Preseuted
during J- Public Particip.
Non-Agenda
246/2024
City Council, Mayor Pro Tem, City Clerk's Office, City Manager's Office, City Attorney's Office, other members of staff, City of Redondo Beach thanks for your time and careful consideration of my observations & advise.
By way of introduction and background, I'm Austin Carmichael of District 5 and a member of the Redondo Beach Public Safety Commission. As you may know, but for the record and the edification of those who aren't aware, per Ord. 2777 c.s., eff. September 5, 1996, as amended by Ord. 3189 c.s., eff. May 16, 2019, the Public Safety Commission shall advise the Mayor and City Council on matters relating to public safety, and crime prevention, help serve as the citizens' voice in public safety affairs, provide suggestions for ensuring responsive and efficient public safety services, review public safety legislation when appropriate and directed by City Council, collaborate on, promote, and support community policing programs, and perform other such duties as directed by the City Council. I ask your consideration for two items - HR be added to the oversight of the Public Safety Commission along with PD and FD as well as new leadership, even in an interim capacity through the end of this budget cycle, of the HR Team.
When I read the City Managers Strategic Plan (6 goals, 61 objectives) and the City of Redondo Beach's Adopted Budgets since 2015, I'm deeply troubled by how one of the City's three public safety entities is conspicuously missing. That entity HR who has placed in writing for the past 9 years that the City needs Public Safety & Crime Prevention Policies and Policy updates, specifically anti-harassment, substance abuse, personal vehicle use by public employees, and a host of others.
Side note:
• Cal. Govt. Code §12940(k): The law also requires that employers "take reasonable steps to prevent and correct wrongful (harassing, discriminatory, retaliatory) behavior in the workplace
• Cal Gov't Code § 12950: an employer shall develop and distribute to its employees a harassment, discrimination, and retaliation prevention policy that is, among other things, in writing
• Cal. Gov. Code § 1222: Every willful omission to perform any duty enjoined by law upon any public officer, or person holding any public trust or employment, where no special provision is made for the punishment of such delinquency, is punishable as a misdemeanor.
1 I appeal to the council member who is a small business owner and lifeguard who knows the value of an impactful website to sit with me and take a look at the HR Lobby with all the forms SeaNet and view my proposal to move all of that paperwork into SeaNet. The result, in relevant part to my second appeal, to the council member who has a passion for the environment, can then see how those automated workflows reduce the need for ink, paper, printers, scanners, and other environmental impact components. I speak to the council member who, despite professional struggles, still focused on residents who are concerned about crime and the quality of their day to day lives. I speak to the council member who knocked on 2000+ doors even though they were running unopposed who, when interviewed, stated public safety is at the top of their list and quipped the corridor at Artesia and Aviation boulevards, for example, is in desperate need of some upkeep and change. I speak to the council member who began work by championing for a crossing guard at Washington Elementary School where parents have had safety concerns. I appeal to the City Attorney who survived a stroke and with this being his last term wanted to be known for what he did to help the unhoused to not allow this to overshadow their desired legacy. I appeal to the City Manager (despite being a 49-er fan) who is lauded as "almost too good of a deal" (for the city) when a one-time "goal oriented" bonus was approved with contract extension.
I speak on behalf of all citizens who see public safety as a big tent and solicit your help in helping HR live up to its stated mission & purpose which is to provide the city of Redondo beach with a full range of hire through retire services by providing a dedicated focus on recruitment, training, talent retention, and employee engagement. Our purpose is to help city departments meet their strategic, operational, and administrative goals via effective recruitment, minimization of risk, compliance with Federal, State, and local laws, and maintenance of positive labor relations.
