City of Pitt Meadows Working Together for ResultsPlans/2013_HR...City of Pitt Meadows 2013 Business...

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Prepared by: Lorna Jones Director, HR, Communications & Customer Service

City of Pitt Meadows 12007 Harris Road

Pitt Meadows, BC V3Y 2B5 604.465.2420

pittmeadows.bc.ca

City of Pitt Meadows Working Together for Results

2013 Business Plan

Human Resources, Communications & Customer Service

City of Pitt Meadows 2013 Business Plan – HR, Communications & Customer Service Department

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Table of Contents Executive Summary ................................................................................................................ 3 Department Services .............................................................................................................. 4 Strategic Plan Alignment ..................................................................................................... 5 2012 Successes ........................................................................................................................... 6 Significant Issues and Trends .............................................................................................. 8 Performance Indicators ....................................................................................................... 17 2013 Projects and Initiatives ............................................................................................. 18 Financial Highlights ............................................................................................................... 20 Decision Packages

Recommended by CLT

100th Year Celebration………………………………………………………21


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Executive Summary

As overall corporate support functions, Human Resources (HR), Communications and Customer Service exist to provide inter‐departmental support and public interfaces that promote the effective, efficient and transparent operation of the corporation.

Citizens of Pitt Meadows anticipate the same level and variety of services that our neighboring municipalities provide and they expect those services to be carried out by professional staff in an effective and fiscally responsible manner. Our 64 staff and service partners work hard to ensure that the City is well served and overall “citizens demonstrate predominately positive views of the community and City. Citizens say Pitt Meadows offers a good quality of life that has improved over the past five years and are satisfied with municipal services and communications, and believe they receive good value for their municipal tax dollars.” 1

As one of the fastest growing communities in BC, we have identified a number of resource and other growth challenges in each of the various business plans. As a corporation, Pitt Meadows has been described as “a mile wide and an inch deep” and like other departments, HR and Communications are stretched to accommodate increasing departmental requests for support and thrown off course by unplanned or under resourced initiatives (i.e. special events, freshet, special projects). We find ourselves “triaging” just to keep up. This is a common theme at all levels of the corporation. Staff find it frustrating spending time reacting rather than getting ahead of initiatives. Eventually, things begin to get dropped and issues are dragged out, delayed or disappear all together. The rapid pace of change both in information and technology coupled with ever increasing requests makes thinking about the future somewhat of a daunting task. How do we as an organization gather and process information quickly enough on the forces of change (demographic, social, political, legal, economic, technological trends) and find the time to properly analyze the possible impacts on the organization and the community to get one step ahead? The key to the success of this organization rests with the quality of staff we have. Key Activities, Projects and Initiatives The following is a list of key initiatives and activities to be undertaken in conjunction with the delivery of the department services referenced in this plan. Human Resources:

Revise the Health & Safety program

Revised Corporate Fitness and Wellness Program

Develop a corporate‐branded HR Process & Services Manual

Rollout of an HR Resource/Work Centre in the new office space

Successful CUPE negotiations Development of a broad, well‐balanced retention strategy

1 Ipsos Reid, Citizen Survey 2012


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Develop best practices in employee policies and labour relations management Communications:

Development of a Communications Strategic Plan

Development of a 100‐Year Celebration Committee and Work Plan

Launch of website refresh Launch of refreshed Intranet/internal e‐newsletter

Decision Packages Recommended by CLT

100th Year Celebration………………………………………………………………..$35,000‐$100,000 one‐time

HR, Communications & Customer Service Department Services Human Resources

Employee Wellness

Organizational Development (including employee engagement, organizational structure, psychological health, HR strategic planning, policies and leadership support)

Recruitment and Retention (including promotion and advertising, orientation, recognition, postings, transfers and succession planning)

Training and Development (including skill based training, personal and professional development)

Performance Management (including attendance and leave management, personal action plans, probation monitoring, disciplinary investigations and actions)

Compensation (job descriptions, classifications, pay scales, management of benefits administration)

Labour Relations (collective agreement interpretation, regional input and collective bargaining)

Occupational Health and Safety (policies, procedures for safe work practices, education, compliance, claims management and workplace wellness)

Customer Service Support/maintain a number of public interfaces

including the website, [email protected], social media ( Facebook and Twitter), surveys, electronic


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billboard

Front of house counter services including 411, reception, mail and courier services

Cash receipting

Phone call tracking and work requests processing

Office supplies, administrative support and project support to all departments

Janitorial Services at Firehall, Works Yard and City Hall Communications Internal communication (staff notices, Intranet,

promotion of staff programs and other internal initiatives)

