human resources - ottawaottawa.ca/cs/groups/content/@webottawa/documents/pdf/mdaw/mdqz/... ·...

401

Human Resources

402

Human Resources 220.2 FTE’s

Labour Relations13FTE's

Human Rights &Employee Equity

5 FTE's

DirectorLabour Relations

2 FTE's

Policy & ProgramDevelopment

9 FTE's

Human ResourcesDevelopment

13 FTE's

ManagementHRIS

10 FTE's

OrganizationalEffectiveness

2 FTE'sDirector

Compensation &Job Evaluation11.2 FTE's

Pension and Benefits9 FTE's

Payroll52.5 FTE's

Compensation Payroll & Benefits

2 FTE'sDirector

TUPW Service Bureau18 FTE's

People ServiceService Bureau

17 FTE's

Emergency and Protective ServiceService Bureau

10 FTE's

Corporate and Development ServiceService Bureau

10 FTE's

Occupational Healthand Safety

30.5 FTE's

Human ResourcesServices2 FTE'sDirector

General ManagerHuman Resources

4 FTE's

2002 OPERATING BUDGET

403

DEPARTMENT: HUMAN RESOURCES VISION: To develop and nurture partnerships to achieve sustainable organizational excellence. The vision will be achieved through the Human Resources Department's leadership, its services, its processes and through its people. The department will align itself with corporate objectives through the delivery of services that are value-added and maximize the use of technology. Its people will support the development of a workforce that is competent, flexible and adaptable to the evolving needs of the corporation.

MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer.

SERVICES: Human Resources Services Labour Relations Compensation, Payroll and Benefits Organizational Effectiveness

Coordinated delivery of HR services for line departments Assessment advice and consultation on HR matters Support to staffing and workforce adjustment programs Management of disability and compensation claims Provision of Employee Assistance Program Occupational Health and Safety Services Negotiation of Collective Agreements Grievance and arbitration administration Processing Human rights and employment equity complaints Delivery of Employment Equity and Diversity programs Training Managers in labour relations and Human Rights issues Payroll Services Insured Benefits Pension Administration Job Evaluation HR Policy and Program Development Corporate Training Performance Consulting Human Resource Information System (HRIS)


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DEPARTMENT: HUMAN RESOURCES

SERVICE DELIVERY HIGHLIGHTS: As a Centre of Expertise, the Human Resources Department provides innovative support and services to the employees of the new city. While centrally directed, the emphasis is on a decentralized, day-to-day service for internal ‘customers’. As new technology is implemented, information will be quicker and easier to access by all employees; a strategic move towards ‘employee self-service’. There is an emphasis on employee health and wellness issues, such as improved workplace safety, legislated health services and confidential counseling to employees and their families. Managers have a single point of access to service through their ‘service bureau’, a dedicated service to each department. Human Resources assists managers with people management practices by providing advice, coaching and training. HR Service Bureau staff act as generalists, complementing the specialist resources in the other three branches. During transition years, the services of HR will be heavily relied upon by the City to help stabilize the organization through staffing, workforce adjustment, collective agreement negotiation, policy direction and management training. These issues must be our immediate priority. Progress towards a new corporate culture is heavily dependent upon the City’s ‘people practices’ and HR programs. While technology and a new role for program managers in HR decision making form the cornerstones of the HR department’s service delivery model, these changes will happen gradually during the transition years.


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STRATEGIC ROADMAP 2002-2003: Key strategies common to all branches of the HR Department are: !" Invest in the development of technology to support processes and business needs, making information

quicker and easier to access for management and employees. !" Review processes and introduce non-technology based improvements including outsourced services

where cost-effective. !" Continue to develop strategic Corporate HR focus. !" Review, simplify and redesign HR processes to ensure maximum efficiency and service. !" Provide managers and employees with training and tools to increase self-service. !" Support managers to become more accountable for day-to-day HR decisions by providing advice,

