City and County of San Francisco Department of Human Resources

City and County of San Francisco Department of Human Resources

Civil Service ReformPreserving the Promise

of Government

Civil Service Reform Advisory PanelApril 7, 2005 Presentation

Employee Investment & Performance Management


Civil Service Reform ProjectAgenda

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• Updates from the last Advisory Panel meeting (March 18th) - Employee Town Hall Meetings and Online Survey Results - Additional Stakeholder Input– Department Heads and CFOs, Exams, PTC - Future Scheduled Stakeholder Meetings and Hearings

• Review of the City’s current Employee Investment and Performance Management policies and practices

- Training

- Promotion

- Goal Setting and Performance Evaluations

- Merit Pay and Flexible Compensation

- Probation

• Discussion of Issues

• Agenda for the next meeting


Civil Service Reform ProjectUpdate

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Town Hall Meetings:• Three meetings conducted on March 14th, 17th and 21st - 474 attendees signed-in, 104 attendees provided comments

• Some main discussion themes were:- Employees need more career advancement and promotional opportunities.- City should increase its efforts to reward good performers and properly manage

poor performers, otherwise it’s demoralizing to staff.- Managers and supervisors should be required to go through mandatory manager training and receive the tools they need to properly manage employees.- The Rules are applied inconsistently– need more oversight and audits.- There needs to be more performance evaluations and employee accountability.- Reduce/eliminate provisional appointments.- Reduce the amount of nepotism in hiring– use more exams to ensure merit.- Use more exams, and make them performance-based.- Increase the use of apprenticeship programs.- Do not eliminate seniority.



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Web Survey: • 380 responses through March 31st closing date

• 55% from City employees, 45% from non-City employees

• Is the City meeting its goals in the 4 broad areas? (Hiring- most qualified candidates in timely manner) (EE Investment and Performance Management) (Separation- limiting disruption to EE and Dept) (Governance- streamlined, harmonized system)

Hiring

EE Invstmnt & Perf Mgmt Separation Governance

Strongly Agree/Agree 23% 23% 28% 22%

Neither agree nor disagree 14% 13% 22% 21%

Disagree 61% 60% 39% 47%

Don't know/no answer 2% 4% 12% 9%


Future Scheduled Meetings: - Board of Supervisors GAO Committee Hearing,

City Hall room 263 at 3pm on Monday, April 11th

- Civil Service Commission Hearing, City Hall room 416 at 9am on Tuesday, April 12th

- Lunch with Jonathan Walters from Governing Magazine, 12:30pm on Tuesday, April 12th in City Hall room 201

- Future Advisory Panel Meetings, City Hall room 201 April 19th, 2 – 4:30pm

April 26th, from 1 – 5pm May 2nd, from 8:30am to 9:30am (Tentative)


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Civil Service Reform Project Today’s Reform Topic Area

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Employee Investment/Performance Management

Our goal is to promote high levels of employee performance through career development, performance assessment, effective management, accountability, and flexible compensation.

Employee Investment/Performance Management issues include:

- Training

- Promotion



- Probation


Civil Service Reform Project Today’s Reform Topic Area

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Examples of questions to consider:

Are we providing adequate training and development for our workforce?

Does the City’s compensation strategy and promotive opportunities provide sufficient ability and flexibility to recruit, retain, motivate, and reward the highest quality workforce?

Are we adequately linking job performance to compensation and promotion?

Are we managing employee performance through the probationary period and through regular, annual performance evaluations?


Civil Service Reform ProjectOverview on Training

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History of the City’s Training Program*- The City used to have a strong centralized training program located in DHR

charged with management and employee development and training. - During the mid-1990s the funding for this training program changed from a

compulsory budgeted line item to a voluntary fee-for-service enterprise based on interdepartmental work order and many departments lost their access to training due to their fiscal constraints.

- The City’s current centralized training program, the Training and Organizational Division (TOD) of DHR, is staffed with only 2 FTEs.

An Overview of the City’s Current Training Program*- Training efforts throughout the City are primarily decentralized and

inconsistent.- Of the City’s approximately 50 departments, only 14 are known by TOD staff to

have extensive and coordinated training programs.- There is no central database with information on training opportunities or

classes in other departments.