External communication (newspaper advertising, production of monthly City Talks and Policing in Pitt Meadows editorial, website, social media and other media formats)

Media Relations

Standards of response

Point of contact for external media, public relations, community involvement/outreach projects, special events and presentations and “who else do I give this to,” as well as support for Council/Department communication initiatives

Volunteer and community recognition

Corporate visual identity, image and promotions Strategic Plan Alignment Community Building & Engagement

Strategy: To develop a healthy community that promotes livable neighborhoods and citizen well‐

being

Governance and Policy

Strategy: Ensure our strategies reflect the needs of the community and council to create a diverse local economy, maintain a compact urban environment and balance financial, environmental and social sustainability

What we are doing:

Working with internal departments, external partners and various community stakeholder groups, citizens and businesses, our three functional areas support the various initiatives purposed across the organization and at the Council level under the Strategic Plan.


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Customer Service: As front of house we are the first point of contact for residents and businesses as we answer enquiries through various channels, promote our programs and explain initiatives in a clear, timely, coordinated approach and provide the overall cash receipting function for the corporation. Communications: One of the key areas identified by Council has been an expanded emphasis on community building and engagement. This includes the promotion of community events, the creation of citizen engagement and recognition opportunities and a commitment to a strong communication program. In terms of communication with residents, we continue to recognize and utilize relevant and efficient ways to get messages out and support departments in their communications and marketing functions. This enables our departments to effectively inform and engage citizens of capital works projects, new civic developments or upgrades, community events and programs, public safety resources and initiatives, opportunities for input and other information. It is our responsibility to recognize who our target audience is in each scenario and which avenues may be the best ways to reach them. Human Resources: As a corporation we are committed to providing excellent customer service that enhances the quality of the services provided by the City and enhances the professional image of the corporation. We believe that the quality of the services we provide is directly related to the caliber of individuals we hire to represent us. We share with Council the values of respect, integrity, accountability and collaboration, and we strive to create an organization of community ambassadors between the City and its residents. Sustainability: Internally, our department strives to reduce the use of print documents, increase use of electronic options and encourage sustainable practices in janitorial, office and promotional supplies. The City is dedicated to green leadership through “smart choices” in purchasing and activities and we communicate this priority to the community to encourage residents to adopt sustainable practices. 2012 Successes The department is primarily focused on the many day‐to‐day and annual activities that support the organization and the community. We are a support unit serving both internal and external customers.

The department successfully completed or significantly addressed the following major goals from the 2012 Business Plan: Human Resources

Completed and signed the first Collective Agreement with the IAFF Local 4810 representing the two (2) FST employees

Development of Employee Recognition Policy and creation of a cross‐organizational Recognition Committee to further support our retention and attraction initiatives


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Work towards the WorkSafeBC Certificate of Recognition Audit Program continued with a review and update of ergonomics, biohazards, lockout, emergency evacuation and contractor coordination programs‐ training still to be performed

Communications/Customer Service/Event

Successful “Take a Bite Out of Garbage” curbside organics communication campaign and ‘First Green Cart’ contest in support of the City’s waste diversion initiatives

Communications assistance to all departments as their new “communication friend”

Expansion of the city’s social media presence by doubling the previous year’s number of Facebook followers, introduction of the City’s first app for mobile devices “My Waste”, rollout and monitoring of City’s Twitter account, and a newly branded City YouTube channel

Completion and rollout of Visual and Graphic Standards Manual for internal standardization and external image control

Completion of the fourth Citizen Satisfaction Survey with a 99% overall citizen satisfaction rating and various other Citizen engagement initiatives and events

The department also successfully completed or significantly addressed the following new or additional initiatives in 2012: Communications/Customer Service/Event

Huge year for City events including Arena Re‐opening, Brendan Morrison Carving unveiling, Library evening and public parade and Rick Hansen 25th Anniversary visit and protocol and promotional support to over 30 other community events

Development of an event invite database

Template and new staff support for Electronic Billboards

Tracking program and design of a program for corporate sponsorship requests

Preparation of first eCorporate Annual Report, Tax Insert

Preparation of annual property tax piece mailout to each property holder

Beginning stages of staff Intranet refresh, formation of staff Intranet Advisory Committee and survey of all staff on Intranet use and internal communication

Human Resources

Coordination of 34 staff movements and 23 postings (average staff time 40 hours)

Metro Vancouver Regional Labour Bureau review participant

Development and delivery of cross‐organizational Word, Excel, Outlook and Adobe training sessions

