HomeMy WebLinkAboutCC Resolution 12325 (HR Long Range Strategy Plan)RESOLUTION #12325
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN
RAFAEL APPROVING THE HUMAN RESOURCES LONG RANGE
STRATEGY PLAN
WHEREAS, on February 5, 2007, the City Council approved a reorganization of the Human
Resources Department and called for the development of a Human Resources Long Range Strategy
Plan; and
WHEREAS, a draft Strategy Plan was developed in Spring 2007 with significant input from City of
San Rafael employees; and
WHEREAS, the draft Strategy Plan begins with a brief background of Human Resources and its
organizational culture. Following this, the next six chapters each address a particular focal point of
Human Resources including: Recruitment and Selection, Policies and Procedures, Training and
Development, Benefits Administration and Wellness, Risk Management and Workers' Compensation,
and Labor/Employee Relations; and
WHEREAS, the draft Strategy presents an overview of what the Department of Human
Resources is accomplishing now and what it will accomplish in the future. It presents a vision for Human
Resources and then precisely describes how that vision will be achieved over the short, mid, and long
ranges; and
WHEREAS, on July 16, 2007, the City Council reviewed the draft Strategy in a Study Session,
provided comments, and directed staff to bring it forward for formal approval.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN RAFAEL DOES RESOLVE,
DETERMINE AND ORDER AS FOLLOWS:
The City Council approves the Human Resources Long Range Strategy Plan and directs staff to
implement the strategies.
I, Jeanne M. Leoncini, Clerk of the City of San Rafael, hereby certify that the foregoing Resolution was
duly and regularly introduced and adopted at a regular meeting of the City Council of the City of San
Rafael, held on Monday, the 6 t of August, 2007, by the following vote, to wit:
AYES: Councilmembers: Cohen, Heller, Miller, Phillips & Mayor Boro
NOES: Councilmembers: None
ABSENT: Councilmembers: None
J nnZ M. Leoncini, City Clerk
Department of Human Resources
LONG RANGE STRATEGY PLAN 2007-2011
C i t y o f S a n R a f a e l - A u g u s t 6, 2 0 0 7
. . . . . . . . . .
City of San Rafael, California
Table of Contents
1. Introduction ................................................ 3
a. Who Should Use This Strategy ................................. 3
b. What is a Human Resources Long Range Strategy Plan ............. 5
c. When Does the Strategy Plan Apply? ............................ 5
d. Where is Human Resources? .................................. 5
e. Why Have a Strategy Plan? ................................... 6
f. How is This Strategy Plan Organized? ........................... 7
2. Human Resources Background ................................ 8
a. Human Resources Recent History ............................... 8
b. Human Resources Organizational Culture ......................... 9
3.
Recruitment and Selection ....................................
11
a. Recruitment and Selection .....................................
11
b. Classification and Compensation ................................
11
c. Strategies ..................................................
12
4.
Policies and Procedures ......................................
14
a. Policies and Procedures .......................................
14
b. Strategies ..................................................
15
5.
Training and Development ....................................
17
a. Training and Development .....................................
17
b. Employee Recognition Programs ................................
17
c. Strategies ..................................................
18
6.
Benefits Administration and Wellness ..........................
20
a. Benefits Administration and Wellness ............................
20
b. Strategies ..................................................
21
7.
Risk Management and Workers' Compensation ..................
22
a. Risk Management ...........................................
22
b. Workers' Compensation ......................................
22
c. Strategies .................................................
23
8.
Labor/Employee Relations ...................................
25
a. Labor/Employee Relations ....................................
25
b. Strategies .................................................
26
9.
Measuring Performance .....................................
28
10.Appendices
................................................
29
a. Department of Human Resources Organizational Chart 2007.........
30
b. Human Resources Graphic ....................................
31
c. Acknowledgements ..........................................
32
d. Prioritization of Strategies Table ................................
33
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 2
1. Introduction
To recruit, retain, and develop City of San Rafael employees by providing
services that are customer responsive, cost effective, aligned with the overall
mission of the City and the priorities established by the City Council, and to
incorporate the best practices of the human resources profession.
The above statement is the mission of the Department of Human Resources for
the City of San Rafael. Before getting into the main part of the Strategy Plan, this
section will answer the who, what, when, where, why, and how.
WHO SHOULD USE THIS STRATEGY
While primarily used by Human Resources staff to guide their work, this Strategy
Plan contains information that will be of interest to many readers:
If you are a City of San Rafael Employee....
Use this Strategy Plan to find out what is in place and
what your Human Resources Department is doing for
you. Turn to Chapter 4 to find out about City policies and
procedures. Turn to Chapter 5 to read about new
opportunities for training and development or Chapter Six
for planned benefit and wellness efforts.
If you are a City of San Rafael Human Resources Employee....
Use this Strategy Plan to guide your work by
implementing the short, mid, and long range strategies in
priority order. Use this Plan to develop the Human
Resources budget.
If you are seeking a job or promotion with the City of San Rafael...
i Use this Strategy Plan to learn how the City of San
Rafael values its employees and is committed to
remaining an employer of choice. See Chapter 3 for how
our recruitment efforts will be improving.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT
If you are an Elected Official....
Use this Strategy Plan to ensure that your organizational
vision is reflected in the strategies herein. Turn to any of
the Chapters to review the short, mid, and long range
strategies to verify their priority in this document. As the
Plan will be updated from time to time, you will be able to
track progress of the HR Department.
If you are a Human Resources Service Provider/Partner....
Use this Strategy Plan to see the direction the Human
Resources Department will be headed in the coming
months and years and plan how your organization can
partner with, or provide service to the City to make
Human Resources more effective.
If you are a Human Resources Professional in Another
Jurisdiction....
Use this Strategy Plan to contemplate your own Human
Resources efforts and improvements you'd like to make.
Have a suggestion for us? Please send it to our Human
Resources Department. We value your input and want to
learn from our colleagues.
If you are a Resident or Business owner in San Rafael....
Use this Strategy Plan to read about the City's
commitment to recruiting, hiring and developing a
knowledgeable workforce to provide the highest levels of
service to all segments of our community.
As this section demonstrates, the Human Resources Department is working to
further its mission with a great number of stakeholders, whether they are users,
partners, or providers. The types of stakeholders include, but are not limited to:
• Mayor and Council,
• City Manager,
• Senior management staff,
City of San Rafael Department of Human Resources Long Range Strategy Plan 1007-11 --DRAFT 4
• Employees and retirees of the City of San Rafael,
• Bargaining units,
• Prospective employees,
• Residents and business owners who benefit from the hard work of all City
employees,
• Insurance providers,
• Benefit providers,
• Trainers/instructors,
• Recruiters,
• Safety experts, and more.
