corporate administration committee report 05-009 9:30 a.m ... · corporate administration 3 report...

Corporate Administration Committee REPORT 05-009

9:30 a.m. Wednesday, May 18, 2005

Council Chambers Hamilton City Hall

71 Main Street West, Hamilton ______________________________________________________________________ Present: Councillor D. Braden (Chairman)

Councillor A. Samson (Vice Chairman) Councillors C. Collins, M. Ferguson, M. Pearson

Absent with Regrets: Councillor P. Bruckler – Vacation Also Present: Councillors M. McCarthy, T. Whitehead

G. Peace – City Manager C. Swenor – A/General Manager, Finance and Corporate Services C.McKay – A/General Manager, Human Resources T. Tollis – Director, Budgets and Finance P. Barkwell – City Solicitor C. Biggs – Legislative Assistant, City Clerk’s

Members of Council: The Corporate Administration Committee presents Report 05-009 and respectfully recommends: 1. City of Hamilton Workforce Profile/Demographic Report (HUR05008)

(City Wide) (Item 7.1) That the City of Hamilton Workforce Profile/Demographic Report, attached as Appendix “A”, be received for information.

2. Red Hill Valley Project Financial Status Report (FCS05027(b)/PW05023(b)) (City Wide) (Item 8.1) That the Red Hill Valley Project Financial Status Report for March 31, 2005 as set out in Appendix “B” to Report FCS05027b/PW05023b be received for information.

Council – May 25, 2005

Corporate Administration 2 Report 05-009 Committee


3. Phase-in and Indexing of Development Charge Rates (FCS05057) (City Wide) (Item 8.2) (a) That Report FCS05057 “Phase-in & Indexing of Development Charge

Rates 2005”, be received for information; (b) That a transition policy to offset the financial impact to developments

already in progress be implemented whereby the development charge rate payable is the rate in effect on the date that a completed building permit application is received by the City provided that the building permit is issued within 6 months of the application date.

4. 2005 Community Partnership Program – Tiger’s Lair – Ms. Christa Chambers That a grant in the amount of $1,500 to Tiger’s Lair, be approved, to be funded from the 2005 Community Partnership Program.

(Councillor D. Braden indicated that he wished to be recorded as OPPOSED to this item.)

5. 2005 Non-Union Salary Adjustment and Income Protection Plan (City Wide) (HUR05009) (Item 12.1) (a) That the non-union salary schedule for all City full-time non-union staff be

increased by 2.25% effective April 1, 2005 and that individual salaries be adjusted accordingly;

(b) That the Income Protection Plan (IPP) Policy as it applies to the non-union group be amended to provide for the accrual of days at 100% of pay at the rates described in Appendix A;

(c) That the contents of Report HUR05009 respecting 2005 Non-Union Salary

Adjustment and Income Protection Plan remain confidential as it contains information related to labour relations and employee negotiations.

FOR THE INFORMATION OF THE COMMITTEE: (a) Changes to the Agenda (Item 1)

The Clerk advised of the following changes to the agenda:



(i) Request from John Shymko to address the Committee with respect to the Red Hill Valley Project Financial Status Update (Item 8.1 on agenda)

The agenda was approved, as amended.

(b) Declarations of Interest (Item 2)

None (c) Approval of Minutes (Item 3)

The Minutes of the May 4, 2005 meeting of the Corporate Administration Committee were received and adopted as presented.

(d) Delegation Request (Item 4) The Committee approved the request of Mr. John Shymko to address the Committee with respect to the Red Hill Valley Project Financial Status Update.

(e) Minutes of Meeting – Committee Against Racism

The Minutes of the February 22, 2005 meeting of the Committee Against Racism, were received.

(f) Delegations (Item 5)

(i) Citizen Protection Project Community Consultations Gail Rappolt and Carolann Fernandes outlined the following components involved in the Citizen Protection Project, including:

• Background • Vision and Mission • Objectives • Results of Project to Date • Consultation – Communities at Risk • Emerging Themes • Next Steps • General and Specific Benefits.

The funders and community partners were also acknowledged for their contribution to this project. A copy of the power point presentation was distributed and a copy has been retained for the public records in the Office of the Clerk.