coaching and training. Labour Relations: !" Negotiate first collective agreements with bargaining agents of the City !" Develop alternative dispute mechanisms !" Represent City in jurisdictional disputes with unions !" Process human rights and employment equity complaints !" Handle employee relations matters under employment related legislation !" Support managers in grievance management Compensation, Payroll and Benefits: !" Consolidate 8 payroll systems into a single integrated system !" Develop mechanisms to educate staff on insured benefits !" Implement new job evaluation system for non-union staff !" Implement joint union management committees for job evaluation rating teams !" Manage 8 payroll systems to ensure timely an accurate delivery of pay !" Provide pension, benefits and compensation services to management and staff HR Services !" Focus resources on staffing and workforce adjustment !" Establish a common WSIB claims management process !" Develop and implement Attendance Management and Wellness Programs !" Develop recruitment and retention strategies to support staffing needs in key skill areas !" Provide an ongoing effective Employee Assistance Program Organizational Effectiveness !" Design HR policy framework and develop critical core HR policies !" Develop leadership development program to support new management !" Develop a Performance Management/Appraisal system to support managers in developing and

recognizing performance !" Establish employee recognition and reward programs !" Provide advice and guidance in performance management !" Manage consolidated HR database to provide interim reports


406

DEPARTMENT:

Resource Requirements:

2001 2002 %Budget Budget Var.

By Program / Branch $000 $000 %

General Manager 435 430 (1.1)Human Resource Services 5,601 6,087 8.7 Compensation, Payroll & Benefits 4,934 4,521 (8.4)Labour Relations 1,763 1,812 2.8 Organizational Effectiveness 4,025 3,195 (20.6)

Total Gross Expenditures 16,758 16,045 (4.3)Recoveries 0 0 - Total Net Expenditures 16,758 16,045 (4.3)

Revenues 0 0 -

Net Requirement 16,758 16,045 (4.3)

By Expenditure Type! Salaries, Wages & Benefits 13,044 13,680 4.9 ! Purchased Services 3,530 1,982 (43.9)! Materials & Supplies 119 112 (5.9)! Fixed Assets 12 6 (50.0)! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 53 265 400.0

Total Gross Expenditures 16,758 16,045 (4.3)

Full Time Equivalents 214.2 220.2 2.8

HUMAN RESOURCES


407

DEPARTMENT: HUMAN RESOURCES DEPARTMENT Amalgamation Savings Analysis 2002 Amalgamation Savings Target ($000): 2002 Budget Submission ($000):

$000 1,683

700

#FTE 21.0 0.0

Variance From Target ($000): 983 21.0

Savings Achieved 2002 reduction in professional consulting services and program and office supplies (622)

2003 reduction in professional consulting services and program and office supplies (78)

Amalgamation Savings Achieved in 2002 Budget (700)

Savings Deferred Reduction in staff salaries, wages and benefits 1,061 21.0

409

General Manager’s Office


410


BRANCH: GENERAL MANAGER’S OFFICE MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer.


411

DEPARTMENT:

BRANCH:



Program $000 $000 %

General Manager 435 430 (1.1)

Total Gross Expenditures 435 430 (1.1)Recoveries 0 0 - Total Net Expenditures 435 430 (1.1)

Revenues 0 0 -

Net Requirement 435 430 (1.1)

By Expenditure Type! Salaries, Wages & Benefits 358 359 0.3 ! Purchased Services 62 43 (30.6)! Materials & Supplies 14 4 (71.4)! Fixed Assets 0 0 - ! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 1 24 2,300.0

Total Gross Expenditures 435 430 (1.1)


HUMAN RESOURCESGENERAL MANAGER'S OFFICE

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Human Resources Branch Services


414


BRANCH: HUMAN RESOURCE – BRANCH SERVICES VISION: To develop and nurture partnerships, to achieve sustainable organizational excellence. The vision will be achieved through the Human Resources Department's leadership, its services , its processes and through its people . The department will align itself with corporate objectives through the delivery of services that are value-added and maximize the use of technology. Its people will support the development of a workforce that is competent, flexible and adaptable to the evolving needs of the corporation. MISSION: To provide strategic human resource leadership and services that enable the corporation to fulfill its mandate to the taxpayer.

OBJECTIVES !" To assist managers to attract, train, develop and retain excellent employees. !" To create HR service centres that are customer centered and accountable through the effective use of

established service standards and service level agreements. !" To provide services, consultative advice and state of the art HR tools to managers that support their

effective performance. !" To provide innovative HR program development. !" To make HR Service cost competitive by providing services that are based on industry best practices and

benchmarks. !" To develop and support the Human Resource Information System (HRIS) to meet the HR information

management requirements. !" To support/assist managers in creating healthy and safe work environments throughout the Corporation. !" To provide centralized expertise and management of compensation, job evaluation, pay, pension and

benefits issues. !" To develop and implement competitive compensation plans to support the organization in attracting and

retaining competent staff to deliver programs to City residents. !" To coordinate, develop and communicate human resource policy. !" To support effective corporate leadership and support a developing corporate culture . !" To develop relationships with unions to enhance management/labour relations. !" To foster and create a workplace free of harassment and discrimination.