Reference Table
Introduction. 2
Background 2
Candidate Experience 3
Administer employee personnel transactions and input all HR-related payroll changes into MUNIS including new hires 3
Candidate Experience 3
Coordinate recruitment, selection, and pre-employment testing and activities for all full time and part time vacancies cannot be effectively accomplished by ghosting candidates. . 3 Customer Experience.. .. 4
Administer DOT drug testing is one of many items listed that imply more work than what is actually done.4 Employee Experience 4
Develop, Administer, and modify City Administrative Policies and Procedures (double dipping hours as have this activity placed in Core Services and Projects) .. 4 Preparing the Organization for the Future ...... ... 7
Service Awards (All employees want to be acknowledged and appreciated), Employee Wellness, and Modernizing Redondo Beach HR filing and Administrative Practices ... .... 7 HR Digital Transformation Project..... ... 7
Introduction
High performing HR organizations are responsible for key components of an employer brand - candidate experience, employee experience, customer experience (interactions with employees, vendors, public, unions, etc.), and preparing the organization for the future. The below represent key observations of deficiencies in the execution of Redondo Beach HR Core Functions antithetical to the City's commitment to providing the finest services to enhance the quality of life for those who live, work, visit and play in our community. These deficiencies impact public safety in my view as any one of these impact our primary safety practitioners - firefighters, first responders, police department from recruitment through retirement.
Background
After reading the very thoughtful and well put together 2023-2024 strategic plan presented to the Council by the City Manager with its 6 high level goals & 61 objectives to support those goals. I was struck by the fact that HR was involved in only one and it was an ask for a position with a base pay of over $200K to process at most 6 workers comp claims a month. Quick aside, I myself have processed upwards of 5 times that amount as a part time consultant as 90% of the work is done by the Insurer, not by HR. i submit for your consideration that RBHR be added to the Public Safety Commission (similar to the FD and the PD) for oversight (for lack of a better adjective) as at a bare minimum workplace violence is a public safety item. The published HR Department Mission is to provide a full range of hire through retire services, by providing a dedicated focus on recruitment, training, talent retention, and employee engagement and a purpose to help City Departments to meet their strategic, operational, administrative goals via effective recruitment, minimization of risk, compliance with Federal, State, and local laws and maintenance of positive labor relations. From what is publicly available, this team is woefully short of their stated mission and purpose and requires new leadership, new technology, and oversight.
In my experience, if the CEO of an organization reaches out to the leadership team for objectives that would support their vision, off the top of my head, in relevant part, based on available public records, I would've expected to see HR:
Goal 1: Modernize the City's Communication Systems (opportunity for HR to do so through SeaNet by moving all the forms that pepper the HR lobby),
• Goal 2: Vitalize commercial areas of the City (opportunity to propose replacing all the documents sitting in the HR lobby with a flatscreen where we would have birthdays, welcome candidates, anniversaries, even a desk with a secure laptop or iPad where all forms to fill out or visitor check in can occur, even hang the right to know job posters.
• Goal 3: Increase Environmental Sustainability (opportunity for HR to go paperless and reduce storage, ink, mfd footprint),
• Goal 4: Invest in the City's infrastructure (opportunity to modernize the HR service delivery model process automation in the hiring process, the onboarding process, the workers comp process, service awards (or rebrand as overall recognition), the retirement process especially since all but one MOU has been ratified and set from Jan 1, 2024 through 2026), Goal 5: Maintain a high level of public safety (opportunity to create a set of workplace violence policies (zero tolerance, anti-harassment), personal use vehicle policy, substance abuse policy) • Goal 6: Enhance the delivery of city services (opportunity to hold HR to a high standard when it comes to candidate experience, employee experience, customer experience, preparing the organization for the future
These, in my experience, are layups and we passed up? In my head, I thought, the dynamic duo assistant city managers who could've partnered with Mike, IT Director, and between them could have not only made a sound business case for these low hanging fruits that would have cascading departmental impacts. One that jumps out at me is automations to workflows would give comfort to the City Clerks office that this team would be in a position to effectively roll out the Board & Commissions Agenda Management & Video Streaming Workflow revamp. This would also be an opportunity to potentially let the Purchasing Team know if they need to update the requirements on the RFP to include questions about integrations which may minimize the need for everything requested out of one system because our infrastructure is set up to address certain items.
