Section L

Human Resources & Corporate Performance

2015 FINANCIAL PLAN

Percent of General Fund Operating

Net Operating

Net Operating Budget

General Fund Operating = $112.9 Million

Division Overview

Revised

Adopted Financial Plan

Change from

Prior Year Percent Change

Taxation Expenditures 2014 2015

Net Operating 1,935,568 1,953,968 18,400 1.0%

Capital 0 0 0 0.0%

Total Taxation Expenditure 1,935,568 1,953,968 18,400 1.0%

Authorized Positions 15.6 15.6 0.0 0.0%

Division Summary

Stu Leatherdale - Divisional Director

2%

98%

Human Resources & Corporate Performance =

$2.0 Million

Corporate HR Services

12%

Community HR Services

17%

Learning & Development

20%

Compensation & Benefits 14%

HR & Corporate Performance 13%

Corporate Strategy &

Performance 24%

HUMAN RESOURCES & CORPORATE PERFORMANCE

Human Resources & Corporate Performance

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2015 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE

Human Resource Services The HR Services Branch helps divisions and departments with recruitment, labour and employee relations. Staff in this branch are the primary contact for all human resource matters for their area of responsibility. In addition to recruitment and labour services, they partner with line managers on succession planning, training, career development, change management and other corporate development initiatives such as the Achievement & Rewards program and "BEST" awards for employees demonstrating outstanding Balance, Excellence, Service and Teamwork. Human Resource Services staff also act as the primary contact for applicants, our community educational institutions and various community employment agencies interested in City of Kelowna careers.

Corporate Strategy & Performance The Corporate Strategy and Performance Department focuses on corporate performance excellence. This includes key initiatives to build corporate capability; business transformation initiatives to improve the delivery of services; ensuring a balanced portfolio of City projects that best achieves our strategic and operational goals; and driving improvements and accountability through corporate performance management.

Compensation & Benefits Total Compensation, benefit administration, disability management and return to work programs fall within this branch in addition to other employee support programs such as the Employee and Family Assistance and Wellness programs. From smoking cessation to mental and physical fitness programs, the city’s Wellness Program encourages staff to choose positive, active lifestyles that support high productivity levels and a healthy work-life balance.

Learning & Development Developing and maintaining corporate-wide talent management programs fall to the Learning & Development Branch. From succession plans to the training strategy, the branch is building a high-performing, accountable workforce committed to our vision and adaptable to new challenges. Key initiatives include career, management and leadership development and supporting an enhanced performance management program. The Branch also oversees HR systems, performance metrics and administration as well as our long service awards program.

Human Resources & Corporate Performance Division

Developing and implementing a visionary corporate plan while building a culture that supports it are essential to the success of any corporation. Passionate public service and performance excellence are the maxim of the Human Resources and Corporate Performance Division. Whether leading the implementation of the Corporate Plan, completing business process reviews or ensuring that the City attracts, retains and develops the best quality public servants, the end goal of this division is to help improve organizational performance and provide superior services to staff and citizens.

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2015 FINANCIAL PLAN HUMAN RESOURCES & CORPORATE PERFORMANCE

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Drivers & Activities

Division Drivers

Lead business transformation initiatives to improve corporate wide performance and thedelivery of customer services

Lead the Project Portfolio Management function to ensure a balanced portfolio of City projects Lead the Corporate Plan implementation and build corporate capability Develop, implement and maintain progressive programs that build the employee value

proposition and assist departments to drive higher performance through people Support higher levels of employee engagement through positive Employee and Labour Relations

practice Retain and Recruit employees that share City of Kelowna corporate values Ensure employees have the skills and knowledge to provide superior public service

Activities by Council Priority

Enhance citizens’ quality of life

Develop a Service Delivery strategy for the corporation

Focus on results Implement a set of corporate performance measures (Corporate Scorecard) Implement a series of enhancements to the Online Service Request system

Deliver on our plan Establish a City of Kelowna Project Management Process to improve corporate wide project

management performance Implement Talent Management software upgrades to improve annual performance reviews

functions relating to recruitment, job application processing and hiring Conclude collective agreements with unions representing employees at the Kelowna Fire