The Chairman thanked Gail Rappolt and Carolann Fernandes for their presentation. On motion, the presentation respecting the Citizen Protection Project, was received. As a member of the Hamilton Police Services Board, Councillor M. Ferguson offered his assistance to liaise with the Board. Councillor M. Pearson requested that the presentation of the Citizen Protection Project be made to the Social and Public Health Services Committee, and directed staff to make the appropriate arrangements.

(ii) Hamilton Citizen Satisfaction Survey – Mr. Stan Howarth Mr. Howarth appeared before the Committee to express concerns related to the results of a telephone survey which was conducted of 79 residents living in Wards 14 and 15, Flamborough entitled, “Citizen Satisfaction Survey”. A written submission by Mr. Howarth was distributed to members of the Committee, a copy of which has been retained for the public record in the Office of the City Clerk. Mr. Howarth’s submission lists four specific concerns which he has requested a response for each. Also, Mr. Howarth points out in his submission that during a budget meeting held on January 24, 2005, the Mayor “promised” to look into irregularities in the survey and advise Mr. Howarth what would be done. He further states that to date, nothing has developed. Staff was directed to follow up on the original concerns expressed at the January 24 meeting. Councillor M. McCarthy recognized Mr. Howarth for his detailed analysis of the survey information. The Chairman thanked Mr. Howarth for is presentation.

On motion, the presentation by Mr. Stan Howarth respecting the Hamilton Citizen Satisfaction Survey, was received.



(iii) 2005 Community Partnership Program – Tiger’s Lair – Ms. Christa Chamberlain

At the invitation of the Corporate Administration Committee, Christa Chamberlain appeared to inform the Committee of the activities planned by the Tiger’s Lair to support their 2005 grant request. Christa Chamberlain introduced and acknowledged the presence of Kathy McDonald and Sonja Baldwin, who are both volunteers of the Tiger’s Lair organization for 4 and 3 years respectively. Ms. Chamberlain also provided a letter of support from Mary Anne Cullen, Assistant Curator of the Canadian Football Hal of Fame. The Chairman thanked Christa Chamberlain for her presentation.

(iv) Red Hill Valley Project – Mr. John Shymko Mr. John Shymko appeared before the Committee to provide additional information respecting the Federal lawsuit launched by City Council against Federal government employees, and the financial impact this will have on those individuals named in he injunction. A copy of Mr. Shymko’s presentation was submitted to the Committee Clerk and has been retained for the public record. The Chairman thanked Mr. Shymko for his presentation. On motion, the Committee moved that the presentation by Mr. John Shymko respecting the Red Hill Valley Project Financial Status Update, be received.

(g) 2005 Non-Union Salary Adjustment and Income Protection Plan (City Wide)

(HUR05009) (Item 12.1) The recommendations were amended with the addition of sub-section (c) approv-ing that Report HUR05009 remain confidential.

(h) 2005 Non-Union Salary Adjustment and Income Protection Plan (City Wide) (HUR05009) (Item 12.1) Mark Amorosi and Andrew Martin gave a power point presentation, which was distributed to the Committee. A copy has also been retained in the public record of the Office of the City Clerk.



(i) General Information/Other Business (Item 13)

Corporate Administration Outstanding Business List Glen Peace provided the following updates with respect to Items A and B on the Outstanding Business List of the Corporate Administration Committee:

(i) Item A: Revenue Generation Proposals

“Staff directed to investigate sale of advertising on roadways, selling ‘naming’ rights for city facilities, etc.” Issue resolved with the establishment of the Facility Naming Sub-Committee.

(ii) Item B: Term Ending Report Card – 6 Municipalities and Region “Staff to report back on implementation of recommendation.” Issue resolved with the establishment of the Governance Review Sub-Committee.

On motion, Items A and B respecting Revenue Generation Proposals and Term Ending Report Card – 6 Municipalities and Region, respectively, were deleted from the Outstanding Business List of the Corporate Administration Committee.

(iii) Item 3 of 2005 Budget Process – Council-Directed Task List:

Revenue Impact – HECFI Events “Staff to report back on revenues and include this issue.” The Committee was advised that the information requested on this matter by Councillor Whitehead was provided to a meeting of the HECFI Implementation Sub-Committee to the satisfaction of Councillor Whitehead and as such, can be removed from the Council-directed Task List.

(iv) Item 11 of 2005 Budget Process – Council-Directed Task List: Ward Budgets/$25,000 Contingency “Councillor Ferguson to review with Council on status quo and the contingency fund and report to Council.” Councillor Ferguson confirmed that this matter has been dealt with and can therefore be removed from the Council-directed Task List.