Marketing of benefit packages with substantial cost savings

Installation and training on Life Pak defibrillators at Public Works and City Hall


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Corporate social responsibility and wellness initiatives (BC Mammography clinic, United Way, Take your Child to Work Day, Flu shots, Shake Out emergency preparedness and drills, Children’s Hospital Jeans Day, Daffodil Day, Shakeout Drill, Anti‐Bullying campaign)

Significant Issues and Trends As overall corporate support functions, Human Resources (HR), Communications and Customer Service exist to provide inter‐departmental support and public interfaces that promote the effective, efficient and transparent operation of the corporation. Nimble, passionate, small, dedicated, innovative, creative and resourceful are just a few terms that describe our employees and those similar traits apply to our community. As a corporation, Pitt Meadows has been described as “a mile wide and an inch deep” and like other departments, HR and Communications stretch to accommodate increasing departmental requests for support and are easily thrown off course by unplanned or under resourced initiatives (i.e. special events, labour issues, freshet, special projects, policy reviews). With one full‐time Director and two part‐time employees servicing the two functional areas, we continue to “triage” just to keep up. This is a common theme at all levels of the corporation. Striving to be a forward thinking organization, staff find it frustrating spending time reacting rather than getting ahead of initiatives. Eventually, things begin to get dropped, issues are dragged out, delayed or disappear all together. Wherever possible the City employs resources within the existing funding limits to address gaps without increasing budgets. We have also held the line on requested staffing resources. As one of the fastest‐growing communities in the province, we continue to be innovative and resourceful in how services are delivered. Just like the sense of this community comes from its citizens, the key to the success of our organization rests with the quality of staff we have. Some of the trends and challenges we face include: Finding and Retaining Talent

The primary challenge facing us is to always have the right people ready at the right time doing the right things. Although the availability of labor usually exceeds the availability of vacant positions, qualified talent is becoming scarce. This year alone, we had to return to market on three separate occasions unsuccessful in our bid to fill vacancies. We have had to

restructure positions and revisit hiring and posting criteria just to fill needed positions much to the chagrin of our labour partners. We are being asked to match pay and holiday entitlements just to get external candidates to an interview stage. Retaining existing talent is easier and more cost effective than hiring new employees but as competition increases among municipalities (fringe benefits, job enrichment, advancement, better working conditions, and more) we need to continuously look at various ways to retain and retrain talent while remaining fiscally responsible.


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Ensuring Employee Development and Accountability The traditional approach to equipping employees to fulfill organizational requirements entailed various training and developmental initiatives. The scope of training and development has undergone much change in recent times and the requirements and costs to meet certain regulations keep rising (i.e. ongoing certification demands in public works, WorkSafe compliance). We must balance the cost of training with the risks associated by delaying or not doing things. If we can find effective ways to ensure our systems are stable and our employees equipped with the tools and information they need to deal with the rapidly changing realities, we can increase productivity, improve organizational communications, improve process efficiency and raise employee morale and keep safe and compliant. Change does, however, take time and commitment. Adopting a Bottom‐Line Oriented Approach Another major challenge facing human resources is to integrate its functional activities with the company’s strategic goals and the desires of the citizens. This entails taking a bottom‐line oriented approach while making tough decisions or framing policy. Human resource and communications departments face the difficult task of walking a tightrope trying to affect trade‐offs between genuine employee/citizens concerns and the financial imperatives of the organization while juggling the ever increasing “asks” with a limited resource base. “What is the most important thing we should be doing at this time and how does this fit with the goals of the corporation” is a constant question. Managing Diversity Managing diversity ranks among the most underestimated challenges confronting managers. From labour relations, to broader communications strategies, concerns exist about how to deal with ever changing expectations of both citizens and our labour force. For newer generations, the days of staying at one company are over, mobility is the new norm. With that, employees will increasingly make job choices based on family considerations, work atmosphere and a desire to balance work and life and workplaces that appeal to the higher priorities they place on environmental, technological, social and economic considerations.

Risks People aren’t perfect, so it is imperative that our organization maintains practices to mitigate the risks associated with human imperfection. From changes in jurisprudence to changes in expectations, the pressure is on to do more with less. At some point that just does not continue to be sustainable and tough choices must be made around what we need to do and the type of

skill set we require to complete those ever increasing complex tasks. In the area of Health and


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Safety, the responsibility falls to our Health and Safety Committee to support this function “off the side of their desks”. They are making small but steady gains in reviewing/revising/creating policies and work procedures but need a dedicated resource for this function. This is an area of significant risk for the City, particularly considering our only trained resources in this area lie within our Fire and Rescue Services Department and they happen to voluntarily act as one member of the Health and Safety Committee. Attrition of experienced employees or employee leaving after completion of training to work for a more attractive employer is happening. Employee error due to lack of competencies, burn out from doing too much for too long, high stress or incomplete training or processes is occurring. New and older employees unwilling to take on additional responsibility or high absenteeism rates due to illness or injury are our new realities.

