Department of Human Resources Civil Service Reform Preserving the Promise of Government Presentation

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Department of Human Resources Civil Service
ReformPreserving the Promise of
GovernmentPresentation to Civil Service Reform
Advisory PanelMarch 8, 2005
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Civil Service Reform ProjectAgenda______________
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• Civil Service Reform Themes and Overview
• Review of DHRs Process
• Best Practice Research
• City Stakeholder Process
• Process Timelines
• Change Mechanisms for Reform
• Four Broad Reform Areas
• Discussion on Reform Core Values
• Moving Forward

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Civil Service Reform ProjectOverview____________
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Why? To ensure our personnel system is
best-equipped to assist policy makers, operating
departments and employees to provide San
Franciscans the highest quality services in the
21st Century. Because the mission of our local
government is to provide the highest quality
services to San Franciscans, our workforce is
our greatest asset
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Civil Service Reform ProjectOverview____________
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Why? In 1900, San Francisco first established a
civil service system to protect against
cronyism and to increase the efficiency of its
industrial age workforce. Between 1900 and the
present, San Franciscos personnel system has
evolved into a confusing web of charter
provisions, ordinances, civil service rules, HR
policies and collectively bargained
agreements. Too often in government, we pass
laws to fix particular problems of the moment,
and then we allow a half a century to roll by
without ever following up to see what the
long-term consequences have been. A solution a
decade or two ago may very well be a problem
today.
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Civil Service Reform Project Overview___________
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Why. In 2005, traditional personnel systems
are viewed by many as overly bureaucratic,
unresponsive, and ill-equipped to meet rapidly
changing needs of our citizenry and our workforce
in an information-based economy. How can we
do it better?
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Civil Service Reform ProjectTheme
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What does Civil Service Reform mean to DHR? An
inward look at our civil service and human
resource systems to identify areas ripe for
reform. DHR will study best practices, review
other civil service reform efforts, learn from
the experts, meet with stakeholders, and most
importantly, engage our own employees to
understand how human resources practices must
evolve to meet the needs of our City in the 21st
century.
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Civil Service Reform Project Review of DHRs
Process__________________________________________
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• What is DHRs process?
• An exploration of how we got here.
• A review of the history of San Franciscos civil
  service, HR and labor relations systems.
• A review of what our colleagues, industry
  experts, academics, and other jurisdictions have
  done.
• Collection and analysis of reform materials,
  studies, reports, data, and experiences.
• Communications with our stakeholders.
• Forums, presentations, voluntary surveys,
  informational meetings, all designed to solicit
  input on reform recommendations from our
  stakeholders employees, labor unions, citizens,
  internal personnel experts and outside experts.

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Civil Service Reform Project Review of DHRs
Process __________________________________________
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• What is DHRs process?
• 4. Identifying what works and what needs to
  change
• Analysis of all stakeholder input to identify
  potential reform.
• Identifying the tools for reform actions
• Analysis of the mechanisms by which change can
  occur
• - HR Policies and Procedures, Civil Service
  Rules, MOUs, BOS Legislation, Charter
  Amendments
• Making recommendations
• Policy paper to the Mayor
• DHR internal process improvements

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Civil Service Reform Project Best Practice
Research _________________________________________
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• Survey Jurisdictions
• City of Baltimore
• City and County of Denver
• City of Indianapolis
• City of Los Angeles
• County of Milwaukee
• City of Oakland
• City and County of Philadelphia
• City of San Diego
• City of San Jose
• City of Seattle

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Civil Service Reform Project Best Practice
Research _________________________________________
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• Literature Review Partial List of Sources
• Controllers Office Audit 30110-90 A Review of
  the Civil Service Commission
• International Public Management Association for
  Human Resources, Benchmarking Results 2003
• Jonathan Walters, Governing Magazine, Toward a
  High-Performance Workplace Fixing Civil Service
  in Massachusetts
• Katherine Naff, San Francisco State University,
  Prospects for Civil Service Reform in
  California A Triumph of Technique Over Purpose?
  
• Maxwell School, Syracuse University, Government
  Performance Project, Grading the States 2005
• Partnership for Public Service, Asking the Wrong
  Questions A Look at How the Federal Government
  Assesses and Selects its Workforce
• Sally Selden, Syracuse University, Government
  Performance Project, Trends in Human Resource
  Management Lessons from the States
• Steven W. Hays, University of South Carolina,
  Trends and Best Practices in State and Local
  Human Resource Management
• Washington State Department of Personnel, Human
  Resource Systems Research Report

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Civil Service Reform ProjectCity Stakeholder
Process__________________________________________
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• Stakeholder Process Overview
• Mayors Civil Service Reform Advisory Panel
• Town Hall Meetings
• Labor Meetings
• Departmental Personnel Officers Meeting
• Department Head and Chief Financial Officer
  Meeting
• Board of Supervisors Government, Audit and
  Oversight Committee Hearing
• Civil Service Commission Hearing on Civil Service
  Reform
• Additional Stakeholder Input Sources
• DHR Website and Online Survey Suggestion Form