* NOTE: this does not include Fire, Sheriff and Police Department Training Programs


Civil Service Reform ProjectOverview on Training

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The City’s overall training budget:* - Difficult to determine since training is decentralized and budget

practices are inconsistent.

- FY 2003/04, budget line items identified as training amounted to a budget of approximately 0.5% of actual salaries paid, and actual expenditures of 0.3% of salaries paid.

[Best practice literature recommends an expenditure of 3-6%]

- In FY 2004-05, $1.3 million was budgeted for employee reimbursement of training-related costs pursuant to MOUs.

Number of dedicated staff:* - Out of approximately 50 City Departments, only 5 have clearly

identifiable and dedicated full-time training staff, a total of 17 FTEs (16 training organizers and 1 IS Trainer).

- There is approximately 1 training staff FTE for every 1,300 employees.

* NOTE: this does not include Fire, Sheriff and Police Department Training Programs


Civil Service Reform ProjectPromotive Opportunities

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A Manager’s ability to promote excellent employeesdepends upon all of the following:

1. Position constraints (if a vacancy exists)2. Budgeting authority constraints (Mayor and Controller)3. Holdover rights of any laid off employee4. Civil Service Appointment Processes

- Employee must have taken last permanent test and be “reachable” on an eligible list

- If no list, a permanent test must be conducted and the employee must score well (especially when Rule of 3 applies)

- If permanent test is not conducted, a provisional process is necessary ___________________________________________________

↓

No guarantee of promoting employee!


Civil Service Reform ProjectPromotive Opportunities

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Employee seeking promotive opportunity:• An employee is required to go through an open competitive

application process in order to promote.

• Promotive Points are routinely added to a permanent civil service employee’s exam score (up to 60pts)

- Employees qualify for 30 performance points based on satisfactory performance (i.e., received a performance rating of “competent

& effective” w/in 12 months) and 30 service points if employed at least 6 months (used to be 3 years).

- Promotive points are not given for training or excellent performance.

- Provisional employees are not eligible to receive promotive points.

- One promotive point is deducted for each day of suspension within 4-year period immediately prior to the exam (though this is no longer the

practice) Max deduction for suspension is 30 points even if suspension is longer. Written reprimands, etc., are not grounds for deduction. No double jeopardy – if points are deducted during one exam, they will

not be deducted on subsequent exams.


Civil Service Reform ProjectPerformance Evaluations

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Review of the City’s past practices:• Prior to 1979, the Civil Service Commission directly administered the performance

appraisal system through its Management Development Unit (MDU) and required all departments to submit their appraisal reports to it for review.

• After 1979, the Commission decentralized the performance appraisal system and made DPOs responsible for administering the system; MDU was responsible for monitoring the departments and conducting periodic audits.

• There were staff reductions in 1985 and thereafter the MDU no longer performed audits but rather served in an advisory role.

The City’s current practices:• There is no centralized monitoring of performance evaluation practices; therefore,

departmental practices are unknown.

• However, as an indication, a DHR climate survey conducted late last 2004 showed:

- 47% of DHR employees disagree that they receive adequate feedback from their supervisor on the quality of their work performance.

- 66% of employees do/did not receive an annual performance evaluation.


Current Performance-Based (Merit) Pay Programs:1) Municipal Transportation Agency (MTA) – Group Performance Based

• Service standards are established each FY for “service critical” employees. Up to $150 quarterly for group goals; up to $225 quarterly for mode/division goals

• Occupational groups receive quarterly bonus incentives upon meeting the defined measurable goals as follows:

- Maintenance Group: % vehicles that run on time, increase vehicle miles between road calls by mode, # days of unscheduled absence, # of lost days due to industrial

illness. - Operations Group: % of vehicles that run on time, % of scheduled hours delivered, #

of of unscheduled absences, # of lost days due to industrial injury/Illness. - Administration Group: % vehicles that run on time, # days of unscheduled absences.