DEMOPGRAPHIC SHIFTS,AN AGING POPULATION, LABOUR SHORTAGES AND EVOLVING ATTITUDES TOWARDS WORK

These issues require a more strategic and intensive focus to ensure that we continue to attract and maintain a highly skilled and motivated workforce. We cannot ignore the long‐term impact of these realities and the effect they will have on our leadership competencies and corporate knowledge base. While others are ramping up their offerings (flexible work schedules, broader benefit packages) in a bid to attract and retain skilled employees we struggle to just stay “in the game” ‐ case in point our inability to fill three positions this year. The level of competition is not the case across our organization but attracting and retaining key, higher level professional and technically trained staff requires powerful and flexible tools in planning, recruiting, development and retention, and careful management of our employer brand.

Changes in legislated requirements have meant that we require fewer and fewer, if any unskilled positions as they are replaced with higher skilled positions such as Maintenance Workers. As all municipalities are facing this same challenge, it is proving to be very difficult to attract and retain these individuals. The logical solution to this would appear to train our own staff to meet these skill levels. With full certification sometimes taking two to three years to achieve, this is very challenging in an organization of our size.

The costs of employee turnover can be staggering, ranging anywhere from 1/2 to 5 times an employee's annual wages dependent upon his or her position. It is neither possible nor desirable to completely eliminate turnover from our organization but if there are ways to retain the initial investment made during the hiring process we must remain diligent in our retention initiatives to ensure that the trust bestowed upon us from citizens is grounded in our exceptional people providing exemplary service.

The Aging and Multi‐Generational Workforce As of November 12, 2012 there were 64 active employees (56 regular, 7 time durated and 1 casual) in the City workforce, excluding RCMP and Parks and Recreation services which are


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contracted through the District of Maple Ridge. The average age of Pitt Meadows employees is 46.61 years with an average of 8.26 years of service. The oldest groups are exempt (49.96 years) followed by CUPE Outside (45.04 years) and CUPE Inside (43.13 years) and like most organizations, the City now has four generations of employees working side by side:

3 per cent traditionalists (age 63 or older) 54 per cent baby boomers (age 44 ‐ 62), 41 per cent generation X (age 32 ‐ 43) 2 per cent generation Y (age 31 or younger)

Source: Metro Vancouver, Labour Relations Information Report

Other key points:

1. Like all facets of our organization, there is personal commitment to make the HR function better within the organization. Rather than add employees, it becomes necessary to employ more efficient processes and effective technologies to overcome the growth challenges – compliance with new standards, succession planning, talent management, workforce planning and scheduling, self‐service applications, business intelligence, etc. are a few focus areas for the future.

2. Keeping up with information and technological changes is an issue for our staff. Advances in technology require continual training and career development for employees to remain effective and maintain service standards and expectations. Internal communication is the number one challenge most organizations face and no matter how hard we try to get information out there, someone will not receive or understand it.

3. Benefit and bargaining mandates continue to be the focus of our labour relations activities. On‐going changes and uncertainty within the regional labour function will have an impact on our municipality in 2013 and beyond. Increases from bargained benefits like the Municipal Pension Plan – Ratio of Active to Retired members continue to apply upward pressure on non wage compensation.


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Like all employers, we juggle between containing costs and ensuring that our benefit programs are likely to attract and retain key talent. We are constantly revisiting our relationships with insurers and program providers to save costs and conducted an exclusive remarketing of our benefit plans in 2012 saving nearly $41,000. While employers may not be making deep cuts to benefit programs, they are looking to shift costs by

smaller adjustments, such as increasing deductibles and co‐payments, or instituting coverage changes. According to the Canadian Health Care Trend Survey benefit providers are expecting health care costs to increase by upwards of 15% ‐ the highest growth rate in 5 years. Pharmaceuticals which represent 60‐70% of health expenditures remain the fastest growing expense paid by group insurance plans. The continuing increase in utilization of paramedical services such as massage, physio and chiropractic is a trend associated with an aging workforce and not expected to change its upward trajectory in the foreseeable future. Movement towards flexible benefit plans can be expected to continue as employers accommodate an increasingly diverse labour force. Flexible benefit programs—including health‐care spending accounts—are an effective strategy for organizations trying to eliminate the uncertainty of healthcare spending.