On motion, Items 3 and 11 on the Council-Directed Task List respecting Revenue Impact – HECFI Events and Ward Budgets/$25,000 Contingency, respectively, were deleted from the Council-directed Task List of the Corporate Administration Committee.

There being no further business, the Committee adjourned at 11:25 a.m.

Respectfully submitted Councillor D. Braden Chairman Corporate Administration Committee

Carolyn Biggs Legislative Assistant May 18, 2005

Appendix “A” to Item 1 of Corporate Administration Committee Report 05-009

The City of Hamilton

Human Resources Department

City Workforce Profile/Demographic Report

• Demographics as of January 2005 for City Departments • Human Resources Indicators for the period Jan to Dec. 2004 • Data excludes Police, HECFI and Library

Compiled by: Human Resources Planning and Information Section Human Resources Department City of Hamilton April 2005

City of Hamilton Workforce Profile – (City Departments) As of January 2005

Table of Contents Page Executive Summary 2 Demographics – Average age, years service, workforce by age group, gender. 4 Headcount and FTE 7 Workforce Ratios – Management to Non-Management, Union to Non-Union 8 Turnover 10 Workforce Internal Movement and External Hiring Activity 11 Employee Wellness 12 Conclusion 14 Suggested Next Steps 15 Executive Summary

• As in 2004 there continues to be an aging trend in the city workforce. Average age for all employees is 41 and 44 for regular full time employees. 72% of all regular full time staff is age 40 and over which is a 4% increase over the previous year. There was a 3% increase in the 50 to 59 year old group. Younger workers appear to be decreasing as there is a 3% decrease in those under the age of 39. These facts indicate that the city currently is not replacing younger workers at the same rate as they age or terminate employment.

• 79% of non-union employees are over the age of 40. • The workforce has relatively the same number of males (51%) to females

(49%) overall. In the regular full time category there are notably more males (57%) than females (43%).

• 72% of the entire workforce is unionized. • The management to non-management ratio is 1 to 30 for 2004. • Regular turnover has increased 0.2% to 6.2% (311 terminations). Of this

figure, 5.2% terminated employment voluntarily (i.e. resignations) which is similar to comparators for the Conference Board of Canada and the Human Resources Benchmarking Network (HRBN) averages. Adding to regular turnover when casual, contract and temporary staff are factored in there was a total 1,418 terminations in 2004 (21.6% turnover rate).

Apr. 2005 2

• Manager/Superintendent, Director and General Manager/Executive Director turnover rates were 5%, 10% and 25% respectively indicating an overall downward trend from the previous year.

• There were 1,455 new external hires in 2004 (150 were regular full time, the remainder part time and/or temporary employees)

• Sick Days per employee was down slightly (6.5 days from 6.8). Sick day averages remain below that of our comparators. LTD claims increased by 12 cases in 2004 to 62 cases, a 7.2% increase over the previous year.

• WSIB claims were significantly lower in city departments in 2004 with an overall decrease in reported claims from when they peaked in 2003.

Changes from last year’s report A few minor changes in the way information is calculated and presented should be noted.

• This report uses average employee headcounts when comparing year over year changes. This approach proves to be more accurate in that it adjusts to highs and lows in staff number due to seasonal changes

• Counts of temporary and part time workers are now included in key indicators. In prior years, only regular full time staff was included. This has had a notable impact on hiring and termination data.

• In the Turnover section of this paper, there is an addition of a Voluntary Turnover indicator which more accurately aligns with comparisons to HRBN and The Conference Board of Canada.

Apr. 2005 3

1. Workforce Demographics - Average Age and Average Service

Demographics 2005 Average Age

2004 Average Age

2005 Average Service*

2004 Average Service*

All Employees 41 40 11 11Regular Full Time Employees 44 43 14 14CMT 49 50 7 6Directors 48 47 15 13Mgr/Supt 47 47 17 17

*City Of Hamilton service only, rounded to the nearest year. Does not include service employees may have had with other municipalities or OMERS eligible employers. All Employees – 2005 Headcount by Status