Department, Kelowna International Airport and Civic Operations

2015 FINANCIAL PLAN

PROGRAM INPUT MEASURES Actual 2013 Rev. Adopted 2014 Financial Plan 2015

139 Human Resources & Corporate Performance 730,455 247,811 247,191

Net Operating Expenditures 730,455 247,811 247,191

PROGRAM INPUT MEASURES Actual 2013 Rev. Adopted 2014 Financial Plan 2015

154 Corporate Strategy & Performance 428,522 474,486 477,306

210 Service Innovation & Performance 105,363 0 0

Net Operating Expenditures 533,885 474,486 477,306

PROGRAM INPUT MEASURES Actual 2013 Rev. Adopted 2014 Financial Plan 2015

140 Corporate HR Services 191,345 254,189 230,589

141 Community HR Services 329,411 333,632 333,632

143 Learning & Development 341,195 367,643 391,243

249 Compensation & Benefits 258,110 257,807 274,007

Net Operating Expenditures 1,120,061 1,213,271 1,229,471

Total Division Net Operating Expenditures 2,384,401 1,935,568 1,953,968

Human Resources & Corporate Performance

Corporate Strategy & Performance

Human Resources

HUMAN RESOURCES & CORPORATE PERFORMANCE

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2015 FINANCIAL PLAN

PROGRAM OUTPUTS

# of postings 172 185 185

# of vacant positions filled 213 285 285

# of WBC claims processed 56 54 55

# of service awards presented 143 131 164

# of transition return to work placements (CUPE) 20 22 25

PROGRAM OUTCOMES

% merit rating discount for WCB Claims 36% 34% 34%

Absence's per employee (Average) 2.28 2.24 2.25

# of Days Missed per Employee 7.30 7.06 7.10

EFFICIENCY MEASURES

% of internal postings filled within 3 weeks 59.7% 53.7% 65.0%

% of external postings filled within 9 weeks 86.3% 75.0% 95.0%

CUSTOMER SATISFACTION

% of match between employees hired and preferred job

qualifications on most jobs

93% 90% 90%

% of staff turnover - full time 5.0% 5.7% 6.0%

INNOVATION AND LEARNING

# of policy updates 8 6 5

# of employees participating in Corporate Training 210 400 570

# of individual employee Development plans 7 12 6

# of individual employee posted Training Opportunity plans 11 7 5

CORPORATE PERFORMANCE

# of Business Process Reviews N/A 2 2

# of Department Performance Reviews to establish internal

Key Performance Indicators

N/A 6 4

Finance Administration is responsible for providing leadership and direction to Financial Services in theThe Financial Accounting and Systems Section prepares annual financial statements, in addition to The Financial Planning Section prepares the Corporate Budget, manages reserve balances, develops utilityThe Risk Management Section is responsible for the development, implementation, coordination and The Revenue Section is responsible for the administration of: property taxes, general accounts receivable Administration of the payroll function, utility billing function and investment of the City's funds are the The Purchasing and Stores Section is responsible for acquiring the materials, equipment and servicesFinance Administration is responsible for providing leadership and direction to Financial Services in theThe Financial Accounting and Systems Section prepares annual financial statements, in addition to The Financial Planning Section prepares the Corporate Budget, manages reserve balances, develops utilityThe Risk Management Section is responsible for the development, implementation, coordination and The Revenue Section is responsible for the administration of: property taxes, general accounts receivable Administration of the payroll function, utility billing function and investment of the City's funds are the The Purchasing and Stores Section is responsible for acquiring the materials, equipment and servicesFinance Administration is responsible for providing leadership and direction to Financial Services in theThe Financial Accounting and Systems Section prepares annual financial statements, in addition to The Financial Planning Section prepares the Corporate Budget, manages reserve balances, develops utilityThe Risk Management Section is responsible for the development, implementation, coordination and The Revenue Section is responsible for the administration of: property taxes, general accounts receivable Administration of the payroll function, utility billing function and investment of the City's funds are the The Purchasing and Stores Section is responsible for acquiring the materials, equipment and services

PERFORMANCE MEASURES Actual 2013

Estimated 2014

Proposed 2015

HUMAN RESOURCES & CORPORATE PERFORMANCE

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2015 FINANCIAL PLAN

HUMAN RESOURCES & CORPORATE PERFORMANCEGeneral Fund

REVENUES / EXPENDITURES BY CATEGORY

Actual2013

Revised2014

Provisional2015

REVENUEPROPERTY TAX 0 0 0PARCEL TAX 0 0 0FEES AND CHARGES ( 154,689) ( 59,000) ( 60,000)OTHER REVENUE ( 32,600) ( 16,200) 0TRANSFERS FROM FUNDS   Special (Stat Reserve) Funds 0 0 0   Development Cost Charges 0 0 0   Accumulated Surplus ( 215,894) ( 276,350) ( 95,000)