Some other emerging trends include:

DEMOGRAPHIC SHIFT

Qualified talent and leadership are becoming scarce resources

Aging workforce – loss of experience/corporate history

Inability to attract new generation due to limited flexibility

Reconciling the corporate culture to accommodate diversity (age, belief systems, and

individual sensitivities)

DEMAND FOR COST CONTAINMENT

Increasing health care/benefit/pension costs

Optimization and sharing of resources

Lack of space or less than quality work environments

OUTSIDE FORCES

Growing complexity of legal and regulatory compliance

Post 911 – evacuation, emergency planning and business continuity focus

Regional and Labour Bureau unity for bargaining

TECHNOLOGY


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Automation of processes (Call Director, employee information updating)

24/7 work and information culture and the pace of change

Real time news capturing/distribution drives new forms of social interaction that may

exclude some, or conversely, engage the masses positively or negatively

HR AND CUSTOMER SERVICE ROLE

Change in view of professions (integral partner at the business table)

Black hat vs. white hat

Organizational development focus on change management, leadership, corporate

conscience (social and green responsibility)

RECRUITMENT AND RETENTION

Increased competition for best candidates with labour/skill shortage

Need to adapt to changing expectations/needs (i.e. job share/flexibility/telecommuting)

Need to market and communicate to a younger and more techno savvy generation

HEALTH AND SAFETY

Regular changes to WCB regulations and rules requiring ongoing education, review and

revision to ensure compliance with them.

Currently performed off the side of a committee’s desk

Creating a psychological safe and healthy workplace

Concern that staff carrying out the program do not have the required time and expertise to

be doing so

Always asking have we done enough

Having a plan: Through a HR strategic plan the City can systematically improve its organizational effectiveness and address its most important issues. This document provides a long term human resources strategy that is aligned to the City’s strategic plan and focus areas. Additionally the development of a Human Resource Strategic Plan sends a powerful message to employees that the City of Pitt Meadows values its human resources and is committed to becoming an employer of choice.


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Given the current resource levels, we have struggled to act on the more lofty strategic priorities and are spending more and more of our time dealing with the daily administrative issues that confront a growing and forward moving organization.

Engaged Workforce ‐ For the new Generation Y, the line between work and play is blurring. They just want to spend their time in meaningful and useful ways, no matter where they are.

The first challenge for local government who want to hire the best young workers is getting them to apply. “They are in high demand‐‐the baby boomers are retiring, and many Gen X workers are opting out of long hours‐‐and they have high expectations for personal growth, even in entry‐level jobs. More than half of Generation Y's new graduates move back to their parents' homes after collecting their degrees, and that cushion of support gives them the time to pick the job they really want. (Read Time Magazine: “What Gen Y Really Wants”)

Changing ways of engaging citizens Ways of engaging citizens are constantly changing and we can see that shift occurring in Pitt Meadows. “When asked how citizens would like to receive information from the City of Pitt Meadows about its programs, services, and policies, citizens’ top three unprompted responses are “mail newsletters or pamphlets to all households” (42%), “local newspaper” (35%), and “email” (30%). The 2012 Citizen survey emphasized that there are significant differences in how various demographics prefer to receive communication and further suggests that “that no single communication method is best for a majority of residents; rather, a combination of methods will be most effective in reaching out and engaging the community as a whole.”2 • Mail newsletters/pamphlets are more likely to be mentioned by women (50%, compared to 33% of men) and those who have lived in Pitt Meadows for 10 years or less • Local newspaper is more likely to be mentioned by those who are 55 years of age or older (45%, compared to a low of 27% among 18 to 34 year olds) • Email is more likely to be mentioned by those who are under the age of 55 and those who have lived in Pitt Meadows for 10 years or less, those with children under the age of 18 living at home (41%, compared to 23% of those without children at home). 2

2 Ipsos Reid, Citizen Survey 2012


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Community Engagement, Marketing and the Use of Social Media: Even though social media is a relatively new way to engage and inform the public, the way that it is used is changing. The focus is not just on the number of followers, but on the quality of engagement with audiences. One of the key ways to build trust through social media is by listening, responding and sharing relevant information. A challenge for us as a department is continuing to listen in on this 24/7 conversation and find ways to reach all residents to encourage input, feedback and positive interaction with local government. Twitter: The City launched a Twitter account, @citypittmeadows in June. Since then, the City

has connected with the local media and local residents who are actively using Twitter. The hashtag #pittmeadows curates all “tweets” into a searchable stream, so monitoring the stream allows us to keep abreast of what residents are talking about and what’s happening in the community. We are also able to tweet information about events and City initiatives, and our followers will “re‐tweet” our messages, thus gaining a wider audience.