2 I made discrete inquiries which were met with a very cold reception. In fact, the Director and City Manager both blocked me on Linkedin after i initially reached out to them and didn't respond to my vm or email. This gave me significant pause. The City Manager did warm up to me after I joined the Public Safety Commission but has now returned to zero communication. I watched video of the current Director and her interaction with Hermosa Beach's City Council and at least two of them (Hany Fangary & Barragan) were sorely disappointed with her customer service delivery model (noted 4:33:3l forward on the May 13, 2014 City Council Study Session Hermosa Beach Meeting).
I looked at the history of HR via the approved budgets available to the public going all the way back to 2015 and year after year goals put forward by HR were never actually accomplished and were, without question allowed to be placed on and funding allocated for year after year. We are on year 9 of the same goals, many of which have public policy impacts, never accomplished with at most a HC of 3, 4, or 5. l honestly don't fault the City Manager, 2 years in this position and nearly 20 years in this type position progressively if not directly, not wanting to sully his reputation with failures especially at a time his contract is up for renewal.
I again submit to this Councit that RBHR be added to the Public Safety Commission (similar to the FD and the PD) for oversight (for lack of a better adjective) as at a bare minimum workplace violence is a public safety item and be audited for recommendations on modernizing the service delivery model, forms, and workflows.
Candidate Experience
Administer employee personnel transactions and input all HR-related payroll changes into MUNIS including new hires
• MUNIS (payroll system) integrates with NEOGov (applicant system) so data can be ported over and link created for new hire to input the deficit of personal information to ensure prompt pay etc.
Candidate Experience
Coordinate recruitment, selection, and pre-employment testing and activities for all full time and part time vacancies cannot be effectively accomplished by ghosting candidates = Menu > APPLICATIONS
Application History
Applied on 12/27/2023 09:38 Reviewing Qualifications Administralive Analyst Administrative Coordinator Port-
Time (Police DeRartment) PM Pacific
City of Radondo Beach. Calfornt History
Application Received
Police Services Specialist Applied on 11/10/202301:10PM In-Person Oral Exam City of Redondo Beach, Califomia Pacific
History
Communications Supervisor Applled on 09/18/2023 02:54 Reviewing Qualications PM Pacific
City of Redondo Beach, California
Histery
Community Services Officer Il Applied on 09/04/202303:58 Eligible Jall Unit) PM Pachfic
History
Civ ni Renondo kpach Callornial
Administrative Analyst Applied on 09/04/2023 03:55 Application Received PM Pacific H
History
Office Assistant [Part-Tlme] Applied on 07/13/2023 01:31 Reviewing Qualifications PM Pocitic
Clly of Redondo Beach, California
History
3 Customer Experience
Administer DOT drug testing is one of many items listed that imply more work than what is actually done.
This can be a custom report out of the HRIS or Payroll System or a standardized template and take at most three clicks & efaxed or emailed to the vendor (5 minutes max per employee) There are a number of items listed as "administer" or "manage" where the vendor actually does all of the work and we can mitigate any of the steps required from City employees through simple automations.