2) Pay for Performance – Individual Performance Based• MEA employees receive lump sum payments based on base salary for their

performance evaluation rating during the previous FY.• 3% for “Outstanding,” 2% for “Superior,” 1% for “Exceeds Standards,” AND -1% if

the employee received a “Needs Improvement” rating (not to exceed 2% of a department’s aggregate salary for MEA employees)

• Currently suspended– all employees receive 2% biweekly.

Civil Service Reform ProjectMerit Pay and Flexible Compensation

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Deep Classes: - Most City classes contain 5 steps; deep classes have larger salary

ranges, allowing greater compensation flexibility. Examples:

1) Deputy Probation Officer– 11 Steps Annual income of $46,202 to $74,880

2) Trial Attorney – 16 Steps (implementation currently suspended)Annual income range of $69,160 to $140,322

3) Personnel Analyst– 9 Steps Annual income range of $46,384 to $68,250

- Step progression is automatic for all City classes. [Note: for the Personnel Analyst, the MOU requires a performance evaluation of

“competent and effective” or above in order to progress above step 7, though the practice is automatic step progression]

- Managers have some discretion to appoint employees at different salary steps, depending on the MOU provision.

Civil Service Reform ProjectMerit Pay and Flexible Compensation

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Civil Service Reform Project Merit Pay and Flexible Compensation

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Flexible Staffing– The Management Classification and Compensation Plan (MCCP)• Creates a new flexible broad classification and compensation plan

consolidating all managerial positions into 18 classifications, consisting of three pay ranges, A, B and C.

• Range A is a 30% open range. Ranges B and C are 7.5% open ranges.

• Appointment into the MCCP three salary ranges:

- An appointing officer may make an appointment at any rate in range A.

- An appointing officer may seek approval to place new employees to the position at a rate of pay in ranges B & C upon DHR finding:

a) demonstrated recruitment or retention issues, or

b) unusual or extraordinary time-limited assignment, or

c) exceptional or special skills or qualifications which are essential for job performance.


Civil Service Reform Project Probationary Periods

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Authority:

- Civil Service Rule 117 defines probationary status and governs the administration of probationary periods.

- The duration of an employee’s probationary period is governed by the 48 Memoranda of Understanding.

- There is no affirmative act required of either the department or the employee upon completion of the specified time period (e.g., no performance evaluation,

etc.)


Civil Service Reform Project Probationary Periods

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The duration of an employee’s probationary period depends on all of the following:1) The Memoranda of Understanding– which of the 48 applies.

- 7 MOUs have no mention of a probationary period or unspecified durations- MOUs specify duration in terms of hours (i.e., 1040 or 2080), days (e.g., 125 regular work days), or general time (e.g., 6 months or 1 year)- Some MOUs specify that it shall be a combination of training and duration (e.g., one day, provided that training be completed within 6 months)

2) The Job Class— over half of the MOUs have different probationary periods depending on the job class.

3) The department— if the movement is within the same department or to another.

4) The circumstances— e.g., if it is a new City employee, or a reinstatement, or upon bumping, or promotional, or going from part time to full time, etc.

5) Whether the employee went on leave, or used vacation or sick leave— durations may be extended by that amount of time.

6) If the parties mutually agreed otherwise (i.e., agreed to extend the duration)


Civil Service Reform ProjectGroup Discussion

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Employee Investment/Performance Management

Our goal is to promote high levels of employee performance through career development, performance assessment, effective management, accountability, and flexible compensation.

Employee Investment/Performance Management issues include:

- Training

- Promotion



- Probation


Civil Service Reform ProjectAgenda for Next Meeting April 19th

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• Updates on Stakeholder Processes and Input - Board of Supervisors Government and Audit Oversight Committee - Civil Service Commission Special Hearing - Additional Stakeholder Meetings and Input

• Review of the City’s current policies and practices pertaining to separations.

- City’s Goal: To minimize the disruption to employees and departments caused by separations.- Issues Include:

• Knowledge management– ability to retain and manage knowledge outside of the influxes and exits of employees • Retirement• Succession Planning• Layoffs and bumping (budget related)• Discharge and termination (performance-based)• Severance packages• Restrictions on future employment

City and County of San Francisco Department of Human Resources

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