HUMAN RESOURCES DEPARTMENT

Additional information about Human Resources may be obtained by calling Valiria C. Willis, Director of Human Resources, at (919) 469-4070, through e-mail at valiria.willis@townofcary.org or by visiting the Town’s website at www.townofcary.org.

TOWN OF CARY GOALS AND INITIATIVES

Town Focus Areas

Focus Area I:

Community Planning

Focus Area II: Infrastructure

Focus Area III: Financial Condition

Focus Area IV: Municipal Services

Town Goals

Achieve a well-planned community using innovative and proactive planning approaches and techniques.

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.

Achieve a stable and strong financial position by accurately estimating, prudently allocating, and managing financial resources.

Achieve a high level of service to the citizens in a prompt, reliable, responsive, and cost-effective manner.

Town Initiatives

(pages 2 and 3 of this document contain full descriptions of each Town Initiative)

Growth Management

Long Range Water Resources

Housing Program

Comprehensive Planning

Land Use Plan

Environmental Concerns

Infrastructure and Level of Service Standards

Fiscal Plan

Water, Wastewater, Transportation Infrastructure

Broad Band Technology Services

Long Term Financial Plan

Performance Measurement

Short Term Financial Planning

Review Operations

Cost Consciousness and Sustained Service Provision

Public Involvement

Departmental Goals and Initiatives

1,2

3,6

4,5

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.

Compensation

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.

Employee Relations, Skill Training, and Organizational Development

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.

Safety, Wellness, and Risk Management

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).

FY 2008 ACCOMPLISHMENTS

· Introduced online application process to improve efficiency, enhance the recruitment process, and reduce costly days required to fill vacancies for the future.

· Contracted with a national firm to provide a program manager for our employee health improvement initiative C-PHIT (Cary-Personal Health Improvement Together) and conducted screenings and health risk assessments.

· Expanded employee's access to benefits information by creating new pages on the Town's external website to mirror information that previously was only available to employees on the Intranet.

· Significantly enhanced employee vision benefits with no budget impact and no increase to employee health insurance premiums.

KEY PERFORMANCE OBJECTIVES

· Increase the utilization of the online, paperless application process to increase efficiency and further streamline the recruitment process to reduce the costs of filling vacancies.

· Maintain continuous efforts to review and improve benefits, compensation, and employee evaluation programs to support recruitment and retention efforts.

· Implement targeted employee health and wellness programs that will further engage employees in activities and lifestyle behaviors that will reduce overall health risks and costs and improve employee well being.

· Further assist Town departments to develop success plans and provide additional training to identify and prepare mid-level managers to assume roles created by retirements.

· Maintain a high level of safety awareness to minimize preventable accidents.

KEY PERFORMANCE MEASURES

Performance Measure	Actual FY 2007	Estimated FY 2008	Projected FY 2009
Average number of days to fill vacancies	70	70	60
Rate (%) of new hires completing probation	90%	90%	90%
% of employees with > 2 years of service	85%	82%	82%
Number of internal training hours per 100 employees	526	526	400
Workers’ Comp average cost per claim	$2,000	$1,800	$1,700
Lost Time Days per 100 employees	26	24	15
% of employees using a MAPPS document	70%	75%	80%

KEY WORKLOAD INDICATORS

Workload Indicators	Actual FY 2007	Estimated FY 2008	Projected FY 2009
Number of normal recruitments*	120	144	150
# of new hires / # of new hires completing probation	75/67	85/75	90/80
Total # of classes (# of positions) studied	90 (180)	38 (264)	56 (422)
Total # of internal employee training hours	5,500	5500	4720
Total # of Lost Days due to Workers' Comp injuries	271	250	175
# of employees and supervisors trained in MAPPS	700	780	900

* 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

Fund Number: 10-4600
Activity	Actual FY 2005	Actual FY 2006	Actual FY 2007	Estimated FY 2008	Budget FY 2009
Personnel Services	$889,537	$889,391	$911,826	$1,062,531	$1,138,194
Operations and Maintenance	$301,690	$283,556	$304,624	$379,383	$412,574
Capital Outlay	0	0	0	0	0
Self Insurance – Workers’ Comp	$740,261	$796,567	$849,210	$950,000	$950,000
Total	$1,931,488	$1,969,514	$2,065,660	$2,391,914	$2,500,768
Authorized FTEs	10.25	10.25	10.375	11.625	12.125

SIGNIFICANT BUDGET AND SERVICE LEVEL CHANGES BEYOND CURRENT LEVELS

· Implementation of a formal Affirmative Action Plan.

· Addition of a Safety Technician to provide safety program support and to enable the Employee Safety Coordinator to increase safety programming and targeted, proactive safety interventions.

· Implementation of health education and improvement programs will continue to involve a significant effort and amount of resources, both internally and externally.