FY 2014-2015 Budget Presentation to Board of Finance - Human Resources Overview
The FY 2014-2015 budget presentation highlights an increase in total funding request to $1,846,734, with a particular focus on Human Resources activities. The proposal includes adding a Time and Attendance Manager, maintaining positions, contractual wage increases, and testing for eligibility lists. Comparisons with other municipalities provide context, and the business case justifies the budget increase for HR needs.
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Presentation Transcript
FY 2014-2015 Budget Presentation to Board of Finance Human Resources Clemon Williams, Acting Director April 24, 2014 1
Summary of Operating Budget Request Total Funding Request FY 14-15 (All Activities) $1,846,734 Change from FY 13-14 Adopted $285,223 (increase) Human Capital/Personnel FY 14-15 (All Activities) 12 Change from FY 13-14 Adopted +2 2
Operating Budget Request by Activity Activity Name Starting Page Number FY 14-15 Mayor s Request FY 13-14 Adopted $ Change % Change Human Resources 333 $1,846,734 $1,561,511 $285,223 18.27% 3
Where Stamford HR Department Stands Compared to other Municipalities Stamford: 1,950 employees 12 HR/Benefit employees 11 unions New Haven: 1,323 employees 9 HR/Benefit employees 8 unions Norwalk: 620 employees - 6 HR/Benefit employees - 6 unions Hartford:1,800 employees - 10 HR/Benefit employees - 7 unions Waterbury: 2,450 employees - 13 HR/Benefit employees -12 unions Greenwich: 1,800 employees 14 HR/Benefit employees 9 unions 4
Staffing Ratios for Organizations with 1,000 to 4,999 Employees 2011 International public management Association for Human Resources 5
Budget increase driven by the following: 1. Addition of a Time and Attendance Manager; 2. Maintaining one position after Board of Finance reduced HR s salary line; 3. Contractual wage increases; 4. Over-time associated with testing to create Charter mandated eligibility list for anticipated vacancies and expiring eligibility list; and 5. Cost associated with testing including vendor for creation of examination for police, fire and fee associate with acquisition of test developer . 6
Business Case for Budget Increase 1. Time and Attendance Manager is needed to insure accuracy and integrity of reported hours worked, as well as leave balances; 2. Time and Attendance Manager will enable the City to spot time keeping anomalies and take corrective action(s) where there are abuses; 3. Time and Attendance Manager will also assist the City in Compliance with various laws, including, but not limited to Affordable Care Act and FMLA. 4. Testing is mandated by the City s Charter and Civil Services Rules; 5. Test Developer, The Western Region Item Bank (WRIB) will give the city access to 59,000 categorized written test items which will enable the City to change test over time and avoid continually using same examination. 7
Human Resources Accomplishments Settled seven (7) of the City s eleven (11) union agreements; In all seven (7) agreements negotiated new benefit plan design, which resulted in cost savings to the City; In all seven (7) agreements HR successfully negotiated increase employee contributions to the pension plans; Eliminated the defined benefit plan for new hires in six (6) of the unions. In the one (1) union that maintained the defined benefit plan their contribution increased and restricted eligibility; Successfully move post 65 retirees from Retired Drug Subsidy program to an Employer Group Waiver Plan which increases the City s rebate from the Federal Government s Center for Medicare and Medicaid Services by $150,000 annually; 8
Human Resource Accomplishments (continued) Processed termination paper work for 712 individuals between July 1, 2012 and February 4, 2014; Since December 2011 successfully rebutted Medicare claims for over $214,000; On boarded 486 individuals in calendar year 2013; Established procedure auditing vacation accrual for both the police and fire departments; By adjusting the vacation balances, in accordance with the Fire Union s collective bargaining agreement, we reduced the City s accrued liability for vacation time by $288,198. In addition, we have establish procedures for an ongoing review of all payouts for accrued vacation time to ensure accuracy and compliance with contractual terms. Audit all payouts for vacation accruals that were not captured in Kronos Thus far in 2013/14 FY HR has been involved in 6 contract arbitrations, 28 pre-disciplinary hearings, 16 grievance hearings, 10 Prohibited Labor Practice Conferences, 9 mediation/arbitrations, 6 employee investigations, 6 briefs and 12 job description changes. 9
Human Resources in the Future Complete negotiations for UAW, Fire and 1199; Start negotiations for Police; Conduct a 2014-2015 entry level police officer examination in compliance with the City of Stamford Charter, Civil Service Rules and Regulations. Manage and administer Police Sergeant and Lieutenant promotional examinations. Conduct a 2014-2015 entry level fire fighters examination in compliance with the City of Stamford Charter, Civil Service Rules and Regulations. Manage and administer Fire Lieutenant, Deputy Fire Marshal, Assistant Fire Marshal, Fire Captain, Deputy Fire Chief promotional examinations. Create, administer and grade civil service examinations for no less than 25 other positions; 10
Human Resources in the Future Increase ethnic and gender diversity of applicants for police and fire positions; Continue to review and update position descriptions; Assist CERF, Custodian and OPEB Trustees in selecting financial advisor; Consolidate 401(a) and 457 vendors. Continue process of challenging unemployment claims where warranted; Monitor and take corrective action where there are incidents of leave abuses (i.e. sick, IOD and Workers Compensation); 11
Human Resources in the Future Continue to work toward more uniformity in the City s collective bargaining agreements, particularly as they relate to: Retiree medical benefits; Salary continuation; and Employee cost share for pension and health care benefits Provide Departments with information on potential retirees to assist them in planning for staffing needs; Develop Management Training Program; Work with outside consultants to ensure that HR staff is properly focused and utilized, and Work closer with the Board of Finance on strategy for negotiations of wages and benefits. 12