Age Group as of January 2005

Regular Full Time

Regular Part Time

Temporary Full Time

Temporary Part Time Totals

Percentage All Employees

Under 20 0 1 7 480 488 7%20 to 29 299 105 46 453 903 14%30 to 39 937 188 28 134 1287 20%40 to 49 1831 257 36 141 2265 34%50 to 59 1105 140 12 84 1341 20%60 to 69 110 75 6 73 264 4%70 and over 0 28 0 19 47 1%Total 4282 794 135 1384 6595 100%

Regular Full Time Employees – Age Distribution Comparison 2005 vs. 2004

• In 2004 68% of Regular Full Time employees were over age 40

• In 2005 that number has increased to 72%

• The largest increase (3%) has been in the 50 to 59 group

• The largest decrease (-2%) is in the 30 to 39group

• The majority of employees 29 and under are Temporary Part Time

Age Group

Percentage Regular Full Time 2005

Percentage Regular Full Time 2004

Increase/Decrease

Under 20 0% 0% 0%20 to 29 7% 8% -1%30 to 39 22% 24% -2%40 to 49 43% 43% 0%50 to 59 26% 23% 3%60 to 69 3% 2% 1%70 and over 0% 0% 0%Total 100% 100% 0%

• 72% of Regular Full Time employees are over 40 • 79% of non-union employees are over 40.

Apr. 2005 4

488

903

1287

2265

1341

264

47

0

500

1000

1500

2000

2500

Employees

Under 20 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 and overAge Group

Age Distribution - All Employees (Full/Part Time, Temp and Regular) 2005

0

299

937

1831

1105

1100

0

200

400

600

800

1000

1200

1400

1600

1800

2000

Employees

Under 20 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 and overAge Group

Age Distribution - Regular Full Time Employees 2005

Apr. 2005 5

Gender Breakdown All Employees 2005

Male, 51%

Female, 49%

Overall the female to male breakdown in city departments is relatively even with a 49 to 51 percent female/male split. This is unchanged from 2004. In the regular full time category there are notably more males or 57% of this group.

Gender Breakdown - Regular Full Time 2005

Male, 57%

Female, 43%

Apr. 2005 6

2. Headcount – All Employees and FTE FTE 2000 4649.13FTE 2001 4661.61FTE 2002 4739.20FTE 2003 4929.44FTE 2004 4975.94

Source: 2004, 2003, & 2002 budget archives (on hamilton.ca), “Staff Complement Summary”. Re-stated FTE in each year minus Police, HECFI and Library. Average headcount 2001 6370.5Average headcount 2002 6404.5Average headcount 2003 6602.5Average headcount 2004 6574.0

Jan. 2005 Headcount Regular Full Time 4282

Regular Part Time 794Temp Full Time 135

Temp Part Time 1384Total 6595

Factors cited in footnotes below explain changes in headcount year over year. Note in particular thchange in 2003 accounted for by administrative change in headcount and FTE tally as a result of implementation of utility pool.

e

Headcount refers to active employees which for all statuses includes all full-time, part-time, regular and temporary employees unless otherwise noted. Headcount also includes all employees on leave or disability. The figures will reflect double counting (i.e. an absent employee will be counted with the replacement, etc.) Figures are accurate at the time taken. It represents a "snapshot" of active employees at a particular time. The figure will vary with fluctuations in the workforce (e.g. summer students, temporary part time) FTE (Full Time Equivalent) refers to budgeted full time positions. Note that this figure varies from headcount as multiple part-time employees may fill one full time equivalent position. Important Background: Increases in the municipal workforce between 2002 and 2003 are attributable to: 1. Devolution of provincial programs - specifically social housing 2. Authorized programs that have been approved to meet Council and/or mandated services. These include: a) Fire/Ambulance increases in accordance with the EMS Master Plan to meet mandated service levels. b) Economic Development - Tourism and Small Business Development initiatives c) Public Health and Community Services – authorized Council program increases – restaurant inspection, tobacco enforcement, etc. 3. Utility Pool implementation in 2003 (in prior years, not reflected in headcount)

Apr. 2005 7

3. Workforce Ratios Union to Non-Union Headcount – All Employee Statuses

Unionization 2005 All Employees

2005 Regular Full Time

Percent All 2005

Percent Regular Full Time 2005

Percent All Employees 2004

Percent Regular Full Time 2004

Non-Union 1874 566 28% 13% 30% 14%Union 4721 3716 72% 87% 70% 86%

Unionization - All Employees 2005

Non-Union, 28%

Union , 72%

The City of Hamilton is highly unionized. 72% of all employees in City departments belong to a union. When regular full time employees only are considered, 87% are unionized. These percentages are based on single point in time headcounts. (Jan. 2004 and 2005) Average headcounts indicate that union to non-union ratios are relatively unchanged from the previous year.