_____________ _____________ _____________TOTAL REVENUE ( 403,183) ( 351,550) ( 155,000)

EXPENDITURESSALARIES AND WAGES 1,927,535 1,586,853 1,586,853INTERNAL EQUIPMENT 0 0 0MATERIAL AND OTHER 495,389 700,265 522,115CONTRACT SERVICES 288,310 0 0DEBT INTEREST 0 0 0DEBT PRINCIPAL 0 0 0INTERNAL ALLOCATIONS 0 0 0TRANSFERS TO FUNDS   Special (Stat Reserve) Funds 0 0 0   Development Cost Charges 0 0 0   Accumulated Surplus 76,350 0 0

_____________ _____________ _____________TOTAL EXPENDITURES 2,787,584 2,287,118 2,108,968

NET OPERATING EXPENDITURES 2,384,401 1,935,568 1,953,968

CAPITAL EXPENDITURESGROSS EXPENDITURES 0 0 0OTHER FUNDING SOURCES 0 0 0

_____________ _____________ _____________TAXATION CAPITAL 0 0 0

_____________ _____________ _____________NET OPERATING & TAX CAPITAL EXP. 2,384,401 1,935,568 1,953,968

Budgeted 2013

Actual2013

Revised2014

Provisional2015

14.5 18.1 14.0 14.0

AUTHORIZED FTE POSITIONS SalariedHourly 1.1 1.5 1.6 1.6

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2015 FINANCIAL PLAN

Description of Operating Program Changes

TOTAL FTE

2014 Revised Budget 1,935,568 15.6

2015 Net Impacts

One-time Operating Requests

One-time Expenditure Reductions

Incremental Costs - Prior year(s)

Salary Adjustments

Other Adjustments

Departmental Adjustments 18,400 18,400

1,953,968 15.6

2015 Program Additions

2015 Operating Requests

2015 Expenditure Reductions

2015 Provisional 1,953,968 15.6

Unfunded 2015 Requests

2015 Operating Requests

2015 Expenditure Reductions

Total Unfunded Requests for 2015 0 0.0

HUMAN RESOURCES & CORPORATE PERFORMANCE

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2015 Operating RequestsPROVISIONAL Budget

SummaryGeneral Fund

Page Description Cost Revenue Taxation CatReserve Borrow UtilityGov/Contr

Human Resources & Corporate

PeopleAdmin Software UpgradeProject

0 0L11 OG00 0 00

0 0 0Division Priority 1 Total 0 0 0 0

0 0 0Total Priority 1 Operating 0 0 0 0

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2015 Operating Request Details

Division:Learning & DevelopmentDepartment:

Title: PeopleAdmin Software Upgrade Project

Priority: 1

ON-GOING

EXISTING

Human Resources & Corporate Performance

Justification:

This request is to upgrade the PeopleAdmin Software program and increase budget for annual software fees. Cost of

upgrading the software requires a one-time request of $15,800 to cover vendor fees and consultant travel expenses.

To fund the upgrade, in 2015 a one-time reduction in recruitment expenses will be requested to enable the upgrade of

the system. Starting in 2016, the increase to annual fees of $7,800 reflects the increased cost of the new software

and previous year's annual increases. Upgrading the PeopleAdmin software is critical to maintain an effective

recruitment and performance review system.

2015 Base Budget - PeopleAdmin Performance Management: $18,400

2015 Base Budget - PeopleAdmin e-Recruit: $19,000

Strategic Objective: Deliver on Our Plan

TaxationReserve Borrow Fed/Prov Dev/ComCost Revenue Utility0 0 0 0 0 02015 0 0

20162017

7,8007,800

00

00

00

00

00

00

(7,800)(7,800)

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2015 Reduction RequestsPROVISIONAL Budget

SummaryGeneral Fund

Page Description Cost Revenue Taxation CatReserve Borrow Gov/Contr Utility

Human Resources & Corporate

Equipment OperatorCertification Program

(21,000) 0L15 OG021,000 0 00

(21,000) 0 0Division Priority 1 Total 21,000 0 00

00Total Priority 1 Reduction Requests (21,000) 21,000 0 00

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2015 Reduction Request Details

Division: Human Resources & Corporate PerformanceDepartment: Learning & Development

Title: Equipment Operator Certification Program

Priority: 1

ON-GOING

This program was initiated to help recruit qualified equipment operators. It was felt that by providing an annual

training program, potentially using veteran operators as instructors or an outside trainer, the City could save money

and have a safer, more professional workforce.

With the implementation of the Driver Certification Program and after a thorough review, Human Resources has

decided that this budget is no longer required.

Justification:

Strategic Objective: Deliver on Our Plan

TaxationReserve Borrow Fed/Prov Dev/ComCost Revenue Utility(21,000) 21,000 0 0 0 02015 0 0

20162017

(21,000)(21,000)

00

21,00021,000

00

00

00

00

00

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