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Employee Experience
Develop, Administer, and modify City Administrative Policies and Procedures (double dipping hours as have this activity placed in Core Services and Projects) Adopted: FY2022-2023 (1173 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours
Adopted: FY 2023-2024 (1416 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours
Begin negotiations with miscellaneous bargaining units using class and comp study findings by December 2023(100 hours)
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement electronic timekeeping and streamlining payroll processing for all employees by June 2024(320 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2024 (226 hours)
• Encourage employee engagement through modification and improvement of existing Service Awards Program and other employee led engagement programs in conjunction with employee events committee by June 2024 (200 hours)
• Continue to manage and implement City participation in Public Risk Innovation Solutions and Management (PRISM (formerly CSAC)) risk pool programs by June 2024 (150 hours) • Review available new hire pre-screening medical providers as well as review procedures and medical exam profiles for compliance with updated legal requirements by June 2024 (90 hours) • Research customer service training options and implement City-wide customer service training by June 2024 (100 hours)
Provide ongoing assistance to the Library Department with the continued development of the City's volunteer program to ensure legal compliance and City-wide coordination by June 2024 (80 4 Provide ongoing assistance to the City Manager's office with updates to the City's Communications Plan by June 2024 (150 hours)
Adopted: FY2021-2022 (1373 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours)
Adopted: FY 2022-2023 (1173 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 working hours
• Receive and provide results of targeted classification and compensation study by October 2022 (100 hours)
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement electronic timekeeping and streamlining payroll processing for all employees by June 2023(438 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2023 (236 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2023(219 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2023 (180 hours) Adopted: FY2020-2021 (1373 hrs) (3 HC (6,240 working hours) Adopted: FY 2021-2022 (1073 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 hours))
• Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement Executime electronic timekeeping and streamlining payroll processing for all employees by June 2022 (438 hours)
• Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2022 • Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2022(219 hours)
Adopted: FY2019-2020 (1830 hrs) (4 HC (6,240 working hours (missing an approved role of HR Manager which would add 2080 hours))
Adopted: FY 2020-2021 (1373 hrs) (3 HC: 6,240 reducing team working hours by 2080) Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement Executime electronic timekeeping and streamlining payroll processing for all employees by June 2021 (438 hours)
• Continue to facilitate ongoing worksite wellness programs for full time employees in conjunction with Beach Cities Health District by June 2021(300 hours) • Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2021| (236 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2021 (219 hours)
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2021 (180 hours) Adopted: FY2018-2019 (2400 hrs) (5 HC: 10,400 team working hours) Adopted: FY 2019-2020 (1830 hrs) (4 HC: 8,320 team working hours Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement a dual calculation system for FLSA overtime vs MOU overtime for all non-exempt employees, in conjunction with a streamlined system for regular payroll processing for all employees by June 2020 (630 hours)
• Continue to implement and oversee City-wide wellness "pilot program" for full time employees in conjunction with Beach Cities Health District by June 2020(400 hours) 5 • Develop and/or modify critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2020 • Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2020 (300 hours)
• Continue to manage and implement City participation in Califomia State Association of Counties (CSAC) risk pool committees and programs by June 2020 (200 hours) Adopted: FY2017-2018 (3550 hours) (5 HC: 10,400 team working hours) Adopted: FY2018-2019 (2400 hours) (5 HC: 10,400 team working hours) Work with Financial Services & Information Systems departments and City-wide timekeeping staff to implement a dual calculation system for FLSA overtime vs MOU overtime for all non-exempt employees, in conjunction with a streamlined system for regular payroll processing for all employees by June 2019 (1200 hours)
• Continue to implement and oversee City-wide wellness "pilot program" for full time employees in conjunction with Beach Cities Health District by June 2019(400 hours) • Develop and/or modify critical administrative policies and procedures, including creation/updates •to Anti-Harassment Policy, Substance Abuse Policy and Personal Vehicle Use Policies by June 2019 (300 hours,
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2019(300 hours