Unionization - Regular Full Time 2005

Non-Union, 13%

Union , 87%

Apr. 2005 8

Management to Non-Management – Average Headcounts, All Employee Statuses

Manager Levels 2002 Average

2003 Average

2004 Average

General Mgr/Exec Dir/ City Mgr 10 10 8Director 43 42 40Manager/Superintendent 148 146 139Sr. Project Mgr 17 19 23Project Mgr 38 25 11Supervisor – Non Union 276 198 114Supervisor – Union 150 235 313Individual Contributor –Non Union 177 167 148Admin/Ops 5513 5662 5688

Management and Supervisor Ratios – All Employee Statuses

2002 2003 2004Management to Non-Management 1 to 28 1 to 29 1 to 30 Supervisor to Supervised 1 to 13 1 to 14 1 to 14

• Management includes employees in one of the job levels of Sr. Project Manager,

Manager/Superintendent, Director, Executive Director or General Mgr. By comparison, the average ratio for the municipal sector as reported in the latest Human Resources Benchmarking Network Survey (HRBN) 2004 is 1:20.4

• Supervisors include positions such as foreman, non-union supervisors, will also include 1041 supervisors, etc.

• Ratios do not include any staff in management group or supervisors who oversee the work of external contractors and/or consultants.

• Additional management staff added in 2004 for Water Wastewater division • Ratios are based on active average headcounts and do not include any vacant positions at

time of calculation • Future reports will include the addition of management to non-management position

summary by FTE (Full-Time-Equivalent)

Male to Female – All Employee Statuses by Level – as of Jan 2005

Manager Levels Number Male

Percent Male

Number Female

Percent Female

General Mgr/Exec Dir/ City Mgr 5

62.5% 3

37.5% Director 26 63% 15 37% Manager/Superintendent 90 61% 57 39% Sr Project Mgr 15 62.5% 9 37.5% Project Mgr 6 50% 6 50% Supervisor – Non Union 51 46% 60 54% Supervisor – Union 263 82% 58 18% Individual Contributor –Non Union 68 43% 91 57% Admin/Ops 2845 49% 2912 51% Total 3382 51% 3213 49%

Management ratios based on average headcounts each year, compare favourably with other municipalities. Supervisor (non-management) ratios have remained constant/unchanged from the previous year.

Apr. 2005 9

4. Turnover Turnover Full and Part Time Regular Employees 2001 2002 2003 2004Number of Terminations/Resignations 480 496 300 311Average Regular Full and Part Time Headcount 4835 4890.5 4973.5 5002Turnover Rate – Regular Staff *6.3% *6.2% 6% 6.2%Conference Board of Canada Average (all employers in sample) 8.5% 6.9% 6.7% 6.6%Conference Board of Canada (Government Average - Voluntary) n/a n/a n/a 5.1%HRBN Voluntary Turnover (2003) 4.8% 4.5% 5.1% n/aCity of Hamilton (Voluntary Turnover ) n/a n/a 5.1% 5.2%

• NB Turnover rate is calculated by total Regular employee terminations/resignations (excludes Temporary staff) divided by average Regular Full and Part-Time employee count.

• * 2001 and 2002 annual turnover rates are adjusted to exclude employees in Voluntary Exit Program (VEP). If added turnover rate is 10% for both years.

Terminations/Resignations – All Employee Statuses - Voluntary and Involuntary 2004Regular Full Time 170Regular Part Time 141Temp Full Time 586Temp Part Time 521Total Terminations 1418

Regular Full and Part Time Turnover Rate by E(Excludes Temporary S

Year Admin/Ops

Individual Contributor

Supervisor - Union

Supervisor - Non Union

ProjectMgr

2004 6% 9% 2% 10% 02003 5% 10% 3% 4% 02002 10% 11% 14% 4% 5%2001 10% 12% 5% 5% 0

Apr. 2005 10

Of the 1,418 terminations/resignations in 2004, 311 of them were regular employees for a 6.2% turnover rate,a slight increase over 2003. Total turnover rate for all employees in city departments was 21.6% reflecting normal fluctuations in the part time and seasonal workforce. These figures exclude retirements. Turnover by level is indicated in the table below.

