HUMAN RESOURCES DEPARTMENT
MISSION STATEMENT: To provide quality employees that meet the needs of
the City, and to enhance the workplace for all employees through creative and
cost-effective personnel services.
The department consists of four full-time employees and serves 430 full-time
and approximately 220 part-time staff. The department provides consultation and management services in the areas of training, recruitment and selection, benefits management, employee and labor relations, organizational development, management of classification and compensation, employee evaluation, grievance and discipline, compliance with state and federal laws, equal employment opportunity, collective bargaining and contract management, comprehensive employee records management, employee verification of employment, and support to the Human Resources Commission.
Regular full-time staff includes the Assistant City Manager/interim director, two management analyst II's, and two human resources technicians. The director position is vacant and the Assistant City Manager has assumed these duties.
HUMAN RESOURCES COMMISSION
The Human Resources Commission was
created by the City Council to perform the
following duties:
- Act in an advisory capacity to the City
Council and the Human Resources
Officer on personnel matters not
specifically delegated by law to other
parties in the City service.
- Review the recruitment and selection
process for the classified service,
including the publishing/posting of test
notices and the preparation/scoring of
tests, and the certification of eligible
candidates for appointment; review the
City's Position Classification System, and
make comments and recommendations
regarding such processes to the Human
Resources Officer of the Council.
- When requested by the City Council or
the Human Resources Officer, hold
hearings and make other
recommendations on any matters of
personnel administration within the limits
of the request by the City Council or the
City Manager.
- Receive and hear appeals submitted by
any person in the city service relative to
any dismissal, demotion, reduction in pay
or alleged violation of the classification
and salary resolution or the personnel
rules; and to certify its findings and
recommendations as provided in this
chapter.
- In any investigation or hearing conducted
by the commission, it shall have the
power to examine witnesses under oath
and compel attendance or the production
of evidence before it by subpoenas, issued
in the name of the City and attested by the
City Clerk. It shall be the duty of the
Chief of Police to cause all such
subpoenas to be served. Refusal of a
person to attend or testify in answer to
such subpoena shall subject such person
to prosecution, in the same manner set
forth by law for failure to appear before
the City Council in response to a
subpoena issued by the City Council.
Each member of the Human Resources
Commission shall have the power to
administer oaths to witnesses.
HUMAN RESOURCES DEPARTMENT ORGANIZATIONAL CHART
FY 2005-2006 ACCOMPLISHMENTS
- Approximately 64 recruitments (full and
part-time) were conducted this year to
provide quality employees to the City's
departments.
- Staff completed negotiations for
Memorandums of Understanding
(MOU's) with three employee bargaining
units: Police Officers' Association (POA),
Police Management Association (PMA),
and the West Covina Firefighters'
Association. Staff also worked with the
PMA on a master contract, incorporating
wages and benefits, and management and
employees' rights.
- City staff developed a comprehensive
benefits booklet for non-represented
department heads and assistant fire chiefs.
- City staff has implemented the
department's newly acquired Human
Resource Information System (HRIS).
This new system allows staff to provide
accurate and timely information, tracking
of personnel, and other related data.
- The Employee Assistance Program (EAP)
continues to provide a variety of personal,
financial, and legal counseling services
for employees.
- The EAP committee has continued to
provide increased morale and camaraderie
among City staff. The committee
organized five events that were received
well by employees, including the Annual
Employee Service Awards Program.
- City staff participated in eight training
workshops, conducted by outside firms,
on topics such as sexual harassment (in
compliance with AB 1825), embracing
diversity, supervisory skills for
supervisors, labor negotiations, peace
officer employment issues, and other
current legal issues.
- The department procedures related to the
Family Medical Leave Act (FMLA) and
the Health Insurance Portability and
Accountability Act (HIPAA) were
updated.
- The department assisted approximately 80
employees who retired or resigned from
City service.
FY 2006-2008 GOALS AND OBJECTIVES
Continue to meet the needs of the
organization by creatively managing
recruitments
- Design each recruitment to serve the
needs of the organization
- Conduct an objective and fair process
- Market jobs to attract highly qualified
employees that enhance diversity
Negotiate contracts with the five
miscellaneous bargaining units: Mid-
Management, Confidential, General,
Maintenance, and Public Safety
Dispatchers
- Provide fair and equitable pay,
benefits, and working conditions
through effective contracts
Negotiate contracts with the Police
Officers', Police Management, and
Firefighters' Associations
- Provide fair and equitable pay,
benefits, and working conditions
through effective contracts
Implement compensation and benefit
changes for two non-represented groups
of employees, department heads, and fire
assistant chiefs
- Provide fair and equitable pay,
benefits, and working conditions for
the non-represented employees
Continue to implement the department's
HRIS program
- Provide accurate and timely
information, tracking of personnel,
and other related data
Continue to explore alternative health care
proposals
- Explore ways to contain rising
healthcare costs
- Work with the Health Benefits
Committee
Implement the Career Academy for City
of West Covina employees
- Focus on development of supervisory,
leadership, customer service, and
other skills to support a
knowledgeable and productive work
environment
Continue to assist departments with
employee investigations, grievances, and
discipline
- Provide guidance and training in the
appropriate processes related to
employee matters
Continue to coordinate and work with the
Employees' Activities Committee (EAC)
- Plan quarterly events and the
Employee Service Awards Program
- Foster employee morale
Continue to evaluate the efficiency of
department organizational structures
- Provide guidance and consulting
services to the City's departments
related to organizational structures
Develop a Summer Youth Internship and
Mentor Program
- Work with the schools and City staff
to develop skills and leadership
abilities in our youth
Consolidate the recruitment of all
volunteer programs into the department
- Utilize the City's departments to
develop a program to broaden the
outreach to the public
PERFORMANCE MEASURES
AUTHORIZED POSITIONS
BUDGET COMMENTS
Several areas of routine activity have
increased in cost, such as pre-employment
background checks, bilingual exams, tuition
reimbursement, medical and psychological
testing, and the cost of the Employee Service
Awards Program.
BUDGET ISSUES
Personnel and Programs/Projects: There
has been one vacancy in the department over
the past fiscal year. The Assistant City
Manager, who has a dual role of both the
Assistant City Manager and interim human
resources director, filled the vacancy created
by the departure of the previous director who
resigned in January of 2003. The workload
handled by the vacant director position has
been shifted to the Assistant City Manager
and the two analysts in the department. The
City will need to continue to hire consultants
to assist with the more non-routine or special
projects needed, such as:
Update the City's Personnel Rules, as the
last comprehensive revision was
completed in 1992.
Employee training to implement the
City's Career Academy and other City
employee training and development.
Develop personnel policies in needed
areas and identify policies that have
unclear processes, procedures, or
guidelines.
Assist departments with conducting
organizational efficiency studies, by
reviewing position functions and
department objectives.
Update the City's classification
specifications (job descriptions). The last
comprehensive review/revisions were
conducted in 1994.
Provide advanced training for the analysts
to be updated on current laws.
ACTIVITY TREE
BUDGET SUMMARY
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