• Continue to manage and implement City participation in California State Association of Counties (CSAC) risk pool committees and programs by June 2019 (200 hours) Adopted: FY2016-2017 (1300 hours) (5 HC: 10,400 team working hours) Adopted: FY2017-2018 (3550 hours) (5 HC: 10,400 team working hours) . Facilitate implementation/transition to new membership in California State Association of Counties (CSAC-EIA) risk pool by June 2018 (250 hours)
• Facilitate transition to Employee-Paid PERS Member Contributions for Safety Groups including associated contract amendments and payroll changes by June 2018 (200 hours) • Transition to CaPERS Health Insurance for employees and retirees following completion of the meet and confer process (no timeline) (2,000 hours)
• Continue to implement and oversee City-wide wellness "pilot program" for full time employees in conjunction with Beach Cities Health District by June 2018 (300 hours) • Continue to work with Financial Services Department to streamline payroll processing through MUNIS, including training of City-wide departmental timekeeping staff by June 2018 (560 hours) • Modify continuous Police officer recruitment and selection program from quarterly to biannually by June 2018(240 hours)
Adopted: FY2015-2016 (945 hours) (5 HC: 10,400 team working hours) Adopted: FY2016-2017 (1300 hours) (5 HC: 10,400 team working hours • Continue development and modification of critical administrative policies and procedures, including creation/updates to Anti-Harassment Policy and Substance Abuse Policy by June 2017 (200 hours
• Evaluate participation in alternative employee health insurance programs, to control costs while continuing to provide a high level of coverage by June 2017(200 hours) • Review and evaluate participation in workers' compensation Alternative Dispute Resolution (ADR) Program to reduce costs by June 2017 (200 hours)
• Develop and implement a city-wide Wellness Program by June 2017 (100 hours) • Continue to work with the Financial Services Department to streamline payroll processing through MUNIS, including training of City-wide departmental timekeeping staff by June 2017 (80 hours) • Continue evaluation of City's participation in the Independent Cities Risk Management Authorities (ICRMA) risk pool, and make recommendation regarding alternative by November 2016 (220 hours)
• Maintain implementation of continuous police office recruitment and selection program through June 2017(300 hours)
Adopted: FY2014-2015 (416 hours) (5 HC: 10,400 team working hours) 6 Adopted: FY2015-2016 (945 hours) (5 HC: 10,400 team working hours) Identify and update critical outdated administrative policies and procedures by June 2016 (200 hours,
• Implement and monitor AB1522 Healthy Families Healthy Workplace Act requirements by September 2015(80 hours)
• Develop and implement a city-wide Wellness Program by June 2016 (25 hours) • Work with the Financial Services Department to streamline payroli processing through MUNIS (100)| • Review and modernize HR's internal filing and general administrative practices by June 2016 (170)| • Work with the Financial Services Department to implement Affordable Care Act monitoring requirements by December 2015 (220 hours)
• Work with the City Attorney's Office to evaluate City's ICRMA participation and make recommendation for future participation by December 2015(50) • Complete staff work to assist with the update of the City's webpage by June 2016(100 hours Preparing the Organization for the Future
Service Awards (All employees want to be acknowledged and appreciated), Employee Wellness, and Modernizing Redondo Beach HR filing and Administrative Practices • Encourage employee engagement through modification and improvement of existing Service Awards Program and other employee led engagement programs in conjunction with employee events committee by June 2024 (200 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2023 (219 hours)
• Modify and improve existing Service Awards Program in conjunction with employee events committee by June 2022(219 hours)
• Continue to facilitate ongoing worksite wellness programs for full time employees in conjunction with Beach Cities Health District by June 2021 (300 hours as a project but has not moved to Core Activities. Has this been disbanded?)
• Continue to implement and oversee City-wide wellness "pilot program" for full time employees in conjunction with Beach Cities Health District by June 2020(400 hours) • Continue to implement and oversee City-wide wellness "pilot program" for full time employees in conjunction with Beach Cities Health District by June 2019(400 hours) • Review and modernize HR's internal filing and general administrative practices by June 2016 (170) (This is never mentioned again for the next 8 years. Was this addressed or abandoned? If HR Digital Transformation Project
Project Name: City of Redondo Beach Human Resources Digital Transformation Project Owner: Diane Strickfaden, Director of HR
Luke Smude, Assistant City Manager
Elizabeth Hause, Assistant City Manager
Project Owner's Human Resources (City & RDPD)
Department:
Project Sponsor: Mike Witzansky, City Manager
Business Opportunity • Define and operationalize the HR Digital Transformation for the City of The business problem being Redondo Beach
7 addressed. How and why • Streamline systems (KTLO & Risk Management) through online platforms & the project came to be. apps minimizing unnecessary time and waste Project Objective Reduce Paper use (& associated costs & workflows) in support of the Brief description of the City's Sustainability Initiative purpose and/or objective Digital Infrastructure for Risk Management mitigating HC need : Enhanced employee experience for key HR Workflows that currently of the project.