WHAT IS THE HUMAN RESOURCES LONG RANGE STRATEGY PLAN?
The Human Resources Long Range Strategy Plan presents an overview of what
the Department of Human Resources is accomplishing now and what it will
accomplish in the future. After reviewing the Strategy Plan, any reader will have
a concrete understanding of what the Department of Human Resources is and
what it aspires to be. The Strategy Plan presents a vision for Human Resources
and then precisely describes how that vision will be achieved over the short, mid,
and long ranges.
The Strategy Plan will go into detail on the business of Human Resources
including: recruitment and selection, policies and procedures, training and
development, benefits administration and wellness, risk management and
workers' compensation, and labor/employee relations.
WHEN DOES THE STRATEGY PLAN APPLY?
The Strategy Plan is written for a five-year implementation (2007-2011) with the
greatest clarity in the first half of that period. As time goes on and needs change
or re -focus, the Plan will be updated to reflect current needs. Specific strategies
in this document will be included in the City's two year (Fiscal Years 2007-2009)
budget as objectives of the Human Resources Department.
WHERE IS HUMAN RESOURCES?
The Department of Human Resources is on the second floor of City Hall located
at 1400 Fifth Avenue, Room 210, San Rafael, California. Information about the
City of San Rafael Department of Human Resources Lang Range Strategy Plan 1007-11 --DRAFT 5
Human Resources Department can be found on the City's website at
www.srhr.orq or by calling the Department at (415) 485-3063. Employees can
also access information via the City of San Rafael's Intranet site. To answer the
question more broadly, Human Resources can be found throughout the
workplace in who the employees are, sometimes the work that they are doing,
and almost always how they are doing the work.
WHY HAVE A STRATEGY PLAN?
The Strategy Plan provides clarity and transparency to the complex array of
functions and responsibilities inherent to a Department of Human Resources. As
the organization's greatest resource is its employees, it makes sense to have a
Strategy Plan to guide this Department.
The Strategy Plan will improve the City's organizational effectiveness and
address the most important issues by establishing strategies in priority order by
timeframe. The Strategy Plan serves as a blueprint for implementing the mission
of the Human Resources Department which, in turn, helps to implement the
overall City mission.
The specific need for a Strategy Plan right now, is due to a number of factors
including:
• In February 2007, the Department of Human Resources was reorganized
with changes to classifications and structure. The Human Resources
Manager position was upgraded to a Director of Human Resources, a new
position of Employee Benefits Analyst was created, and the Technician
class became Human Resources Representatives 1/I1. This created a staff
of four to serve 425 regular employees, 215 temporary and seasonal
employees, and 245 retirees.
• A backlog of work was created in the few years leading up to the
reorganization as the Department faced internal staffing challenges such
as a series of Interim Human Resources Managers. This led to a shorter -
term perspective rather than a comprehensive long range strategy
approach.
• The workforce requirements are changing as the City experiences broader
demographic trends such as the retirements of the "Baby Boomer"
generation, the training needs of first time or new managers, the need to
increase interest in public service for college graduates or second career
seekers, the issues regarding health care and pension costs, etc.
City of San Rafael Department of Kamran Resources Long Range Strategy Plan 2007-11 --DRAFT
The Department of Human Resources is responding to these challenges by
developing a focused, long range strategy to guide the Department into the
future.
HOW IS THIS STRATEGY PLAN ORGANIZED?
The Strategy Plan begins with a brief background of Human Resources and its
organizational culture. Following this, the next six chapters each address a
particular focal point of Human Resources including:
■ Recruitment and Selection,
■ Policies and Procedures,
■ Training and Development,
■ Benefits Administration and Wellness,
■ Risk Management and Workers' Compensation,
■ and Labor/Employee Relations,
Again, the Strategy Plan presents a vision for Human Resources and then
precisely describes how that vision will be achieved over the short, mid, and long
ranges. Short range is herein defined to mean a task or effort that is commenced
(and not necessarily completed) in the period of 2007/2008, mid-range relates to
efforts begun in 2008/2009, and long range 2009/2011.
Though these periods represent five years, it is clear that the majority of the
tasks are planned to be implemented in the first couple of years. Some efforts
may take only a very short period of time to complete (such as posting certain
forms on the Intranet) while other tasks may span more than a year or require an
on-going effort. Again, as time goes on, the need to change or re -focus will likely
be necessary and the Plan can be updated to reflect needs.
Following these main six chapters is a brief discussion of measuring
performance. Lastly, the appendices contain other useful information including a
prioritization of strategies.
City of San Rafael Department of Htnnan Resources Long Range Strategy Plan 2007-11 --DRAFT
2. Human Resources Background
HUMAN RESOURCES RECENT HISTORY
Over the past several years, the Human Resources Department has been
evolving to reflect City needs and budget priorities. In September 1997, the
Council approved a name change from "Personnel Department" to "Human
Resources Department." The intent of the re -naming was to reflect the nature of
the Department's work which had transitioned from "hire/fire and record keeping"
to a new focus on "training, development, and retaining employees."
The Department's goal was to provide a greater level and array of services. The
mission of the Human Resources Department was intended to reflect its
changing nature: "To recruit, retain, and develop City of San Rafael employees
by providing services that are customer responsive, cost effective, aligned with
the overall mission of the City and the priorities established by the City Council,
and to incorporate the best practices of the human resources profession."
In 1998, as part of a reorganization due to the departure of the Assistant City
Manager, Human Resources became a division of the new Management
Services Department. This new Department included: Human Resources, Risk
Management, Finance, Information Services, Volunteer Programs, and the Print
Shop.
In 2004, the City was in the midst of serious budget cuts and staff reductions.
Human Resources was restructured by changing the Assistant Director of
Management Services to a Human Resources Manager and requiring that
position to assume the additional day to day responsibility for risk management
(workers' compensation and liability insurance) programs. The City eliminated a
full-time Risk Management position and a three-quarter time training position as
part of cost cutting moves.
A few years following the downsizing, it became evident that the cuts made to
Human Resources significantly hampered its ability to fully carry out its mission
and meet expectations. In February 2007, the City Council approved the
reorganization of the Human Resources Department. Human Resources
continues to be a key part of Management Services. The Assistant City Manager
recruitment in late 2006 placed employee relations and negotiations in the hands
of the Assistant City Manager and the Human Resources Director.