mployment Level 2001 to 2004 taff)

Sr. Proj Mgr

Manager/Supt Director

GM / Exec. Director

% 13% 5% 10% 25%% 33% 13% 26% 25%

12% 7% 14% 0%% 0% 9% 20% 29%

Number of Retirements (Normal and Early) – All Employee Statuses Year Retirements 2002 61 2003 61 2004 55

Significant increases in retirements are expected within the next decade due to the city demographic profile. (72% of employees are age 40 and over)

Estimated Retirements by year Year Pension

without penalty

2005 85 2006 94 2007 93 2008 102 2009 123 2010 151 2011 147 2012 152

Retirement figures are not included in turnover rates.

5. Workforce Internal Movements and Hiring – All Employee Statuses

Permanent Job Changes (Internal) 2001 2002 2003 2004Regular Full Time 690 339 128 160Regular Part Time 24 20 37 99Temp Full Time 1 0 3 6Temp Part Time 44 17 6 15Total 759 376 174 280

Permanent job changes (i.e. Part time and full time), promotions and reversions.

New Hires (External) 2001 2002 2003 2004Regular Full Time 287 251 192 150Regular Part Time 259 215 128 172Temp Full Time 782 672 684 642Temp Part Time 848 682 558 491Total New Hires 2176 1820 1562 1455

Figures for hiring are for city departments only. Human Resources do support some hiring activity and transactions for boards and agencies which are presented in a separate HR Annual Activity report.

Apr. 2005 11

6. Employee Wellness – All Employee Statuses

Short Term Disability 2002 2003 2004 Sick Days per employee -Hamilton 6.6 6.8 6.5 Conference Board Absenteeism Rate 5.8 5.8 6.1 HRBN Absenteeism Rate 7 7.7 n/a Statistics Canada Absenteeism Rate 7.3 7.4 n/a

Long Term Disability 2002 2003 2004 Number of Employees covered 3,685 3,735 3,730 Number of Claims 44 50 62

Medical/Dental Number of Employees with Single vs. Family Coverage

2002 2003 2004 Single 1,038 1,049 1,057 Family 4,547 4,571 4,536 Total 5,585 5,620 5,593

• Note: Numbers include active employees, retirees in receipt of early retirement benefits and a grandfathered group with lifetime benefits coverage.

Percentage of Claims by Type of Coverage 2002 2003

2004

Prescription 43% 43% 47% Extended Health 14% 17% 14% Semi Private 2% 2% 1% Vision 5% 5% 4% Dental Care 36% 33% 34%

• For those employees with Family coverage, 54% of the health and dental cost is spent on employee. The remaining 46% is spent on spouse and dependents.

• In 2004 the top three prescribed drugs were for cholesterol, gastrointestinal disorders and depression

Number of Claims by Benefit Type 2003 2004 % change Dental 94,349 99,079 +5.01% Extended Health Care 35,160 35,200 +0.11% Pharmacy 144,087 154,375 +7.14% Semi Private 305 339 +11.15% Vision 4,801 4,863 +1.29%

• Number of claims for all benefit types is increasing 2003 – 2004

Group Life Insurance 2002 2003 2004 Number of Employees/Retirees Covered 4,844 5,000

5,081

Number of Claims 10 9 20 • Number of deaths is increasing therefore increasing the value of claims per year.

Apr. 2005 12

Workplace Safety/WSIB Claims by Category - City Depts. only) 2001 2002 2003 2004Lost Time 283 271 322 257Report Only 651 666 710 642Medical Aid 288 273 292 255Total 1222 1210 1324 1154There was a significant reduction in total WSIB claims in 2004 due to a concerted effort by the city towards improved legislative compliance, updating procedures, regular training and joint health and safety committees.