require a high volume of paper
Project 1. Benefits
Benefits/Deliverables Reduce costs associated with paper use (printers, printer ink, List the project deliverables paper clips, folders, pens, storage, time spent filing & finding and specific benefits the paper documents)
deliverables will provide
Enhanced/Improved Candidate & Employee Experience
Add to the success of the City Website (Item 2 on Strategic Plan) Improved Risk Management Program (Item 10 on Strategic Plan) • Improve workers comp claim process fling from within 3 days to Improve new general liability claim processing from within 45 days to within 25-30 days
2. Deliverables
Project Plan
• City Website Risk Management Page requirements
• Change Management Plan (including cascading
communications & app recommendations (i.e. Box, Docusign)) • Workflows (Current State v Future State)
Project Scope All HR Forms Out of Scope:
: All HR Processes & Workflows
Click or tap here to
enter text.
Completion Criteria: Statistical reduction in paper use • Financial reduction in spend on paper, printer toner spend & usage Clearly specify what will be
Reduction in manual processes
achieved, expecied result
• Improved Candidate and Employee Experience
or outcome.
Audience Groups: • HR Staff (Director (1), Analysts (2), Technician (1), Office Specialist I (!)) Who will be impacted? (Note: Budget has HC as (Director (1), Manager (1), Analysts (1), Technician (Field, Corporate, etc.)
City Manager
Candidates
• City Staff
Audience Location: • City of Redondo Beach
Geography impacted?
(U.S.. UK. APAC. Canada.
EU & ME, LATAM)
What other assistance, materlals and equipment are needed? If any, please provide details below • Communications Team to aid with crafting messaging to come from the City Manager, etc. as well as the Marketing and Technical Team for 2-minute shorts to go out to all staff on what is being done and when the results are in.
• Access to the new City of Redondo Beach Website Vendor to aid with adding documents and workflows to HR Page on the website
8 • Access to the intemal employee portal.
Checkr account (Background checks)
Docusign account (automated workflows)
Box account (e-Filing & storage)
JIRA helpdesk account (automated workflows)
What Owner How Recipients When
Project Kickoff (Scope, Project Manager Meeting Leadership Team, Core One Time Plan) Team, Technical Team
Data Collection Project Manager Meeting Finance One Time Project Scope and Project Manager Email, Video All Staff Multiple Times Status throughout project
Core Team Sprint Project Manager Meeting Core Team Daily Meeting
Stakeholder Status Project Manager Email Leadership Team, Core M,W,F Meeting Meeting Team
Technical Project Manager Meeting Core Team, Technical As Needed Reviews/Design Sessions or Product Team, Others as
Managers Needed
Project Close Project Manager Email Sponsor Once time close of project
Major Known Risks (Describe any obstacles or barriers to completing project.) • Digital Transformation may result in a reduction in force • Digital transformation may require HR employee re-skill Constraints (List any assumptions/beliefs about the project or restrictions that may limit the project results.) • Public Policy Governance
City Charter Governance
• MOU Goverance
• City Council Govemance
9 if applicable anafor possible
Timing Milestone
Week 1 Codify Requirements, Data Collection inclusive of current and proposed new model, Role v Title Analysis, Cascaded Communication Plan Week 2 Submit recommendations, Draft Documentation, Cascaded Communications including interpreting results and share them in a way the org can understand Week 3 Edits, Cascaded Communications
Week 4 Project Results Ratified, Cascaded Communications Week 5 - 52 Operationalize
Name Title Responsibility Role Leadership Core Technical Team Team Team
R x
X
P
D
Project Role Description
Recommend Makes recommendations for solutions, will defer to the D when lack of consensus.
Agree/Approve Approves the solution options as viable for their area of responsibility Performs the job, does the work, identifies issues and risks, participates in team Produce meetings.