In the short time we have been using Twitter, we have been able to address resident concerns and questions directed to the City about garbage, recycling, and traffic. Facebook: The City’s Facebook page has been a great tool that residents have used to ask questions and voice concerns to the City over the past year. Because we closely monitor the page, we are diligent about getting answers to their questions, responding to their communication, and getting our message out on this public forum. Since the City has seen an increase in resident posts to our Facebook Timeline asking questions and voicing concerns, we know that we are doing a good job at responding to them. People continue to use these tools because they see that they are being heard. Recently we have noticed residents posting community announcements to our

The City’s Facebook page reaches an average of 1,600 users per week. This graph shows the reach over a week in October 2012.


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Timeline themselves, which is a great way to have community members contributing to the City’s page.

The City’s Facebook page doubled in the number of followers since last year.

Over the past year we have fielded comments and questions from residents ranging from “what is the purpose of the build‐outs on roads?” to “what will happen to the old library?”

Feedback from residents who use our Facebook page has consistently been positive.

Continuing to build a strong Pitt Meadows image ‐As a smaller municipality in the Metro Vancouver area, Pitt Meadows has a unique image but also the challenge of remaining recognizable and distinct. In terms of communications and marketing, this means developing and promoting a clear brand that communicates what Pitt Meadows is about and the city’s role in the region. We have worked to develop a clear brand and visual standards that will reinforce this image, but we also continue to work with partners such as Tourism, Pitt Meadows Economic Development, community groups and the local media to communicate our messaging and continue to shape our reputation both to residents and the general public.

Space and privacy ‐ Privacy and space concerns continue to require attention and impact staff productivity. A space shortage has meant “double‐bunking” of staff and no allocation of spaces for private or confidential conversations around Benefits Administration, Claims Management, Payroll and certain Human Resources functions. Individual manager’s office provide limited degrees of privacy. Storage of records and supplies has now been relegated to nearly every spare corner of the facilities. The move to the annex for some at City Hall will alleviate a few of these issues; however space and storage challenges will continue to exist at all of the facilities. WorkSafeBC and other jurisprudence changes ‐ The British Columbia Municipal Safety Association (BCMSA) was designated in 2011 as the industry safety association for municipal employers moving us one step closer to a comprehensive quality assurance program industry wide. This new initiative provides a financial incentive for implementing extensive (some already mandatory) management systems for health and safety and return to work programs. BCMSA is responsible for the selection, training and certification of auditors, as well as the coordination of Certificate of Recognition (COR) education/training courses. Our half‐time HR Assistant has obtained the required certification to become an Internal Auditor and with the support of the Health and Safety committee has been overseeing the management of health & safety with an overall goal to reduce injuries and claims costs. However, staff time is insufficient to perform all the requirements of the program and given the high costs of implementation we cannot pursue the Certificate of Recognition in the foreseeable future. Modules like confined space and excavation can be complex and pose a significant risk for the City. Without a dedicated resource limited progress will be made on base WorkSafeBC modules and other critical topics like Stay at Work/Return to Work and Leave and Attendance Support.


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Performance Indicators

Measure Benchmark 2011 Performance

2012 Performance (estimate or as at

November 1, 2012

Management Initiatives

Staff Turnover Rate (discharge, retirement, resignation) (doesn’t include TD)

Less than 5% Region is at regular FT

4%

1.18% 6% Strong leadership, employer of choice, positive labour relations.

Trending ∆

WCB Claims (claim cost statement WCB includes wage loss and health care benefit

costs)

Reduce by 5%

$21,585

$2,500

Adherence to WorkSafeBCprogram and procedures

Trending ∆

WCB Injuries (claim cost statement WCB)

Contain to 3 4 (time loss +health care

3 (health care

1 (time loss +health care

3 (health care

Adherence to WorkSafeBCprogram and procedures

Trending ∆

Total Average Sick Days

Decrease 10%

7.88 inside11.37 outside

6.77 inside9.96 outside

Increase staff engagement/decrease sick time

Trending ∆

Average Age (years) Inside Outside

Hold steady CPM‐ 45.66

CPM – 45.06

CPM – 43.13

CPM ‐45.04

Recruitment and retention, more age diversityTrending ∆

Combined corporate knowledge base (in years of service)