In March 2007, a series of meetings were held with City department directors and
managers to get their feedback on what items should be included in this Strategy
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 -- DRAFT
Plan. Subsequently, there was also a "bottom up" review of the Strategy by
various levels of employees. The staff gave very useful feedback regarding what
was working and what needed improvement, but also made statements about the
culture of the Human Resources Department.
HUMAN RESOURCES ORGANIZATIONAL CULTURE
Considering the recent reorganization and the writing of this Plan, the
Department of Human Resources is widely seen in the City as "moving to a
higher level of service to the employees." While this is taking place, the directors
and managers interviewed stressed the need to maintain the Department's
current culture, which was described by words and phrases such as:
• Collaborative
• Knowledgeable
• Open Door
• Helpful/Friendly
• Direct with Advice/Input
• Strategic Partner
• Professional
• Highly Ethical
• Voice of Reason/Conscience
• Demonstrates Integrity
• Not Rigid or Dogmatic
• Seeking the Best Solution to Issues
The Department will strive to maintain this culture while also renewing focus on
accuracy, expanding attention to the key issues rather than only the most urgent,
and diligently implementing the strategies in this Plan.
The City Council has also weighed in on the sort of organizational culture
expected. The Council has stated a priority of "Financial and Governance
Stability" which includes organizational excellence, excellent customer service,
succession planning and staff development, and maintaining quality services with
limited funding. Human Resources is seen as a part of the "foundation" of city
services because other city services can not be accomplished as effectively
without excellent Human Resources programs and services.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT
Lastly, the League of California Cities created a Leadership Manual that
describes Human Resources professionals as having four major roles within their
cities. They describe the traditional role of providing technical expertise, and add
three emerging roles: "business partner", working with management to devise
effective solutions to an organizational or performance problem; "change agent",
helping others understand the need for change, planning and training for change;
and, "leader", influencing others, and balancing concerns for employees with
organizational requirements and goals.
These four roles describe the City of San Rafael's current Human Resources
Department, assist in describing the culture of the organization, and serve as the
backbone for the future of this vital city organization.
City of San Rafael Department of Human Resources Lang Range Strategy Plan 1007-11 --DRAFT 10
3. Recruitment and Selection
RECRUITMENT AND SELECTION
Human Resources staff works with the requesting department through all phases
of the recruitment and selection process, from working with the departments on
position control issues, to advertising a vacancy, to final appointment of an
employee, and beyond. The goal of recruitment is to target a pool of well-
qualified applicants. Staff may advertise on the Human Resources' webpage
(www.srhr.ora), in newspapers, with professional associations, in newsletters and
magazines, through various on-line services, and other media sources.
The use of the Internet for job postings has moved quickly from being a creative
new way to get your announcement out, to today's norm. In fact, the City
subscribes to NeoGov (www.neoaov.com) and CalOpps (www.calogps.orq) for
various on-line functions related to recruitment and selection.
Staff evaluates job applications according to established qualifications for
education, training, and experience. They also test applicants via written exams
and performance tests. They are responsible for overall coordination of oral
board examinations, including notification letters to applicants, preparation of
written material for oral board panelists, training of panelists to ensure fair
practices, and scoring of exams. Interview panels may consist of representatives
from other agencies in addition to City staff from the department.
Human Resources staff is responsible for compliance with state and federal non-
discrimination laws in the hiring process, including Equal Employment
Opportunity (EEO), the Americans with Disabilities Act (ADA), and similar
California statutes. They may assist departments with background checks on top
candidates, and coordinate pre-employment medical exams and fingerprinting of
new hires. Other responsibilities include new employee orientation so that new
hires learn about the city, its services, compensation, benefit programs, and
overall values and mission.
CLASSIFICATION AND COMPENSATION
Comparing salaries and benefits with other public agencies for similar positions is
an ongoing function of Human Resources staff. The data is used in collective
bargaining with labor groups and for establishing new or revised positions. The
factors involved in comparison, and the selection of comparison employers, are
City of San Rafael Department of Human Resources Long Range Strategy Plan 1007-11 —DRAFT 11
matters of policy (determined by City Council) and collective bargaining
(determined with employee organizations).
As functions of departments change in response to public needs, Human
Resources staff analyzes job duties and recommends changes in current jobs or
creation of new positions. Compensation changes may be recommended
commensurate with changes in duties. Pay or classification studies may be
conducted for an entire city department, a division, a specific bargaining unit, or a
job family (for example, administrative positions). The City subscribes to Bay
Area ERS (www.bavareaers.orq) for on-line access to salary and benefit data.
STRATEGIES
The City's recruitment process is formal and can be seen as inflexible and
burdensome. First, a hiring practices policy should be created. Also, the
process should be streamlined with the goal of expediting the process, such as
through the increased use of technology. Time should be invested where it is
most valuable, such as improving background and reference checking, rather
than meeting a lengthy process. Also, the location of the funding for recruitments
should be formalized in the budget.
The new employee orientation is an employee's first real look at Human
Resources services as a City staff member. The orientation has been
expanding, such as by adding a Disaster Service Worker (DSW) presentation,
and should continue to be used as a venue for practical knowledge the employee
will need to function. For example, an Information Technology (IT) presentation
could take place to orient the employee to the computer system. Other items
that can be presented include: the Personnel Rules, MOUs, Form 700s, policies
and procedures, and a "field trip" to all City facilities to acquaint new employees
with the scope of services provided by the City.
In addition, the orientation may be expanded to include a "buddy system" with a
colleague (from within the same or from another department) or a mentor. This
would assist in the orientation of the new employee and start the relationship
building process from the first day.
Just as the beginning of an employee's tenure is important, the end of
employment can also be useful to both the City and employee. Human
Resources should conduct an exit interview with all willing out -going employees
in an effort to get valuable feedback. That feedback can relate to the role of
Human Resources, the employee's department, streamlining procedures,
improving communication, expanding service, etc.
City of San Rafael Department of Flumen Resources Long Range Strategy Plan 2007-11 — DRAFT 12
Another necessary action is to examine the system for hiring temporary or
seasonal employees including the process for requests and approval. This
should be done to formalize and standardize the City's approach to temporary
and seasonal employees.
At the current time, there is an inconsistent approval process for new positions
and reclassifications. This process needs to be formalized so all Departments
follow the same procedures.