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BRANCH: HUMAN RESOURCE – BRANCH SERVICES

SERVICES: SERVICE OUTCOMES: SERVICE LEVELS: Labour Relations Negotiation of first collective

agreements with bargaining agents of the City. Representation in jurisdictional disputes with unions. Ensure compliance with labour related legislation. Human rights and employment equity complaints processed. Consultative assistance and training provided to managers. Handling employee relations matters under employment related legislation.

Develop and strengthen relationship with bargaining agents Proactive approach to dispute resolution and problem solving at the earliest possible time Reduction in number of human rights complaints. Transition from role of policing to one of enabler working with collective agreements Meet Legislative and policy requirements

Human Resources Services

Coordinated delivery of all HR services for line departments.

Single point of contact for HR services.

Provision of advice and consultation to program managers and staff regarding a wide range of human resources matters.

80% response to client inquiries within 24 hours.

Provision of support to management with staffing and workforce adjustment programs and processes.

In accordance with Service Level Agreement and collective agreement obligations.

Ongoing assessment of HR needs and issues including Occupational Health and Safety.

Improved ability of managers to respond to issues and to offer solutions with reduced dependency on HR staff.

Occupational Health And Safety

Improved workplace safety, health and wellness with an emphasis on prevention.

Reduced Absenteeism rate Reduced number of Accidents Reduced costs of LTDI and WSI

Provision of on-call Occupational Safety Consultant services for critical injuries, work refusals and work stoppages.

Immediate telephone response. OSC will arrive on site within 2 hours where site visit is required

Managing short term/long term disability claims.

LTD claim application shall be sent to employees within three working days of it being determined that an application is requested/warranted.

Filing and managing workers’ Claims filed within 72 hours of


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SERVICES: SERVICE OUTCOMES: SERVICE LEVELS: compensation claims. receiving written notice of

accident/illness. Improved workplace safety, health

and wellness. Reduce number of accidents, healthier workforce, reduced absenteeism.

Provision of legislated services. In accordance with legislative and policy requirements to ensure corporate compliance.

Confidential counseling to employees and their families.

80% response to client inquiries within 24 hours—100% within 48 hours

Payroll Efficient payroll administration practices.

Accurate and timely bi-weekly pay

Insured Benefits Effective and competitive benefits programs.

80% response to client inquiries within 24 hours—100% within 48 hours

Pension Administration Efficient pension administration practices

80% response to client inquiries within 24 hours—100% within 48 hours Meet legislated timelines

Job Evaluation Internal equity via JE

Jobs evaluated within timeline noted in departmental service level agreements

Compensation

Timely and accurate reporting Consistence of application of compensation policies

Within legislated or contractual timelines 90% satisfaction with application of compensation policies

Policy and Program Development

Up to date HR policies All HR policies are accessible through the internet

Human Resource Development

Increased team and individual effectiveness Training opportunities Language learning opportunities Consultative services Leadership programs

80% satisfaction rate for consulting service provided through contracts with managers for performance improvements 90% satisfaction and above ratings on training and development courses offered corporately

Human Resources Information Systems (HRIS)

State of the art HR tools Essential management and HR reports

48 hour response to client inquiries


417



ISSUES / OPPORTUNITIES / CHALLENGES 2002-2003 !" High demand for HR services to support staffing and workforce adjustment as a result of restructuring

and transition !" Maintaining 8 independent payroll systems increases administrative burden !" Meeting high demand for management and HR information reports complicated by multiple payroll

system and lack of integrated HRIS !" Limited introduction of technology to support business processes prior to mid-2003 impacts potential to

streamline transactional HR processes !" Development and harmonization of policies and programs within a new corporate culture !" Negotiation of collective agreements with new bargaining units !" Challenge to recruit and retain staff in key skill areas of expertise !" Stretching limited resources to support ongoing operations, implementation of Centre of Expertise

model, process reengineering and development of new HRIS system !" Extensive training and development of tools required to support managers to assume the key role in

managing the HR related activities of their staff !" Substantial need for training of HR staff during early years of new organization in response to

development of new roles and loss of key knowledge and process owners !" Change management and communication needs of organization remain high during transition !" Accommodation planning and relocation of staff


