Appendix F Human Resources and Corporate Services Service ...€¦ · Service Profile Budget (in thousands) Operating Costs $776 Revenues– Net Levy $776 FTEs 7.1 Program Corporate,

City of London Service Review

Appendix F

Human Resources and Corporate Services

Service Profiles As of December 2018 and issued June 14, 2019

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Ser

vice

Lev

el

Above Standard

Below Standard

Discretionary Traditional Essential Mandatory

Basis of Delivery

Human Resources and Corporate ServicesService Profile Summary

At Standard

Number of services/service profiles 6

Total operating costs (in thousands) $10,325

Net municipal levy (in thousands) $9,562

Full-time equivalent staff 67

Services by Basis of Delivery, Service Level and Net Levy

< $1 million

$1 million to $5 million

$5 million to $10 million

>$10 million

Employee Systems

Net Levy Requirement

HumanRights

Emergency Management

Human Resources

Corporate Security

AODA

Source: Service profiles based on the City’s 2018 budget with additional information provided by the City

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Human Resources and Corporate ServicesService Profile Summary

Service Basis of Delivery Service Level Operating Costs (in thousands)

Revenues (in thousands)

Net Levy (in thousands)

FTEs

Human Rights Mandatory At Standard $328 - $328 2.0

Human Resources Essential At Standard $6,291 $719 $5,572 44.0

Employee Systems Essential At Standard $776 - $776 7.1

EmergencyManagement Mandatory At Standard $938 $6 $932 5.0

Corporate Security Essential At Standard $1,606 $38 $1,568 8.0

AODA Mandatory At Standard $386 - $386 1.0


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Human RightsService Profile

Budget (in thousands)

Operating Costs $328

Revenues –

Net Levy $328

FTEs 2.0

Program

Corporate, Operating and Council

Organizational Unit


Service Type

Internal and External

Service Overview

The City administers processes and procedures provided under its applicable policies, including the Workplace Harassment and Discrimination Prevention Policy, Code of Conduct for Employees and the Workplace Violence Prevention Policy.

Service Value

The City is committed to ensuring that every employee is provided with a respectful work environment that is safe and free from harassment and discrimination and that positive interpersonal behaviours flourish across its workplaces.

Performance and Benchmarking

• For the purposes of our analysis, we have consolidatedHuman Rights with other human resource functions in orderto provide consistency with the operating structure of thecomparator municipalities. This analysis indicates that theCity has the second lowest budgeted levy per household forhuman resources among the selected comparatormunicipalities (Hamilton, Windsor, Brampton, Vaughan).

• The 2017 MBNCanada Performance Measurement Reportdoes not provide specific analysis relating to human rights.

Below Standard At Standard Above Standard

Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Mandatory – The Ontario Human Rights Code and Occupational Health and Safety Act create a legislative requirement for the City to provide harassment free, discrimination free and workplace violence free workplaces.

The City is compliant with the requirements of Provincial legislation.


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Human RightsService Profile

Profile Component Definition

Direct Client A party that receives a service output and a service value.

• City employees• Community residents submitting complaints concerning City staff• Community partners that work in conjunction with the City on human rights training

and awareness

Indirect Client A set of parties that benefits from a service value without receiving the service output directly.

• Residents of the City of London

Service Output The output of a service that fulfills a recognized client’s need.

1. Education and training2. Investigations into allegations by City employees of non-compliance with policy and

with relevant applicable legislation (formal and informal)3. Investigations into allegations by member of the public of potential breaches of the

applicable legislation and the provision of service4. Complaint resolution

Service Output Type A classification of service outputs based on the Municipal ReferenceModel.

1. Education and training encounters2. Findings3. Findings4. Rulings and judgments

Service Output Level The quantum of service outputs provided to direct clients.

During 2017, the City received approximately 64 inquiries, requests and formal complaints with respect to Human Rights, Code of Conduct and Workplace Violence, with the majority of formal complaints resolved within the year.

Sub-Services Elements of a service that have different outputs and/or clients.

None identified


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Human ResourcesService Profile


Operating Costs $6,291

Revenues $719

Net Levy $5,572

FTEs 44.0

Program


Organizational Unit


Service Type

Internal

Service Overview

Human Resources is responsible for the provision of all human resource services to all Service Areas. HR services include but are not limited to labour relations, occupational health & safety, recruitment & staffing, attendance & disability support, diversity & inclusion, Performance Management, organizational design, pension & benefits, compensation management & recognition, corporate learning, employee relations as well as internal employee communications .

Service Value

Human Resources is responsible for maintaining an engaged and productive workforce, by providing programs and supports to the employees of the Corporation. It ensures legislative compliance in the areas to include Ontario Human Rights, Labour Relations, ESA, Occupational Health & Safety and the OMERS Act.