Informed Informed on the outcome of decisions and status When Recommenders are not in agreement, this individual (or role) makes the final Decision Maker
decision.
The RAPID (R= Recommend A= Agree P= Produce I= Inform D= Decide) identifies which people have a vested interest in the project.
These are the stakeholders who will receive status, make decisions and provide input through the course of the project.
**Note: People play multiple roles, their primary role is listed** 10 Name Department Date Signature
(MM/DD/YYYY)
Project Owner Diane Human Resources Click or tap to
Strickfaden, enter a date.
Director
Project Owner Elizabeth Hause, City Manager Click or tap to Assistant City enter a date.
Manager
Project Sponsor Mike Witzansky, City City Manager Click or tap to Manager enter a date.
11 HR Digital Transformation Part 1 SOW - Workflow Automation & Process Transparency Risk Management Activities
Workers Compensation (300 D-hours)
Three Categories (Property Damage, Trip & Fall, Personal injury) Employees (Forms & Guides)
Report an Injury
• File a Claim Workflow
Return to Work Workflow
Managers (Forms & Guides)
Submit an Employee Injury
• Report a Fraud (Forms & Guides)
Submit a Fraud Report
• Anti-Harassment Policy (40 H-hours)
• Substance Abuse Policy (40 H-hours)
Personal Vehicle Use Policy (40 H-hours
• Policy Review (TBD H-Hours)
Review all current employee policies and refresh (see what can be included in Part 1 and what will move to Part 2)
= Develop and/or modify policies & procedures (a recurring annual project) • Employee OnBoarding Documentation (50 D-hours)
• Review current workflow
• Format documentation for e-sign and e-file
• Design new workflow
• New Employee Orientation Documentation (50 D-hours)
• Review current workflow
• Format documentation for e-sign and e-file
• Design new workflow
• Employee Offboarding Documentation (50 D-hours)
Review current workflow
• Format documentation for e-sign and e-file
• Design new workflow
• Employment Verification (50 D-hours)
• Review current workflow (Current workflow has an SLA of at least 5-7 business days) • Format documentation for e-sign and e-file
• Design new workflow
HR Digital Transformation Part 1 - Proposed BRR (If added to 2023-2024 and above completed by June 2024)
FY 23-24 HR BRR Restoring Risk Manager vs Cost/Benefit of CCC SOW FY 2023-24 HR BRR Cost/Benefit of restoring Risk Manager Minimum cost of $215,000 per year (salary only; significantly higher with retirement, benefits, and fringe)
Additional layer in claim process supply chain where support via City's risk pool (PRISM) team of experienced risk management consultants is sufficient to handle the current volume even with its highly administrative components
Narrow scope for only Workers Comp Claims investigations that requires more on the part of the impacted employee and the insurance carrier than that of the city administrator
12 The Workers' Compensation
Claims Process
Moccal Treatsuest 3 Report of innes FRON Workers Come Corner Employee Reports Sunda!a Packet to
thic injury Irated Emploren
st Accepted the Ciamn is Successtully
Worker Comp Carrier 6 Empleren, Employer
lies Clai 7 Resele, Close and
& Cano Develop s Employee Felines to Weak
Baccaalize RTW Prac
• HR BRR Cost/Benefit of CCC SOW
Risk Management One-time fee not to exceed $215,000
Recurring savings YOY as new infrastructure costs absorbed by existing personnel and technology (Docusign, Box)
• CCC Bill Rates
• Developer: $250/hr
500 Hours $125,000)
• HR Consultant: $200/hr
• 120 Hours ($24,000)
• Automated infrastructure will support the current volume (40-50) of claims and is scalable enough to mitigate peak claim volume (69) • Automated infrastructure will reduce the manual effort and paper produced
• Updated infrastructure (hybrid self-service) provides a roadmap for effective organizational design & headcount planning
• Expanded scope for additional areas of improvement in Risk Management mitigation outside of Workers Compensation
13 EXCEPTIONAL
PEOPLE IS OUR PURPOSE
BY DESIGN
14