418



STRATEGIES 2002-2003 !" Continue to develop strategic Corporate HR focus (Centre of Expertise project) including single point of

contact for employees and program managers !" Review, simplify and redesign HR processes to ensure maximum efficiency and service !" Invest in technology to maximize support for efficient transactions and enable improved access to

information for management and employees (IBS/SAP Project) !" Consolidate remaining 8 payroll systems into a single integrated system !" Introduce non-technology based process improvements as soon as possible, including outsourced

services where cost-effective !" Manage consolidated HR database and provide regular reports to managers until implementation of

HRIS(SAP) !" Focus resources on staffing and workforce adjustment to support restructuring during transition period !" Conclude and successfully implement new collective agreements !" Develop recruitment and retention strategies to support staffing needs in key skill areas !" Design HR policy framework and develop critical core HR policies !" Monitor Interim Service Level Agreements (SLA) and develop comprehensive SLAs for 2003 !" Provide managers and employees with training and tools to increase the level of self-service !" Support managers to become more accountable for the day-to-day human resources decisions by

providing advice, coaching and training !" Develop and implement Attendance Management and Wellness programs !" Establish a common WSIB claims management process !" Provide an ongoing effective Employee Assistance Program !" Implement new job evaluation and pay plan for Management and Professional Exempt staff !" Develop mechanisms to educate staff on insured benefits !" Develop leadership development program to support new managers !" Develop and market internal performance consulting services to support an efficient and effective

workplace !" Develop a Performance Management/Appraisal system to support managers in developing and

recognizing performance !" Develop an HR Planning advisory service in 2002 and an HR Planning program for 2003 !" Acknowledge accomplishment and promote professional staff development !" Develop orientation for new employees !" Establish a recognition and reward program for employees


419



2001 ACHIEVEMENTS: !" Successfully implemented Composite Agreements (including training all managers on agreement

administration) and began negotiating first collective agreements !" Negotiated interim working conditions for paramedics !" Developed and managed Workforce Adjustment Program including priority placement process !" Developed and managed the process for Job Matching of unionized staff !" Provided extensive support to complete staffing to stabilize the organization !" HR component of IBS project launched, scope planning and cost benefit analysis completed !" Participated in development of new Fire Fighter Recruitment Process !" All elements of Light Rail Safety Management System in place for opening of Light Rail service !" Implemented a return to work program (WSIB) with EMS realizing a savings of a minimum of 70% of

WSIB budgeted salary costs !" Enhanced EAP services by selecting EAPlus to provide service to Police and EPS !" Consolidated 16 payroll systems into 8 systems !" Harmonized the administration of 50 benefits plans for all staff and moved to a single insurance carrier !" Completed job evaluations for over 500 jobs !" Designed new Job Evaluation plan for Management Professional Exempt staff !" Implemented ECO Pass program city wide !" Outsourced administration of pension supplementation and retiree benefits !" Provided career management services to 626 employees in individual counseling sessions, 988

employees in 76 workshops as well as a resource service and career information on MOE !" Established a revitalized Second Language Training program for the new City !" Ensured the provision of a corporate HR reporting tool through the creation of the HR Consolidated

Data Base !" Mapped eight payroll systems to reflect the new city cost centre structure and completed 2001 year to

date adjustments !" Implemented 2001 interim Performance Pay Program and developed the new Performance Pay Program

for Management and Professional Exempt staff for 2002 !" Developed and facilitated the Information Technology Total Rewards Program which has improved the

recruitment and retention of much needed IT staff !" Resolved 94 of the 108 Human Rights complaints investigated. !" Delivered Human Rights and Employment Equity training to 1234 employees


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BRANCH: HUMAN RESOURCE SERVICES



Program $000 $000 %

Human Resource Services 5,601 6,087 8.7

Total Gross Expenditures 5,601 6,087 8.7 Recoveries 0 0 - Total Net Expenditures 5,601 6,087 8.7

Revenues 0 0 -

Net Requirement 5,601 6,087 8.7

By Expenditure Type! Salaries, Wages & Benefits 4,766 5,536 16.2 ! Purchased Services 780 410 (47.4)! Materials & Supplies 30 43 43.3 ! Fixed Assets 0 3 - ! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 25 95 280.0