• The City has the second lowest budgeted levy per householdfor human resources among the selected comparatormunicipalities (Hamilton, Windsor, Brampton, Vaughan).

• The 2017 MBNCanada Performance Measurement Reportindicates that the City’s human resources cost per T4supported is the third lowest of the 16 municipalities includedin the MBNCanada analysis.


Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Essential – An effective human resources function is seen as essential to ensure that the needs of both employees and the Corporation are met, allowing it to deliver services to residents.

Considered at standard due to consistency of operating costs with comparator municipalities.


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Human ResourcesService Profile



• City employees (for personal employee matters)• City management (for corporate human resource support)• Collective bargaining units• Community ( diversity and inclusion)


• Residents of the City, who benefit from the work undertaken by City employees


1. Recruitment and retention2. Labour relations3. Rewards and recognition4. Occupational health and safety5. Employee and client relations

6. Workplace diversity and inclusion7. Employee engagement8. Internal employee communications9. Learning and development


1. Advisory encounters and educationand training encounters

2. Periods of agreement3. Advisory encounters4. Periods of protection

5. Periods of agreement6. Advocacy and promotional encounters7. Advocacy and promotional encounters8. Advisory encounters9. Education and training encounters


• Human Resources contributes to the management of more than 3,500 FTEs.• On an annual basis, 120 grievances are referred to human resources, 60 of which are

referred to arbitration.• On an annual basis, more than 700 WSIB incidents/claims and 170 short-term/long-

term disability claims are managed by Human Resources.• On an annual basis HR receives approximately 13,000 applications and interviews

approximately 1,400 people


1. Health and safety training2. Human resources3. Intern program4. Rewards and recognition5. Human resources and corporate

6. Return to work7. Labour relations8. Recruit and business solutions9. Organizational development10. Corporate training


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Employee Systems Service Profile



Revenues –

Net Levy $776

FTEs 7.1

Program


Organizational Unit


Service Type

Internal

Service Overview

Employee Systems is responsible for managing payroll functions (policy development, processing), as well as the ongoing development and maintenance of systemsrelating to corporate scheduling, attendance, payroll and human resources. Employee Systems monitors corporate adherence to all applicable payroll legislation, collective agreements and associated financial reporting.

Service Value

Employee Systems ensures that City employees are paid accurately and on time, along with applicable remittances to other levels of government and required garnishments. It contributes towards compliance with legislative and contractual obligation of the City, and also ensures the confidentiality of payroll information for management, elected officials and HDC London employees.


• For the purposes of our analysis, we have consolidatedEmployee Systems with other finance functions (payroll) inorder to provide consistency with the operating structure ofthe comparator municipalities. This analysis indicates that theCity’s overall financial services cost per household is thesecond lowest among the selected comparator municipalities(Hamilton, Windsor, Brampton, Vaughan).

• The 2017 MBNCanada Performance Measurement Reportindicates that the City’s payroll operating cost per directdeposit or cheque is the third highest of the 16 municipalitiesincluded in the MBNCanada analysis.


Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Essential – Effective payroll processing is essential forensuring that the City can deliver municipal services as planned.

Considered at standard


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Employee SystemsService Profile



• City of London employees• OMERS, CRA, Service Canada , Insurance Carriers, EI, CPP, Family Support etc.


• City of London employees


1. Policy development2. System enhancement and development3. Financial


1. Creating and changing rules2. Implementing changes


Employee systems assists in the delivery of personnel-related services (payroll, scheduling, human resources) to more than 3,500 City employees, as well as employees of the Dearness Home, London Police Service, HDC and Tourism London.


None identified


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Emergency Management Service Profile



Revenues $6

Net Levy $932

FTEs 5.0

Program

Protective Services

Organizational Unit


Service Type


Service Overview

Emergency Management provides leadership, guidance and direction to ensure the safety of the community by engaging in mitigation, prevention and preparedness for an emergency. Emergency Management is a legislative service that focuses on (i) emergency operations and training (response plans, infrastructure, best practices, training); and (ii) business continuity, public education, awareness and notification.

Service Value

Emergency Management contributes towards the safety of residents of the community through prevention mitigation and response to community risks and emergencies. In addition, Emergency Management also works to ensure the continuity of city services in the event of a disruption, ensuring that physical locations, business practices and continuity of government is maintained during disruptions and emergency events.


• The City has the highest net levy per household of themunicipalities included in the comparative analysis (Hamilton,Brampton).

• The City is the only municipality within the comparator groupthat does not have emergency management as a componentof fire services.


Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Mandatory – Section 2.1 of the Emergency Management and Civil Protection Act requires all municipalities to develop an emergency management program that involves an emergency plan, training programs, public education and other elements as required by the Province.

Considered at standard as the City is in compliance with the provisions of the Emergency Management and Civil Protection Act.


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Emergency ManagementService Profile



• City employees• Residents of the City• Emergency response partners


• Residents of the City


1. Emergency response planning2. Incident management system3. Training for City personnel and response partners4. Public education and awareness for residents5. Emergency operations centre


1. Creating and changing rules2. Interventions3. Education and training encounters4. Education and training encounters5. Interventions


• On an annual basis, Emergency Management provides training to 500 City staff andconducts approximately 30 public education awareness events.

• The City’s Emergency Operations Centre is use approximately 200 days over thecourse of the year.


1. Emergency Planning2. One Voice Communications


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Corporate SecurityService Profile


Operating Costs $1,606

Revenues $38

Net Levy $1,568

FTEs 8.0

Program

Protective Services

Organizational Unit


Service Type


Service Overview

Corporate Security is responsible for the protection of all city assets including people and infrastructure. Programs include facility protective systems, physical security audits and design, fire safety, downtown camera management, incident and emergency response, guard services, event security planning and executive protection.

Service Value

Corporate Security contributes towards a safe and secure environment for city staff and residents through a commitment to prevention, preparedness and response. This includes the protection of staff, residents and approximately one billion dollars in infrastructure assets.


• Comparative information concerning corporate security costsis not available for the comparator municipalities and as such,we have been unable to obtain benchmarking data.

• The 2017 MBNCanada Performance Measurement Reportdoes not provide specific analysis relating to human rights.


Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Essential – The provision of effective security services at municipal facilities contributes towards public health and safety and the protection of public property.

Considered at standard


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Corporate SecurityService Profile



• City employees• Residents of the City


• Residents of the City


1. Management of physical protective systems2. Design and evaluation of protective systems and programs3. Downtown Camera Program4. Incident response5. Guard services6. Event security planning7. Executive protection


1. Periods of protection2. Periods of protection3. Periods of protection4. Interventions5. Periods of protection6. Periods of protection7. Periods of protection


Emergency Services provides approximately 40,000 hours of guard services (through external contractors) and responds to more than 5,000 incidents. Emergency Services also receives approximately 4,000 requests for service from City departments and the general public.


None identified


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AODAService Profile



Revenues

Net Levy $386

FTEs 1.0

Program


Organizational Unit


Service Type


Service Overview

The AODA Division works with stakeholders across the City of London to meet the legislative requirements under the Accessibility for Ontarians with Disabilities Act (‘AODA’) and other regulation. The AODA Division also work in collaboration with all Service Areas with respect to accessibility to promote a healthy, safe and accessible City for all.

Service Value

The AODA Division contributes to providing quality goods, services and facilities that are accessible to all persons receiving services in a manner that ensures dignity, independence, integration and equal opportunity of all persons with disabilities. The AODA Division ensures that functional units within the City are compliantwith AODA requirements and promote accessibility in their respective service areas.


• For the purposes of our analysis, we have consolidated AODADivision with other human resource functions in order toprovide consistency with the operating structure of thecomparator municipalities. This analysis indicates that theCity has the second lowest budgeted levy per household forhuman resources among the selected comparatormunicipalities (Hamilton, Windsor, Brampton, Vaughan).

• The 2017 MBNCanada Performance Measurement Reportdoes not provide specific analysis relating to accessibilityservices.


Essential

Traditional

OtherDiscretionary

Ser

vice

typ

e

Service level

Mandatory

Basis For Delivery

Mandatory – The City’s responsibilities with respect to accessibility are mandated by the Accessibility for Ontarians with Disabilities Act.

The City is compliant with the requirements under the Accessibility for Ontarians with Disabilities Act.


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AODAService Profile



• Anyone accessing City of London services• City of London employees• Community partners


• Anyone accessing City of London services


1. Policy and procedure development2. Assessment of compliance with legislative requirements3. Training and development4. Support to functional units to ensure accessible City services5. Collaboration with community partners


1. Creating and changing rules2. Findings3. Educational and training encounters4. Advisory encounters5. Advisory encounters


• The City receives less than five accessibility complaints annually, all of which areresolved.

• The City receives approximately 40 accessibility inquiries from other City departmentsand third party organizations.

• The AODA Division reviews about 25 accessibility projects for budgetary supportevery year.


None identified


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Documents

Appendix F Human Resources and Corporate Services Service ...€¦ · Service Profile Budget (in thousands) Operating Costs $776 Revenues– Net Levy $776 FTEs 7.1 Program Corporate,