career Service Positions
2015
2014 2015 2015
2013 OHR
Office of Human OHR OHR City-Wide
OHR Pct. Of
Resources Budget & Personnel Personnel
Actual City-Wide
Personnel Budget Budget
Budget
Total Costs For Personnel $8,519,779 $9,714,727 $10,114,498 $776,516,700 1.30%
Comp Time $4,540 $8,187 N/A $2,734,100 N/A
Overtime $2,437 750 N/A $16,400,400 N/A
On-Call Budget $14,636 $1,442 N/A $14,563,700 N/A
On-Call FTE N/A N/A N/A 481 N/A
Total FTE – GF Career
Service Positions 98.75 102 105.75 4,643 2.28%
Uniform N/A N/A N/A 3,137 N/A
Personnel Perspectives
* In 2015, OHR will add a new Sr HR Professional in the Benefits Section to enhance the delivery of information.
* Also, OHR will add a new Sr HR Professional on the DIA Service Team to focus on organizational development.
* In 2015, two currently temporary, limited positions on the DHS Service Team will transition to permanent status.
* In 2014, 89.3% of the OHR budget is devoted to employee salaries and benefits.
* OHR has recently created and utilized a set of On-Call positions to meet pressing, short-term needs.
* In 2013, OHR returned $511,000 in unspent dollars to the City's GF.
-6-Office of Human Resources
Mission Level Metrics
Priority 2014 2015
2012 2013
Metrics YTD Objectives
Average Time to
Refer Certification 29 Days 27 Days 27 Days 25 Days
List
Health Insurance
7.50% 7.50% 7.50% 7.50%
Renewal Rate
OHR Employee
10.50% 20%
Engagement Rating
City Employee
15.10% 20%
Engagement Rating
Participation in
Wellness Program 476 1,500
Activities
OHR Turnover
17.40% 15.70% 13.40% 10%
Rate
City-Wide Turnover
9.70% 11.60% 6.10% 10%
Rate
-7-OHR 2015 Budget
Decision Package Summary
Expenditure Revenue Net General
Proposals # FTE
Change Change Fund Impact
OHR Benefits Section
Accepted Sr. HR Professional 1 $80,698 $0 $80,698
Comprehensive Review
Accepted 0 $175,000 $0 $175,000
of Merit System
DIA Service Team
Accepted Sr. HR Professional 1 $79,669 ($79,669) $0
DHS Service Team
Change HR Tech and
Accepted Assoc HR Prof From 2 $128,134 ($128,134) $0
Limited to Unlimited
DHS Service Team
Accepted Transfer ASA III 1 $47,118 ($47,118) $0
From DHS To OHR
Grand-Totals 5 $510,619 ($254,921) $255,698
-8-Office of Human Resources
Key Expansion Proposals For 2015
.
New Sr HR Professional Position In Employee Benefits – Request For $80,698
This request is to create a new Sr HR Professional position that will handle a number of responsibilities
within the OHR Benefits Section. This position will take a lead role in disseminating benefit information to
City employees. The position will serve as a primary point-of-contact with City agencies and City Council
on benefit issues. This Sr Hr Professional will also undertake reconciliations of the benefit program's
financial transactions including employer contributions, employee deductions, payments to insurance
carriers, and overall program costs.
Undertake a Comprehensive Review of the City's Merit System – Request For $175,000
OHR would like to conduct a comprehensive, in-depth review of the City’s Merit System. The funding
would be used to bring in an external contractor to undertake the review and make recommendations for
possible change. The City's Merit System dates back to 1954. The current merit system is quite broad in
scope in that it includes the recruiting for positions, the on-boarding of new employees, the classification of
jobs and occupational categories, the compensation and benefits that are provided to employees, the notion
of an employee's "property right" in terms of retaining a position, the manner in which grievances, appeals,
and disciplinary actions are handled, and the manner in which employees are evaluated in terms of their job
performance. However, in practice, there have proven to be many cumbersome, self-defeating, regressive,
and confining aspects of the system.
Create New Sr HR Professional Position For OHR Service Team At DIA – No Net Impact To City GF
This Sr HR Professional will focus on organizational development at DIA. The position will review and
evaluate DIA structure and business processes to enhance the effectiveness of airport programs and
services. The position will help build cohesive teams, increase the effectiveness of agency leadership, link
staff job responsibilities to DIA's corporate goals, ensure FTEs are properly allocated throughout DIA,
improve employee morale, and provide a path to overall enhanced individual and organizational
performance. OHR will bill DIA for cost of position.
Transition Two OHR Positions Serving DHS From Limited To Unlimited Status – No Net Impact To GF
OHR has a specific Service Delivery Team dedicated to DHS. During the Summer 2013, OHR had
requested and was approved for two new positions on this team. These positions had been approved by DHS
Management who agreed to bear ultimate financial responsibility. At the request of DHS, these positions
were initially created as Limited in nature, so that both Human Services and OHR could evaluate their
performance, necessity, and continued relevance over time. At this point, both DHS and OHR agree that
these two positions should be transitioned into a permanent role. This request then is to move both positions
from Limited To Unlimited status. OHR will bill DHS for the cost of these positions.