Most common parts of body injured (in descending order) by year:

2003 2004 Wrist and Hand Wrist and Hand Back and Neck Back and Neck Leg and Knee Foot and Ankle Shoulder and Arms Leg and Knee

Mechanism of injury (in descending order) by year:

2003 2004 Slips and Falls Material Handling Material Handling Slips and Falls Exposure to Bio-Hazards Exposure to Bio-Hazards Struck by Moving Objects Struck by Moving Objects Altercations Struck Against Objects

Apr. 2005 13

Conclusion Based on the trends and findings of this report and in order to ensure organizational capacity to sustain city services, city departments must continue to focus on succession planning and strategically recruit for hard to fill vacancies and positions with forecasted shortages: implement flexible work arrangements to respond to changing workforce expectations and retain older workers, promote and endorse a healthy workplace to ensure the wellbeing of all workers. 72% of the permanent full time city complement is over the age of 40. In one year this group has increased by 4% (3% in the 50 to 59 age group). Elimination of mandatory retirement at 65 may mitigate the number of retirements that occur; however a 2002 Conference Board of Canada survey noted that the average civil servant retires at age 58. Public sector employees retire earlier than their counterparts in the private sector according to Statistics Canada (Statistics Canada, Labour Force Survey). Given the current OMERS guidelines up to 72% of the current City Of Hamilton workforce may be eligible to retire within 10 years. Departments will begin to experience retirements in increasing numbers within this timeframe. Recruiting new employees will be competitive given the findings from Social Development Canada which forecast population growth for those aged 15-44 at 0.1% (nationwide) versus 1.5% for those aged 45 to 65 by the year 2021. Population growth in Canada for those over 65 is estimated at 17.9% by 2021. These estimates indicate fewer young workers to employ, and for employers to be more responsive to changing workforce expectations. Recommendations from Social Development Canada include:

(Social Developme

Apr. 2005

Policies and/or collective agreements may permit, enable and legitimize accommodating the needs of experienced workforce

• Safer workplaces, healthier environments, holistic approach to wellness

• Flexible work arrangements, job redesign

• Appropriate training opportunities

• Flexible retirement options

nt Canada, “Overview of an Aging Workforce Recommendations, 2005)

14

Apr. 2005 15

Suggested Next Steps Based on the findings and indicators shown in this paper the following are recommended courses of action, some of which are part of the recently approved Human Resources Strategy and other common Human Resource best practices. They are categorized here under the four components of the City Of Hamilton Human Resources Strategy. Respectful and Supportive Workplace

• Continue the Attendance Support and Management Program (ASMP) to enable departments to monitor the health and well being of employees

• Continue with workplace safety initiatives to control WSIB claims and reduce accidents

• Promote wellness initiatives and implement policies to support them to improve employee health and control benefits costs

• Implement recruitment strategies to entice prospective workers to key positions where shortages are predicted

• Explore methods to retain older, skilled workers as they approach retirement to retain organizational knowledge (flex time, part time, policies coinciding with elimination of mandatory retirement) in applicable areas

• Promote retention strategies for all employees and prospective employees that market the City Of Hamilton as a city of choice

• Develop and implement an employee survey to identify employee needs, concerns and issues for resolution

Learning

• Provide learning and development opportunities for employees to promote retention, internal promotion and employee satisfaction

Leadership

• Departments under the guidance of Human Resources identify and forecast position shortages and focus on succession planning

Performance Excellence

• Implement recruitment programs to target and attract younger workers prior to them entering the workforce (campus recruitment, high school information sessions, apprenticeship programs)

• Continue to maintain and enhance current recruitment/staffing procedures and tools (eRecruit, apply on-line)

• Develop and implement programs and policies to promote workforce equity and diversity

• Continue to focus on safe return to work programs • Utilize employee exit interview data to address retention challenges • Continue to monitor demographics and workforce indicators to measure

progress, identify issues, on-going trends and help formulate and support solutions

Appendix "B" to Item 2 ofCorporate Administration Committee Report 05-009

Approved Life to Date Monthly Life to DateDescription Budget Feb 28/05 Charges Mar. 31/05

March w/o Commitments000's 000's 000's 000's

East/West $192,285 $191,247 1.1 $191,248

North/South 215,225 110,997 4,400.0 $115,397

Legal Charges (1)

Actions Against Federal Government 3,050 2,592 25.2 $2,617

Injunction Issues 2,600 2,368 1.5 $2,370

Legal Counsel 1,900 1,646 7.3 $1,654

TOTAL PROJECT $415,060 $308,850 $4,435.1 $313,286

March 31, 2005

(1) Detailed analysis of legal costs ongoing

CITY OF HAMILTONRED HILL VALLEY PROJECT

FINANCIAL STATUSas at

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