Total Gross Expenditures 5,601 6,087 8.7



421


BRANCH: COMPENSATION, PAYROLL & BENEFITS



Program $000 $000 %

Compensation, Payroll & Benefits 4,934 4,521 (8.4)


Revenues 0 0 -


By Expenditure Type! Salaries, Wages & Benefits 3,916 4,050 3.4 ! Purchased Services 982 395 (59.8)! Materials & Supplies 19 33 73.7 ! Fixed Assets 12 2 (83.3)! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 5 41 720.0




422


BRANCH: LABOUR RELATIONS



Program $000 $000 %

Labour Relations 1,763 1,812 2.8


Revenues 0 0 -


By Expenditure Type! Salaries, Wages & Benefits 1,420 1,399 (1.5)! Purchased Services 323 348 7.7 ! Materials & Supplies 15 10 (33.3)! Fixed Assets 0 0 - ! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 5 55 1,000.0




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BRANCH: ORGANIZATIONAL EFFECTIVENESS



Program $000 $000 %

Organizational Effectiveness 4,025 3,195 (20.6)


Revenues 0 0 -


By Expenditure Type! Salaries, Wages & Benefits 2,584 2,336 (9.6)! Purchased Services 1,383 786 (43.2)! Materials & Supplies 41 22 (46.3)! Fixed Assets 0 1 - ! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 17 50 194.1


Full Time Equivalents 38.0 34.0 (10.5)

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Corporate Benefit Provisions


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BRANCH: CORPORATE BENEFIT PROVISIONS

Benefits/Retirees The extended health care plans for retirees provide health care benefits to employees who have retired from the new City and its former partner municipalities Pension Supplementation The pension supplementation plan provides eligible retired former City and former Region employees or their widows/widowers with a payment, based on a formula, to supplement their retirement income to a maximum of the poverty line. C.O.S.F. Administration This amount is paid to administer the pension payroll for members of the City of Ottawa Superannuation Pension Fund (COSF) as well as benefit administration for all retired employees. Past Service Pension This provision is for the employer portion of pension buybacks initiated by employees for past service where pension contributions were not deducted e.g. parental leave and part-time. The funding to complete the former Region omission periods for other than continuous full-time employees with service between 1989 and 1992 is also included. Parental Leave The Employment Standards Act of Ontario and the Federal Employment Insurance Act provide minimum standards for taking time off work and the right to collect an EI benefits during that absence to employees who become parents as the result of giving birth to or adopting a child. Through negotiations with the various bargaining units, the City provides a topping-up to the employment insurance benefits under a Supplemental Employment Benefit (SEB) plan. The parental leave budget shown here provides funds for this ‘topping up’ feature where the top up cannot be managed within the department’s operating budget. Benefit Rate Adjustments The current benefit plans, negotiated as part of the collective agreements, provide extended health care (prescription drug, vision and hospital coverage), dental care, long term disability and life insurance. Annual renewal of benefits contracts with insurance carriers results in funding requirement for plan deficit repayment and for premium adjustments based on experience.


427


BRANCH: CORPORATE BENEFIT PROVISIONS Termination and Sick Leave Upon leaving the employ of the City, some employees are entitled to compensation for accumulated sick leave credits, accumulated vacation leave and severance pay. The banked sick leave provision is primarily for staff hired before the introduction of income protection plans in the late 1970’s. Details of how these provisions are paid out are outlined in the specific collective agreements. Disability Accommodation Provision This provision has been established to allow employees to be accommodated in the work force on a modified basis. This provision allows workers on WSIB or LTD the opportunity of rejoining the work force productively to progress to full-time duties. This provision reduces reliance on disability plans and costs and increases employee productivity and operational efficiency.

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BRANCH: CORPORATE BENEFIT PROVISIONS



Program $000 $000 %

Corporate Provisions 5,765 7,048 22.3


Revenues (1,065) (1,065) 0.0


By Expenditure Type! Salaries, Wages & Benefits 5,765 7,048 22.3 ! Purchased Services 0 0 - ! Materials & Supplies 0 0 - ! Fixed Assets 0 0 - ! Transfer Payments 0 0 - ! Financial Charges 0 0 - ! Secondary Costs 0 0 -


Full Time Equivalents n/a n/a n/a

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