-9-Wellness Program
Multi year plan to integrate wellness with benefit plans; engage
employees to become better health consumers; leverage
partnerships with health organizations to provide resources to
employees
Core Incentive Program
– 2014: Annual preventative screening (up- to- date on all
age and gender appropriate screenings) completion of
online Health Risk Assessment
• Complete by October 31st for $240 on first paycheck in December
• OHR may be able to partially cover cost under current funding level.
• As of mid-September, a total of 849 employees have completed
program.
– 2015: Annual preventative exam and an online HRA plus
one ancillary activity (through Café Well) and one
preventative dental exam
• Complete program and get a 5% premium discount in 2016
Ancillary Programming- launching Café Well website
portal in fall of 2014
– Free wellness portal through United Healthcare
– Allows employees to create competitions and track activity; generates data
from users
Partnering with the Denver Community Credit Union
(DCCU) and Financial Empowerment Center (FEC) to
integrate financial well being with Denver Wellness
– Focus on plan design change education
- 10 -Benefits Information
Medical Plans
Six Medical Options Available in 2015
– Three Insurance Carriers
• Denver Health Medical Plan – Local, private clinic
– +6.3% HMO/ -4.2% DHMO
• Kaiser Permanente (Kaiser) - Closed network, one-stop shop, integrated medical
record
– +3.6% HMO/ -6.3% DHMO
• United HealthCare (UHC) - national network
– +5.4%
– Each Carrier Offers one HMO and one DHMO plan
HMO Vs. DMO
HMO
– High up-front premium
– Low/consistent cost at point of service in form of copay
DHMO (Navigate for UHC)
– Low up-front premium
– Low Copays at point of service for office and RX
– Deductible/Coinsurance for other services
Opportunities
Encourage Cost Sharing
– Deductible/co-insurance plans help raise employee’s awareness of the real costs of health
care, which has a positive impact on rising health care costs.
– Deductible/co-insurance plans will allow the City to stabilize future health care increases.
- 11 -City University
Skillsoft Online Training
The Office of Human Resources has created City University to establish the City & County
of Denver as a progressive learning organization focused on employee and leadership
development.
City University will link course content to job competencies and job roles by integrating such
areas as Performance Management, Identification of Career Paths, Internal and External
Certifications, and Blended Learning Programs.
The Skillsoft Online Training Software is an integral component of City University. The
following data is for the Oct 2013 to June 2014 period and reflects the number of unique
users and the total number of courses completed.
Unique Courses
Group Name
Users Completed
Agencies Under the Mayor 98 143
Auditor's Office 21 53
Community Planning/Development 59 96
Denver Health Medical Center 1 3
Denver Public Library 26 15
Department of Aviation 687 1,349
Department of Finance 199 299
Department of Safety 319 557
District Attorney 26 27
Economic Development 165 440
Environmental Health 103 210
Excise and License 12 28
General Services 106 163
Human Services 486 1,557
Independent Agencies 55 84
Law Department 89 128
Office of Human Resources 83 164
Parks and Recreation 418 733
Public Works 467 733
Technology Services 145 261
Total 3,565 7,043
- 12 -Recent
Accomplishments
Children/Youth
• The Office of Human Resources partnered on the “Spotlight on Kids” event which connected non-profit
organizations with city agencies who are focused on providing resources to address children’s needs.
World-Class Workforce
• In response to Amendment 64, OHR created 10 new critical positions (3 different classes) to assist with
licensing, compliance and administrative hearings.
• Created and implemented a Federal Government certified apprenticeship program at DIA. The program
included apprenticeships for plumbing, electrical, Heavy Equipment Mechanical, and Carpentry.
• Developed and launched Denver P.A.T.H.S. (Personal Advancement To Higher Success) – Economic
Empowerment Program. The program received 60 applicants, and 30 individuals were selected to
participate. Nine individuals eventually received employment and four participants received trainee
opportunities as a result of the program.
• Received and processed 88,000 job applications and filled 1,500 vacancies citywide.
Peak Performance
• Members of the OHR team successfully conducted an RIE on the investigations process and were able to
identify a new process that not only saves time, but will result in $52,335 projected annual savings.
• Received funding from the iFund for the Citywide Employee On-Boarding Modernization Project – The
2013 RIE revealed a process efficiency that could save the City $1.2 million (in soft costs) annually, and
have a positive impact in employee turnover.
Focus on Service and Employee Development
• Developed and launched the first-ever City and County of Denver City Employee University (City U),
which is an online learning portal that not only modernizes how training is delivered, but also enhances and
broadens the City’s development tools – focused on the City’s critical business needs such as leadership,
customer service, business acumen and information technology.
Sustainability
• Worked with the Mayor’s Office and Council to provide City employees an improved and revitalized
Health and Wellness Program through the new Denver Wellness Program. The development and
implementation of the Wellness Program will allow employees to earn up to $240 in rebates when they
reach goals and participate in programs designed to improve their health. To date we have seen 849
employees take advantage of the incentive.
- 13 -You can also read