All job specifications should be reviewed for physical or other requirements and
call for enhanced pre-employment physicals as appropriate. Lastly, it is a good
practice to periodically conduct a classification and compensation study.
CreAte a hiring practices pchicy
Streamline recruitment process to reduce steps,
inc sP pe of technology (e.g. on-line internal
InI at)J n such as the Personnel Action Report
[PX i (fid external information such as job X
announcements ), and increase focus on
background checking
Expand and tormalize new employee orientation.
Explore creating a "buddy system" between
colleagues or as rReq . Add IT overview, X
Personnel Rules, MMI, Form 700s, policies and
procedures, or other necessary practices
Conduct exit interv(6tvs for all employees when they
leave the City to get valuable feedback X
Examine system for hiring ternoorgry or seasonal
employees including the request/approval process X
normalize approval process for reclassifications and
new positions X
Review joo specifications for physical requirements
(to ensure current with position needs) and require X
enhanced pre-employment physicals as appropriate
Periodically can aUct a classification/compensation
study for benchmark positions X
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 -- DR,4F1' 13
4. Policies and Procedures
POLICIES AND PROCEDURES
Being in business since 1874, the City of San Rafael has a large number of
policies and procedures to guide its daily activities. These policies and
procedures change and improve over time. The varying nature of public service
(and the varying needs of multiple departments) means that not all employees
are subject to the same policies and procedures. For example, rules around
sewer safety are not likely relevant to a library clerk. However, the majority of
policies and procedures relate equally to employees and are typically a part of
one of the following:
• Personnel Rules and Regulations,
• Employee/Employer Relations Resolution
• City's Adopted Administrative Policies,
• Departmental Policies and Procedures,
Personnel Rules include items like the hiring process, probationary period,
terminations, disciplinary action, leave benefits, grievance procedures, records,
and other miscellaneous provisions. Many of the policies and procedures found
in the Personnel Rules are required by State or Federal Law. The
Employee/Employer Relations Resolution relates to declaring employee
organizations, appeals, impasse procedures, and other miscellaneous
provisions.
The City's Adopted Administrative Policies, which are approved by the City
Manager, address subjects such as: outside employment, catastrophic leave,
anti -harassment, travel and training, etc. These policies do not generally require
Council approval and there is some amount of flexibility in how they are
established (as opposed to other subjects that may be required to strictly adhere
to a State or Federal Law). However, all adopted administrative policies must be
consistently implemented throughout the organization.
Departmental Policies and Procedures include items that relate primarily to the
work of a specific city department and may not translate well to other
departments. For example, a safety policy of how to correctly work with specific
motorized tools may only apply to the department(s) that utilizes the tools. This
Strategy Plan is not intended to address such specific policies and procedures.
Management staff must be diligent to ensure their employees know the "rules"
and follow them. Likewise, employees must take responsibility to know the
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 14
"rules" and follow them. Policies and procedures that apply equally from
department to department should be applied consistently between them. The
following section describes the strategies in this area.
STRATEGIES
Staff must create policy guidelines regarding retiree health issues. There are a
number of issues in this area that should have specific policies in place for
greater clarity to employees and retirees.
The Personnel Rules and Regulations should be updated periodically to reflect
the organization's changing preferences and required legal revisions. The City of
San Rafael's Personnel Rules were last revised in 1995 and an update should
begin in the "short range" time period.
One of the most important things managers do is provide thorough and timely,
on-going professional feedback to their employees. The performance evaluation
system should be enhanced to create a "performance evaluation culture" that
starts at the top of the organization and permeates throughout it.
Timesheets are an important tool to track the many types of hours that an
employee may have during the pay period (e.g. sick leave, regular hours,
vacation, floating holiday, etc.). The timesheet process, including the form and
the approval process, should be standardized throughout the organization. Staff
should also analyze the pros and cons of making this an on-line, paperless
process.
Staff should use our current tools of the Intranet (internal) and the Internet (public
website) to make appropriate documents available. Policies and procedures
should be posted on the Intranet in addition to most forms. The Intranet should
also be a clearinghouse of information such as a Human Resources Frequently
Asked Questions list to reduce the repetition of the most common questions to
Human Resources staff.
By making more and more information available on-line, the needs of employees
that do not have a workstation must be considered. Information Technology staff
should address such issues in the most appropriate way — such as adding a
computer workstation in a break room or common space where employees can
access it at convenient times.
Lastly, new policies and procedures will be needed to address issues that
develop in addition to the more pressing need of reviewing and updating the
current policies and procedures. Policies and procedures should be easy to
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 15
access and comprehend and employees must be informed of their content and
held accountable for adhering to them. Organizing all policies and procedures on
the Intranet would be an appropriate location in addition to a hard copy in the
Human Resources office.
Update PBrsonnel Ruies to make improvements
and continue compliance with legal requirements X
Update Admihistrative Policy to require annual
performance evaluations for every employee. X
Improve evaluation forms
Continually monitor work schedules and
responsibilities to maintain compliance with the Fair X
Labor Standards Act (FLSA)
Standardize prodess for timesheets and tirriesneet
approvals. Consider automation of timesheets X
Increase use of intranet and Internet for posting of
policies, procedures, forms, FAQs, etc. Address
access need for employees without individual X
computers
Create new of modify existing policies and
procedures as needed; organize all policies and
procedures on the Intranet; provide training to X
employees to put into pj[FtLce,(see "Training and
Development" section). On -Going.
City of San Rafael Department of Human Resources Long Range Strategy Plan 1007-11 --DRAFT 16
5. Training and Development
TRAINING AND DEVELOPMENT
A key role of Human Resources is to facilitate training and development of
employees in an effort to improve their professional and personal skills with the
goal of enhancing service to the public. Training may be conducted by Human
Resources staff, staff of other departments, volunteers, or by external experts.
Training is often thought of as an investment because it can reduce the city's
liability, increase employee productivity, assist with career development and
succession planning, and improve services. Typical training programs may
include:
• Supervisory Training Programs: When new supervisors are hired into the
city from another agency or a non -supervisory employee is promoted to a
supervisor, management training is key. This will be of increasing
importance to the City of San Rafael and most cities as one generation of
employees retire and the next generation steps up.
• Professional Development Training: New Federal or State regulations
affecting programs operated by city staff require regular, ongoing training
so that staff remains in compliance with appropriate regulations, as well as
providing knowledge and skills that will be important for the employee for
career advancement.