Hold steady 486 504 Recruitment and retention, more age diversityTrending ∆

Facebook likes 300 340 600 Increased community engagementTrending ∆

Website page views Increase 5% 350,649 363,141 Use of social media to drive to website

Trending ∆

Website unique visitors

Increase 5% 90,255 95,738 Use of social media to drive to website

Trending ∆


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2013 Projects and Initiatives

Governance & Policy Who When 1. Action: Revise Health & Safety program LW/H & S

Committee Q4

Goal: To ensure compliance with WorkSafe BC regulations

Outcome or Measure: Maintain WorkSafe BC premium levels and prevent # of accidents/injuries sustained

2. Action: Revisit Corporate Fitness Program LJ/LW Q2

Goal: Provide a sound Fitness and Wellness package

Outcome or Measure: Increase in employee health and wellness/decrease illness/injury

3. Action: Development of a corporate‐branded HR Process & Services Manual

LJ/LW Q3

Goal: Completion of a manual for electronic distribution by Q3

Outcome or Measure: Increase employee understanding of HR services, policies and processes

4. Action: Rollout of a HR Resource/Work Centre in new office space

LJ/RV/DN /LW

Q3

Goal: Seamless transistion to new premises with a resource centre

Outcome or Measure: Increase employee use of self directed learning services and no loss in connectivity of staff

5. Action: CUPE Negotiations LJ/JR/COLT Q2

Goal: Positive labour relations with fiscal constraint

Outcome or Measure: Successful completion of bargaining

6. Action: Development of a broad, well‐balanced retention strategy

LJ/LW Q4

Goal: Best management practices implemented

Outcome or Measure: Hold turnover rate to 5% or less

7. Action: Developing best practices in employee policies and labour relations management

LJ/CLT Q4

Goal: Improve management’s capacity to manage effectively

Outcome or Measure: Implementation of best practices


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Community Building & Engagement Who When 1. Action: Development of a Communications Strategic Plan RV/LJ Q4

Goal: To provide timely information and transparency in our communication with constituents, and build strategic relationships with partners to increase our communication reach

Outcome or Measure: Completion and implementation of the plan

2. Action: Development of a 100 Year Celebration Committee and Workplan

LJ/100 year committee

Q1‐Q4

Goal: Engage Citizens by Celebrating 100 years of Pitt Meadows Pride in 1914‐2014

Outcome or Measure: Host successful activities

3. Action: Launch of website refresh and embedded intranet/internal e‐newsletter

RV/LJ Q2

Goal: Improve internal and external communication with added online features to enhance engagement

Outcome or Measure: Completion and implementation of new features


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Financial Highlights Operating Budget Financial Summary - HR and Communications

2012 Projected

Actual2012

Budget 2013

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Budget

Operating:Revenues

Miscellaneous Revenue 500$ 500$ 500$ 500$ 500$ 500$ 500$

$ Change -$ -$ -$ -$ -$

% Change - - - - -

ExpendituresHR/Customer Service 337,000 337,463 430,794 438,442 447,211 456,155 465,230 HR/Training 76,000 83,257 83,190 84,854 86,551 88,284 90,049 Communications 77,000 76,771 36,041 36,763 54,499 38,250 39,015

Total Expenditures 490,000 497,491 550,025 560,059 588,261 582,689 594,294

$ Change 52,534$ 10,034$ 28,202$ (5,572)$ 11,605$

% Change 11% 2% 5% -1% 2%

Net Operating Expenditures 489,500$ 496,991$ 549,525$ 559,559$ 587,761$ 582,189$ 593,794$

$ Change 52,534$ 10,034$ 28,202$ (5,572)$ 11,605$

% Change 10.6% 1.8% 5.0% -0.9% 2.0%

Key Budget Changes for 2013:

ExpendituresCommunications Assistant 58,000$ Eliminate Consultant (21,000) Postage 6,000 Inflationary & other miscellaneous adjustments 9,534

Change in Net Operating Expenditures 52,534$

Additional funding provided by Development Services budget adjustment

Notes: . Funding for a Communications resource was transferred from Development Services Department in 2012


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Attachment A: Decision Package-100 Year Celebration Planning Department/Division: HR and Communications

