Additional information about Human Resources may be obtained
by calling Valiria C. Willis, Director of Human Resources, at
TOWN OF
Town Focus Areas
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Focus Area I:
Community Planning
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Focus Area II:
Infrastructure
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Focus Area III:
Financial Condition
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Focus Area IV:
Municipal Services |
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Town Goals
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Achieve a well-planned community using innovative
and proactive planning approaches and techniques.
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Ensure that roads, water and wastewater facilities,
parks, and other infrastructure exists for the existing citizens and for the
future needs identified in the comprehensive plan.
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Achieve a stable and strong financial position by
accurately estimating, prudently allocating, and managing financial
resources.
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Achieve a high level of service to the citizens in a
prompt, reliable, responsive, and cost-effective manner. |
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Town Initiatives
(pages 2 and 3 of this
document contain full descriptions of each Town Initiative) |
Growth Management
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Housing Program
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Comprehensive Planning
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Land Use Plan
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Environmental Concerns
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Infrastructure and Level of Service
Standards
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Fiscal Plan
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Water, Wastewater, Transportation
Infrastructure
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Broad Band Technology Services
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Long Term Financial Plan
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Performance Measurement
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Short Term Financial Planning
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Review Operations
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Cost Consciousness and Sustained
Service Provision
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Public Involvement
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Departmental Goals and Initiatives |
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1,2
3,6 |
4,5
6 |
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DEPARTMENTAL GOALS AND
INITIATIVES
Recruitment and Selection
1. Ensure that an appropriate number of capable and motivated employees are available to provide quality service.
2. Attract and retain an adaptable, flexible, team-oriented workforce.
3. Design and maintain systems that realistically and appropriately reward success using a market-based pay structure, a competitive pay plan which rewards performance, a well-maintained job classification program, and a comprehensive benefits program that is employee work/life focused.
4. Strengthen every employee's personal commitment to the Town's Goals and Objectives with recognition programs, employee and supervisory skills training to enhance professional growth, progressive discipline to promote positive outcomes, and internal support and consulting on employee relations issues.
5. Encourage behaviors that minimize risks to employees and the Town by focusing on their health and well being.
6. Perform safety audits/compliance reviews, conduct safety/wellness
education and training, coordinate employee leisure and recreational
activities, and hold compliance training (OSHA, EEO).
FY2007 ACCOMPLISHMENTS
· Introduced voluntary accident, critical illness, and whole life policies to further strengthen our benefits program.
· Launched an employee health improvement initiative that will have positive long-term effects on employee productivity, well-being, and will further help to control health insurance costs.
· Created a model for strategic HR workforce planning.
· Provided a variety of in-house development opportunities to strengthen management and supervisory personnel in the areas of communications, problem solving, employee assistance program referral, basic supervisory skills, and leadership development.
· Held safety training in identified targeted areas of electrical energy and driver training.
· Implemented a formal Affirmative Action plan.
KEY PERFORMANCE OBJECTIVES
· Provide online application submission as a new means of attracting qualified applicants more efficiently and identify new recruitment sources to increase the number of applicants and reduce days needed to fill vacancies.
· Maintain continuous efforts to review and improve benefits, compensation, and employee evaluation programs to support recruitment and retention efforts.
· Provide employees with educational resources and tools enabling them to become better healthcare consumers, and to engage in activities and lifestyle behaviors that will maintain their optimal well-being.
· Provide employees with educational opportunities and programs that address their financial and retirement planning needs.
· Continue to define key organizational development issues to specifically include succession planning options.
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Eliminate preventable accidents with Town
vehicles and equipment.
KEY PERFORMANCE MEASURES
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Actual |
Estimated |
Projected |
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Average number of days to fill vacancies |
75 |
70 |
70 |
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Rate (%) of new hires completing probation |
90% |
90% |
90% |
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% of employees with > 2 years of service |
87% |
85% |
82% |
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Number of internal training hours per 100 employees |
530 |
526 |
526 |
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Workers’ Comp average cost per claim |
$2,916 |
$2,000 |
$1,800 |
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Lost Time Days per 100 employees |
29 |
26 |
24 |
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% of employees using a MAPPS document |
60% |
70% |
75% |
KEY WORKLOAD INDICATORS
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Actual |
Estimated |
Projected
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Number of normal recruitments* |
100 |
120 |
144 |
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# of new hires / # of new hires completing probation |
57/51 |
75/67 |
85/75 |
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Total # of classes (# of positions) studied |
49 (390) |
90(180) |
38 (264) |
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Total # of internal employee training hours |
5,300 |
5,500 |
5500 |
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Total # of Lost Days due to Workers' Comp injuries |
287 |
271 |
250 |
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# of employees and supervisors trained in MAPPS |
600 |
700 |
780 |
* Does not include special
recruitments that take place over an extended period of time (i.e. public
safety recruitments), internal recruitments and recruitments for temporary
positions.
ACTIVITY HISTORY
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Fund Number: 10-4600 |
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Activity |
Actual FY 2004 |
Actual FY 2005 |
Actual FY 2006 |
Estimated FY 2007 |
Budget FY 2008 |
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Personnel Services |
$798,569 |
$889,537 |
$889,391 |
$972,942 |
$1,062,531 |
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Operations and Maintenance |
$280,132 |
$301,690 |
$283,556 |
$358,289 |
$379,383 |
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Capital Outlay |
0 |
0 |
0 |
0 |
0 |
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Self Insurance – Workers’ Comp |
$518,500 |
$740,261 |
$796,567 |
$950,000 |
$950,000 |
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Total |
$1,597,201 |
$1,931,488 |
$1,969,514 |
$2,281,231 |
$2,391,914 |
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Authorized FTEs |
10.25 |
10.25 |
10.25 |
10.375 |
11.625 |
SIGNIFICANT BUDGET AND
SERVICE LEVEL CHANGES BEYOND CURRENT LEVELS
· Labor shortages for key talent and the decreasing rate of unemployment continue to create challenges for recruitment and have negatively impacted days needed to fill vacancies as indicated in the key performance measure included above.
· An increased expectation from our internal customers regarding organizational development, succession planning, and specific Human Resources consulting services continues to significantly increase demand on staff time and resources.
· Implementation of a formal Affirmative Action Plan.
· The addition of another HR Consultant will help address the lengthy time it takes to fill vacancies and to improve the hiring process and support additional department workload.
· The launch of the employee health improvement program will involve the implementation of a number of health awareness initiatives in the first year that will involve a significant effort and amount of resources, both internally and externally.
· Increased hours of the Employee Safety Coordinator from 30 to 40 hours.