• Skills Training: As job skills change, staff must be trained to effectively
keep up with new job requirements.
• Technology Training: As new technology is introduced citywide, staff
must receive training on new software as well as application specific
training to efficiently apply new technology to their jobs.
EMPLOYEE RECOGNITION PROGRAMS
The City of San Rafael has a highly regarded employee recognition program that
is supported by Human Resources Department staff. The employee recognition
program includes:
• Employee of the Quarter and Employee of the Year
• Special employee commendations, such as to an out -going employee
• Annual employee recognition luncheon
• Service year awards
City of San Rafael Department of Hunian Resources Long Range Strategy Plan 1007-11 --DRAFT 17
• New employee gatherings
• New employee introductions at City Council meetings
The employee recognition program involves nominations by co-workers or
supervisors for exceptional performance by individual employees. Service
awards are presented to employees who have worked for the city for a certain
number of years, e.g., at five-year intervals.
STRATEGIES
There are a number of strategies around training: formalize it so it has structure
and is available to all appropriate employees, develop a master training plan and
schedule, track employee's participation, budget to allow for in-house and
outside training, ensure training is taking place on City benefits, create a
Supervisory Academy to formalize management training, and train Human
Resources staff to stay up on current issues.
Potential topics for training are as vast as the scope of government service:
customer service, computer, leadership, legal issues, legislative issues,
management skills, employee development, conflict resolution, budget and
finance, safety, community based governance, policy review, etc.
Human Resources should assume primary responsibility for the Employee
Recognition Program, but continue to receive assistance from other departments
in the planning and implementation of the program.
Human Resources should also play a key role in employee communications with
the goal of broadening the employees' understanding of the city's "big picture."
One way to improve internal communications is through a newsletter, which
should be in the form of an e-mail or on the City's Intranet site, rather than paper-
based.
Lastly, Human Resources staff should have an understanding of the make-up of
the current workforce and likely changes over time. In many cities, the issue of
retiring "baby boomers" is of concern as the demand will be great for new talent
to fill key positions. Human Resources staff should specifically identify areas
where this could be an issue in San Rafael and develop a succession plan to
address it.
In many ways, this issue is being addressed by training and development, but it
is still useful to view the potentially affected positions individually to think through
plans ahead of time.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 18
Formalize regular trai
supervisors and staff.
plan and schedule
Develop a master training X
Budget for training to occur both in-house aria at
local consortiums such as the Sonoma/Marin X
Employment Relations Consortium
Ensure educational opportUnities ror the City's
employee benefits, such as 457 Plan, PARS, etc. X
Human Resautces staff should also stay current
with relevant issues by participating in the League
of Calif. Ali Cities Employee Relations events, X
NorCal , VYLPERA, and/or other HR organizations
Assume primary responsibility for the Employee
Recognition Program, while receiving assistance X
from other Departments
Develop methods ror improved communications
01 v►(` mployees to increase employee's knowledge X
Pie entire organization (e.g. internal newsletter)
Emprlasffe raMpioyee oeveiopfnbMf of subordinates
as a dimension in performance evaluations X
Formalize participation in Lai-ICMA coaching
telephone panel by participating in a group setting X
and then discussing the call as a group
Create a 16rrnal 5uperdlsary AdAdemy,' Potentially
including CEO -type speakers, leadership training, X
speaker's bureau, job shadowing, etc.
Analyze impendingretif��pents and develop a
succession plan; potentially include cross -
departmental or cross jurisdictional work X
opportunities, mentoring programs, career
assessment and planning, etc.
Create summer i`nternshfr af6 fam for college and
graduate students to obtain assistance, new ideas,
and increase exposure to public service to potential X
future employees
City of San Rafael Department of Hunan Resources Long Range Strategy Plat 2007-11 --DRAFT 19
6. Benefits Administration&Wellness
BENEFITS ADMINISTRATION AND WELLNESS
The City of San Rafael provides a wide range of benefits to their employees.
Depending on the position, these benefits may include: health, dental, vision,
disability and life insurance, employee assistance programs, deferred
compensation programs, time off, allowances and incentives, and retirement.
Many of these benefits are subject to Federal and State regulations.
San Rafael's contribution toward the costs of these benefits and the scope of the
plans is generally subject to negotiation with the employee bargaining units.
These negotiations can be multifaceted due to plan complexities, the significant
costs of these programs, and the frequency and severity of cost increases.
Regarding retirement, the City of San Rafael participates in the Marin County
Employees' Retirement Association ("MCERA"). MCERA was established July 1,
1950, in accordance with a vote of the people of Marin County, as an
organization that was created to administer retirement benefits.
MCERA is an independent fiduciary board whose members function as pension
trustees under the authority of the County Employees Retirement Law of 1937
(Government Code Title 3, Division 4, Part 3, Chapter 3 and 3.9, Sections 31450-
31899.10), governed by the principles of Article 16, Section 17 of the California
Constitution ("Proposition 162").
San Rafael contracts with the California Public Employees' Retirement System
(CaIPERS) to provide health insurance. The City offers employees the option to
participate in the CalPERS long-term care at their expense.
In part to meet the need for benefit services for the City, the San Rafael City
Council created the new position of "Employee Benefits Analyst" in February
2007. The Employee Benefits Analyst is responsible for coordinating the broad
range of employee benefits programs.
In April 2007, the City created an Employee Benefits Committee to deal with
benefits issues, including analysis of and changes to existing benefits, identifying
cost containment/savings measures, changes in Federal/State-mandated
guidelines, and communicating updates and changes to all employees. This
Committee is representative of the city's workforce and includes one or more
members of each bargaining unit.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 20
STRATEGIES
The Employee Benefits Committee should be an important part of strategy
formation and implementation related to employee benefits. The Committee can
discuss priorities and make recommendations regarding employee benefits and
other issues.
An easy victory in the area of employee benefits would be to improve
communication with employees about what they have, why, and options available
to them. Many great programs are not taken advantage of due to insufficient
knowledge of the employees. Human Resources staff shall improve
communication with the goal of making employees more aware of what is
available to them and make informed choices.
An annual Employee Benefits Statement is one way of quantifying an employee's
benefits on a regular interval. Many employees may not realize the full value of
the City's total benefits.