Submitted by: Lorna Jones

Estimated Capital Cost: $

Estimated Operating Cost: One‐time: $35,000 ‐$100,000

CLT Recommendation: Approve

Staff Priority: Operating 1 of 1

Description: On April 25, 2014, the City of Pitt Meadows will proudly honor 100 years since incorporation. Municipalities around the province mark this important milestone in a variety of ways from a single, small scale “homecoming type event” to much more extensive series of events or activities. Goals or desired outcomes from these celebrations vary from community to community and may range from:

o Expansion of community engagement opportunities o Buildings, art or infrastructure enhancements o Preservation of history (time capsules, books, photo collections) o Creation of a sustainable or on‐going legacy projects o Promotion of local businesses/tourism/arts/culture o City beautification initiatives o Social sustainability linkages o Economic development opportunities o Enhancing other annual celebratory events o Celebration of local citizens (babies born in that year, graduates, centurions) o Engagement and fostering of on‐going partnerships for sponsorships and funding o Seed funding for local community groups to mark this milestone

And the types of events or activities are only limited by the imagination of planning group. Some examples include: Arts and cultural events including musical or theatrical events (i.e. period costume parties, plays,

songs or poetry contests) Green projects (clean up campaigns) Guided walks or wayfinding signage showcasing places that are of interest or historical significance Exhibitions in various formats Historical tours, lectures, displays, time capsules or history books Momentos and promotional items Educational or artistic competitions or activities

Generally communities attempt to engage citizens by creating a multi‐organizational committee or planning team with representatives from a diverse range of groups that could include representation from various City departments, schools, sporting clubs, media, business organizations, arts and culture, service groups, non‐profit agencies, and other networks to develop the workplan and access the supports necessary to put on a variety of programs and events appealing to as broad of a cross section of the community as possible. The City would be a participating member and play a facilitation or coordination support role to the


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committee. The City likely would also take the lead on advertising, promotion, protocol and grant and funding logistics. Recently Port Alberni and Port Moody celebrated their centennials in 2012 and West Vancouver and Port Coquitlam will celebrate their 100 year anniversaries in 2013. Budgets vary from several thousand dollars to beyond $200,000 and are supported by both privately raised donations, grants and public tax dollars. In all cases staff time to oversee the project was considerable and in‐house event planning staff provided support to the celebration planning committee. As a City, we perform protocol and promotional event planning services off the side of the HR/Communications team desks. As we do not have dedicated direct City staff for events, we rely on event planning support and volunteer services through Maple Ridge and Pitt Meadows Parks and Leisure Services through our shared commitment to the community capacity building model. Pitt Meadows has a rich history in terms of volunteerism and we are certain that local volunteers would come forward eager to participate on the planning committee and in specific activities. Full or partial grants may be available from Canadian Heritage and perhaps other Ministries but requirements for grant application and on‐going reporting can often be time consuming and funding does not cover staff or volunteer time. A preliminary review of funding assistance includes the Federal department for Canadian Heritage that has announced the Community Anniversaries component which provides funding for non‐recurring events (including capital projects up to $25,000). Successful applicants may receive up to 100 percent of eligible expenses to a maximum of $200,000 for events that:

commemorate a significant local historical event or pay tribute to a significant local historical personality;

mark a 100th anniversary or greater, in increments of 25 years (e.g., 125th, 150th);

present the work of local artists, artisans, or performers of historical heritage;

actively involve members of the local community;

are intended for and accessible to the general public. The Federal government also sponsors the Legacy Fund which provides funding for community capital projects. Successful applicants may receive up to 50 per cent of eligible expenses to a maximum of $500,000 in funding for community capital projects that:

commemorate a significant local historical event or pay tribute to a significant local historical personality;

mark a 100th anniversary or greater, in increments of 25 years (e.g., 125th, 150th);

involve the restoration, renovation, or transformation of existing buildings and/or exterior spaces with local community significance;

encourage arts and heritage activities in your community; and

are intended for and accessible to the general public. Recommendation: THAT Council approves a part‐time City Celebration Coordinator for a period of up to 2 years and some level of seed funding for the initial planning and coordination of a working group to engage the community to plan and celebrate this important milestone.


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Discussion: A one‐time operating budget increase of $35,000 in 2013 is requested to identify and engage community volunteers to develop a workplan, design a logo and a communications plan and to fund support to perform the more administrative tasks associated with securing and monitoring funding and covering the logistical aspects of the plan. Council may choose to use or increase this amount to enhance promotions, as well as, provide seed funding for established community or new community events, other event or activity production and to form the basis for any grant funding requiring matching dollars. Alternatives: The City may choose to simply acknowledge the milestone with a limited celebration that would still incur some staff time and expenses would be limited to current budget operating levels ($5,800 is the total 2013 budget for community relations). Summary: It is recommended by the Corporate Leadership Team that given current resources that Council proceed with a community‐based planning committee supplemented with a part‐time in house support to coordinate the committee and arrange for any funding required to put on any 2014 100th year Community celebration.

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