Create an Employee Benefits Committee and
conduct regular meetings to discuss and address
key issues. Make improvements and updates to X
benefits where possible considering limited funding
Improve communication and education of employee
benefits to employees; include training on X
alternatives and options
Create and distribute for each employee an annual
Employee Benefits Statement showing actual X
costs/benefits
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 21
7. Risk Management and Workers'
Compensation
RISKMANAGEMENT
The City's liability claims are processed by George Hills Company Inc., a third -
party claims administrator. Claims are usually filed against the City by persons
seeking to recover money for damages or injuries. Claims usually arise from
minor property damage incidents, trip -and -fall accidents, vehicle accidents,
allegations of employee misconduct or civil rights violations, contract disputes,
and similar issues. George Hills provides the City with evaluations of claims and
recommendations for resolution.
The City of San Rafael is self-insured for such liability claims in an initial amount
of exposure or "self-insured retention," similar to a deductible in a typical
homeowner's insurance policy. The City's self-insured retention is $500,000 per
incident. In addition, the City participates with other public entities in an excess
liability "pool" managed by the California Joint Powers Risk Management
Authority (CJPRMA). CJPRMA provides, under a Memorandum of Coverage,
excess liability coverage to $39,500,000 for the City's liability exposure. The
CJPRMA board is responsible for making decisions about general administration,
claims administration, insurance programs, coverages and investments.
Staff responsibilities, outside of claims administration, include participating in the
Loss Committee, consulting with departments, analyzing loss patterns, and
predicting future losses. The City Council has delegated its authority to deny or
settle claims for amounts under $20,000 to the City Manager upon review and
recommendation to him by the Property and Casualty Loss Committee.
Settlements above the delegated amount are decided during City Council closed
sessions, after presentations and recommendations by the City Attorney and
other key staff. As the City is self-funded, it needs to have sufficient funds to pay
both current costs and future potential claims.
WORKERS' COMPENSATION
Employees who become ill or are injured in the course of their jobs are entitled to
workers' compensation benefits. The California Labor Code explicitly defines
these benefits. Human Resources staff must understand the Labor Code, be
able to communicate effectively with supervisors and employees about the
responsibilities of the city and the rights of the employees, and have a general
understanding of medical and legal terminology.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 22
The Redwood Empire Municipal Insurance Fund (REMIF) serves as the City's
Workers Compensation claims administrator, providing the City with risk
management, claims evaluation, and resolution and administration services for
the City's workers compensation claims. The City funds a self-insured retention,
to $750,000, and purchases excess insurance for losses above the retention.
Human Resources staff responsibilities include analyzing claims frequency and
severity, predicting future losses, developing loss control programs, working with
departments to create appropriate workplace safety policies, and working with
departments and employees to effectively return injured employees to work. Staff
is responsible for ensuring the initial claim form is filed by the department to
REMIF in a timely and accurate manner and for ensuring accuracy of time sheets
for modified work, injury time, and 4850 time. Staff also provides information to
injured workers regarding sick time, workers' compensation benefits, and other
issues and works with physicians to receive information on claims.
The newly created position of Employee Benefits Analyst will play a key role in
the planning and implementation of workers' compensation, risk management,
safety, and wellness programs in order to minimize the exposure to incidents
which may cause loss to the City or injury to its employees. Safety and wellness
programs also have benefits such as increasing productivity, reducing
absenteeism, reducing health care costs, and improving morale.
STRATEGIES
First, staff should create a cross -departmental Workplace Safety Committee to
promote a safe working environment by addressing safety concerns and
recommending safety policies and programs.
Risk Management and Workers' Compensation are two areas that require
additional employee education in San Rafael. Human Resources staff should
work to improve employees' (including both injured workers and supervisors)
understanding of these programs. Staff should provide consistent materials and
training and make regular, consistent reports to the City Council and staff
regarding status of claims and settlements.
In addition to education, current policies and procedures should be reviewed to
determine if they need to be updated or if new policies need to be created.
Topics should include workplace incident reporting, departmental monitoring and
tracking of workers' compensation, transitional duty, etc. The standard for
reporting workers' compensation incidents should be one day.
City of San Rafael Department of Hunan Resources Lang Range Strategy Plan 2007-11 --DRAFT 23
It would also be useful to develop new materials regarding workers'
compensation. Staff should produce a "Guide to Workers' Compensation"
handbook for employees or other handbooks/manuals to assist the process.
Taking advantage of new technology, Human Resources staff can implement an
electronic (Intranet) workers' compensation incident reporting system that
automatically transfers information to claims system. This will expedite the
process and ultimately save revenue for the City.
Finally, an Executive Safety Committee can be formed (to complement the
Workplace Safety Committee) so the City Manager and Department Directors
visibly take the lead in safety culture. Having the Directors involved at this level
will increase awareness of global issues in addition to more minor, specific
issues so that they can set the tone for the organization of a commitment to
employee safety and well-being.
Create a Workplace Safety Committee and meet
regularly to proactively address safety issues X
Improve employees' (both injured workers and
supervisors) understanding of the workers'
compensation program; provide materials and X
training; provide reporting to City Council and staff
regarding status of claims and settlements
Develop/update policies on workers' compensation
such as on workplace incident reporting,
departmental monitoring and tracking of workers' X
compensation, transitional duty, etc.
Set standard of reporting workers' compensation
incidents X
Produce "Guide to Workers' Compensation"
handbook for employees
M
Implement electronic (Intranet) workers'
compensation incident reporting system that X
automatically transfers information to claims system
Create Executive Safety Committee so that City
Manager and Department Directors are taking lead X
in safety culture
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 -- DRAFT 24
8. Labor/Employee Relations
LAWR/EMPLOYEE RELATIONS
The City's Human Resources Director, working with the Assistant City Manager,
serves as the lead in the negotiation process for city management. Outside
consultants, such as labor attorneys, are also used at times for complex issues.
The City's bargaining team requests guidance and provides labor relations
information through the City Manager to the City Council. Such contacts,
normally during Closed Session, include:
• Discussion of parameters for negotiating with specific employee groups
• Data on employee groups (wage and benefit data and comparisons with
similar positions in other public agencies)
• Proposals made to the city's bargaining team by employee groups along
with the cost of implementing the proposals
• Proposals made by the city's bargaining team, along with cost data
The City Council has the authority to approve final labor contracts, or
Memorandums of Understanding (MOUs), in open session.
In the event the management and labor representatives are unable to reach
agreement on an MOU, the City's Employer -Employee Relations Resolution
(EERR) provides for impasse procedures that may include a hearing by the
Council, mediation, fact-finding or arbitration.
The EERR defines the process for recognizing employee organizations (or
"bargaining units") as prescribed by Government Code Section 3500 et seq, the
"Meyers-Milias-Brown Act" or MMBA, originally adopted in 1969. In 2001, MMBA
was modified to include resolution of disputes regarding unit determination
through the Public Employment Relations Board (PERB).
The EERR, last updated in February 2007, also provides procedures for
administering employer-employee relations between city management and the
employee organizations and addresses disputes regarding wages, hours and
other terms and conditions of employment.
City of San Rafael Department of Human Resources Lang Range Strategy Plan 2007-11 --DRAFT 25
The City of San Rafael currently has the following bargaining units:
1. Association of Confidential Employees
2. Association of Professional Employees represented by the Western
Council of Engineers
3. San Rafael Fire Chief Officers' Association
4. San Rafael Firefighters' Association, IAAF, Local 1775
5. Unrepresented Management Employees
6. Unrepresented Mid -Management Employees
7. Unrepresented City Clerk and City Attorney
8. San Rafael Police Association
9. San Rafael Police Mid -Management Association
10.SEIU Child Care Unit
11. SEIU Supervisory and Miscellaneous Units
STRATEGIES
Human Resources staff should lead the spirit of "effective collaboration" with
employees and associations. Staff should continue to develop open and
effective communications with employee groups and representatives and work
collaboratively to solve issues and seek results.
Analyzing alternative actions in response to Governmental Accounting Standards
Board (GASB) Statement 45 is currently a key work effort for all state and local
governments. Human Resources staff should work with employees to review
implications and alternatives in response to GASB 45. While GASB 45 relates to
"Other Post Employment Benefits" or OPEBs, the City's pension obligations also
require review and study to manage costs.
An evaluation survey process should be created to get direct feedback from
stakeholders on their experiences with Human Resources. This survey process
should be completed on a regular basis with the results informing future updates
of this Strategy.
The City's bargaining team should seek input from managers prior to the MOU
negotiations. This will serve to identify issues that need resolution to improve
employee relations. All bargaining unit contracts will need to be renewed during
the term of this Strategy and the Human Resources Director will take a lead role
in the negotiation process.
Human Resources staff should set up a training program for the content and
application of MOUs. They should also strive to simplify and improve the
clarity/readability of MOUs over time.
City of San Rafael Department of Human Resources Long Range Stralegy Plan 1007-11 --DRAFT 26
Continue to develop open and effective
communications with employee groups and
representatives. Work collaboratively to solve X
issues and seek results (on-going)
Review implications and alternatives in response to
Governmental Accounting Standards Board (GASB) X
Statement 45
Examine alternatives and implement strategies
regarding pension cost management X
Create a HR evaluation survey process to be
completed on a regular basis with the results X
informing future updates of this Strategy
Seek manager input prior to MOU negotiations (on-
going - subject to time cycle of agreements) and X
effectively lead negotiation process
Develop training program for key implementing staff
on content and application of MOUS X
Simplify and improve the clarity/readability of MOUs X
City of San Rafael Department of Hunan Resources Long Range Stalegy Plan 2007-11 --DRAFT 27
9. Measuring Performance
There are two primary ways in which Human Resources staff intends to measure
their performance in the implementation of this Strategy. First, staff will provide
an annual report of accomplishments to the stakeholders. These
accomplishments will be directly tied to this Strategy so stakeholders will be able
to see and measure progress.
Second, an evaluation survey process will be created (see strategy in the
"Labor/Employee Relations" section) to get direct feedback from stakeholders on
their experiences with Human Resources.
Using these two means, staff will measure performance against the strategies
and timeframes in this document. As noted in the first Chapter, the Strategy Plan
is written for a five-year implementation (2007-2011) with the greatest clarity in
the first half of that period. As time goes on and needs change or re -focus, the
Plan can be updated to reflect current needs. Lessons learned in the annual
reports and evaluation process can be used to improve future updates.
In addition, specific strategies in this document will be included in the City's two
year (Fiscal Years 2007-2009) budget as objectives of the Human Resources
Department. The budget also includes performance measures to track progress
of these priorities.
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 -- DRAFT 28
10. Appendices
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 29
Employee
Benefits
Analyst
Human Resources Department
Organizational Chart
July 2007
Director of Human
Resources
HR
Representative
1/ll
Appendix A
HR
Representative
1/II
City of San Rafael Department of Human Resources Long Range Strategy Plan 7007-11 --DRAFT 30
Appendix C
Acknowledgements
City of San Rafael City Council
Mayor Albert J. Boro
Vice Mayor Paul M. Cohen
Councilmember Barbara Heller
Councilmember Cyr N. Miller
Councilmember Gary O. Phillips
Contributing San Rafael City Staff
Ken Nordhoff, City Manager
Andy Preston, Public Works Director
Bob Brown, Community Development Director
Carlene McCart, Community Services Director
Cindy Mosser, Finance Manager
David Dodd, Library Director
Gus Guinan, Assistant City Attorney
Jeanne Leoncini, City Clerk
Jim Schutz, Assistant City Manager "
John Montenero, Fire Chief
Mark Miller, Parking Services Manager
Mark Rinkel, Information Technology Manager
Matt Odetto, Police Chief
Nancy Mackle, Deputy City Manager
Sylvia Gonzalez, Administrative Assistant III
Emalovee Benefits Committee
Leslie Loomis, Director of Human Resources (Committee Chair)'
Bill Scharf, Assistant Director of Community Services
Brad Mark, Fire Captain Specialist
Catherine Wright, Supervising Librarian
Dan Fink, Police Sergeant
Dan Hulett, Police Lieutenant
Helena Munoz, Accounting Assistant II
Jeff Rowan, Fire Captain
Jim Correa, Police Sergeant
Jim Schutz, Assistant City Manager
Khelri Jhovahn, Human Resources Representative
Nancy Mackle, Deputy City Manager
Pamela Waterstone, Employee Benefits Analyst
Rich Hamilton, Firefighter
Steve Zeiger, Senior Associate Engineer
Resources
League of California Cities, "Mayors and City Managers Resource Guide." "Section Three:
Understanding Your City Departments." January 2002. Written by Barbara Dillon, Personnel
Director in Fairfield. Revised by Mark Flannery, Personnel Director in Fullerton and Gordon
Youngs, Personnel Director in Brea.
* primary authors
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 32
Appendix D
Prioritization of Strategies Table
Listing of Short Range (2007/2008) Strategies sorted by high, medium, and
lower priority:
Policies and Procedures:
Create policy guidelines regarding retiree health X
issues
Policies and Procedures:
Continually monitor work schedules and X
responsibilities to maintain compliance with the
Fair Labor Standards Act (FLSA)
Recruitment and Selection:
Create a hiring practices policy X
Recruitment and Selection:
Streamline recruitment process to reduce steps,
increase use of technology (e.g. on-line internal X
information such as the PAR and external
information such as job announcements ), and
increase focus on background checking
Risk Management and Workers' Compensation:
Improve employees' (both injured workers and
supervisors) understanding of the workers' X
compensation program; provide materials and
training; provide reporting to City Council and staff
regarding status of claims and settlements
Benefits Administration and Wellness:
Create an Employee Benefits Committee and
conduct regular meetings to discuss and address X
key issues. Make improvements and updates to
benefits where possible considering limited funding
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 33
Risk Management and Workers' Compensation:
Create a Workplace Safety Committee and meet X
regularly to proactively address safety issues
Policies and Procedures:
Update Administrative Policy to require annual X
performance evaluations for every employee.
Improve evaluation forms
Recruitment and Selection:
Examine system for hiring temporary or seasonal X
employees including the process for requests and
approval
Recruitment and Selection:
Expand and formalize new employee orientation.
Explore creating a "buddy system" between X
colleagues or as mentor. Add IT overview,
Personnel Rules, MOUs, Form 700s, policies and
procedures, or other necessary practices
Labor/Employee Relations:
Continue to develop open and effective
communications with employee groups and X
representatives. Work collaboratively to solve
issues and seek results (on-going)
Labor/Employee Relations:
Review implications and alternatives in response to X
Governmental Accounting Standards Board
(GASB) Statement 45
Labor/Employee Relations:
Examine alternatives and implement strategies X
regarding pension cost management
Policies and Procedures:
Update Personnel Rules to make improvements X
and continue compliance with legal requirements
Policies and Procedures:
Standardize process for timesheets and timesheet X
approvals. Consider automation of timesheets
City of San Rafael Department of Human Resources Long Range Strategy Plan 1007-11 -- DRAFT 34
Labor/Employee Relations:
Create a HR evaluation sylvey pr9 eas to be X
completed on a regular basis with t a results
informing future updates of this Strategy
Training and Development:
Formalize regular training on topics identified by X
supervisors and staff. Develop a master training
plan and schedule
Training and Development:
Budget for training to occur both in-house and at X
local consortiums such as the Sonoma/Marin
Employment Relations Consortium
Training and Development:
Ensure educational opportur if4 `fo the City's X
employee benefits, such as h5 Pan, PARS, etc.
Benefits AdministratlDh aria WeTfn&s:
Improve communication and education of X
employee benefits to employees; include training
on alternatives and options
Training and Development:
WV 1 Resources staff should also stay current
wlt5kevant issues by participating in the League X
of California Cities Employee Relations events,
NorCal, CALPERA, and/or other HR organizations
Training and McMpmedf:
Assume primary responsibility for the Employee X
Recognition Program, while receiving assistance
from other Departments
Recruitment and Selection,
Conduct exit interviews for all employees when X
they leave the City to get valuabJe feedback
City of San Rafael Department of Human Resources Long Range Strategy Plan 1007-11 --DRAFT 35
Listing of Mid -Range (2008/2009) Strategies sorted by high, medium, and lower
priority:
Recruitment and Selection:
Formalize approval process for reclassifications X
and new positions
Risk Management and Workers' Compensation:
Develop/update policies on workers' compensation
such as on workplace incident reporting, X
departmental monitoring and tracking of workers'
compensation, transitional duty, etc.
Risk Management and Workers' Compensation:
Set standard of reporting workers' compensation X
incidents
Labor/Employee Relations:
Seek manager input prior to MOU negotiations X
(on-going - subject to time cycle of agreements)
and effectively lead negotiation process
Labor/Employee Relations:
Develop training program for key implementing X
staff on content and application of MOUs
Labor/Employee Relations:
Simplify and improve the clarity/readability of X
MOUS
Training and Development:
Develop methods for improved communications X
with employees to increase employees' knowledge
of the entire organization (e.g. internal newsletter)
Policies and Procedures:
Increase use of Intranet and Internet for posting of X
policies, procedures, forms, FAQs, etc. Address
access need for employees without computers
City of San Rafael Department of Hannan Resources Long Range Strategy Plan 2007-11 --DRAFT 36
Policies and Procedures:
Create new or modify existing policies and
procedures as needed; organize all policies and X
procedures on the Intranet; provide training to
employees to put into practice (see "Training and
Development" section). On -Going.
Training and UeveldpMent:
Emphasize employee development of X
subordinates as a dimension in performance
evaluations
Training Ind Development:
Formalize participation in Cal-ICMA coaching X
telephone panel by participating in a group setting
and then discussing the call as a group
Benefits Administration ana Wellness:
Create and distribute for each employee an annual X
Employee Benefits Statement showing actual
costs/benefits
City of San Rafael Department of Hunan Resources Long Range Strategy Plan 2007-11 —DRAFT 37
Listing of Long Range (2009/2011) Strategies sorted by high, medium, and
lower priority:
Risk Management and Workers' Compensation:
Create Executive Safety Committee so that City X
Manager and Department Directors are taking
lead in safety culture
Training and Development:
Create a formal Supervisory Academy; potentially X
including CEO -type speakers, leadership training,
speaker's bureau, job shadowing, etc.
Training and Development:
Analyze impending retirements and develop a
succession plan; potentially include cross- X
departmental or cross jurisdictional work
opportunities, mentoring programs, career
assessment and planning, etc.
Recruitment and Selection:
Periodically conduct a classification/compensation X
study for benchmark positions
Risk Management and Workers' Compensation:
Produce "Guide to Workers' Compensation" X
handbook for employees
Risk Management and Workers' Compensation:
Implement electronic (Intranet) workers'
compensation incident reporting system that X
automatically transfers information to claims
system
Training and Development:
Create summer internship program for college and
graduate students to obtain assistance, new X
ideas, and increase exposure to public service to
potential future employees
City of San Rafael Department of Hunan Resources Long Range Si ateV Plan 1007-11 -- DRAFT 38
Recruitment and Selection:
Review job specifications for physical
requirements (to make sure they are current with
position needs) and require enhanced pre-
employment physicals as appropriate
X
City of San Rafael Department of Human Resources Long Range Strategy Plan 2007-11 --DRAFT 39