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Civil Service Reform Project City Stakeholder
Process__________________________________________
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• Mayors Civil Service Reform Advisory Panel
• Goals of Panel
• - Ensure strong communication with stakeholders
• - Provide advice, expertise and leadership on
  process and substantive issues
• Comprised of the Following Representatives
• Department Heads, City Personnel Experts, Labor
  Unions, Board of Supervisors, Civil Service
  Commission, Controllers Office, Community
  Representatives, Outside Personnel Experts
• Scheduled and Tentative Future Meetings
• - Tuesday, March 8th at 430pm, City Hall
  room 201
• - Friday, March 18th from 3 5pm, City Hall
  room 201
• - Thursday, April 7th from 1 3pm, City Hall
  room 201
• - Biweekly Meetings thereafter (more
  frequently as necessary)

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Civil Service Reform Project City Stakeholder
Process __________________________________________
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• Town Hall Meetings
• All employees have been invited to attend one of
  three town hall meetings for an overview of the
  Citys efforts and an opportunity to provide
  comments and suggestions on civil service reform.
• Meeting Schedule
• Monday, March 14th from 12pm - 2pm at Main
  Library, Koret Auditorium
• Thursday March 17th from 8am - 10am at SFGH,
  Carr Auditorium
• Monday March 21st from 4pm - 6pm at Main
  Library, Koret Auditorium
• Note Upon reasonable notice, release time
  will be provided to any employee who attends
  the town hall meeting.

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Civil Service Reform Project City Stakeholder
Process __________________________________________
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Labor Meetings On February 25th, labor
representatives were invited to attend a special
briefing on our civil service reform process.
DHR encourages and is committed to ongoing
participation and input from labor in this
process. DHR will honor all legal requirements
to meet and confer in good faith before
implementing any changes involving matters within
the scope of representation. Meeting
Schedule Friday, February 25th at 300pm in
City Hall (Overview Provided) Future meetings
TBD
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Civil Service Reform Project City Stakeholder
Process__________________________________________
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Departmental Personnel Officers Meeting All
Departmental Personnel Officers have been invited
to attend a meeting for an overview of the Citys
efforts and an opportunity to provide comments
and suggestions on civil service reform. Meeting
Schedule Friday, March 4th from 200 pm - 500pm
at 44 Gough Street Follow-up Meetings TBD (most
likely the week of April 18th) Department Head
and Chief Financial Officer Meeting All
Department Heads and Chief Financial Officers are
invited to attend a special meeting for an
overview of the Citys efforts and an opportunity
to provide comments and suggestions on civil
service reform. Meeting Schedule Wednesday,
April 6th, time and venue TBD
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Civil Service Reform Project City Stakeholder
Process__________________________________________
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• Board of Supervisors Government, Audit and
  Oversight Committee Hearing on Civil Service
  Reform
• Hearing Schedule TBD (Most likely early to mid
  April)
• Civil Service Commission Hearing on Civil Service
  Reform
• Hearing Schedule TBD

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Civil Service Reform Project City Stakeholder
Process__________________________________________
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• Additional Stakeholder Input Sources
• Council of Human Resources Managers (CHRM)
  Symposium
• Departmental HR Forums
• Internal DHR Staff Meetings and Recommendations

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Civil Service Reform Project City Stakeholder
Process__________________________________________
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• DHR Website and Survey Suggestion Form
  www.sfgov.org/DHR-CSR
• Employees and the public may also access
  information and provide input through the online
  Survey Suggestion Form on the Civil Service
  Reform webpage or email DHR-CSR_at_sfgov.org with
  additional questions and comments.
• The website also contains
• Additional information on town hall meetings
  and stakeholder processes
• Updates on future meetings, including the Board
  of Supervisors Committee Hearing and Civil
  Service Commission Hearing
• Reference and resources materials for
  information on reform efforts in other
  jurisdictions and best practices
• Contact Information

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Civil Service Reform ProjectTimeline____________
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• Phase I
• February 25th Overview with Labor
• March 8th First Civil Service Reform Advisory
  Panel Meeting
• March 1st through April 20th Continued
  Stakeholder Input
• May 2nd Circulate Draft White Paper to Advisory
  Panel for Review (tentative)
• May 6th Submit White Paper to Mayor (tentative)

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Civil Service Reform ProjectTimeline
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• Phase 2
• May 15th and ongoing Begin implementing
  recommended (non-Charter) reforms
• May 24th Deadline for submission to the Board
  of Supervisors any proposed Charter amendments
  for the November ballot
• May 25th through July 29th Meet and confer,
  revisions, negotiations regarding any proposed
  Charter amendments
• July 29th Deadline for the Board of Supervisors
  to approve and submit to the Director of
  Elections of any proposed Charter amendments

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Civil Service Reform ProjectTimeline
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Future phases Based on recommendations,
future phases involve exploration and development
of additional reforms.

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Civil Service Reform ProjectChange Mechanisms
for Reforms______________________________________
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• Five change mechanisms through which civil
  service reform can be accomplished
• HR Policies and Procedures
• Civil Service Rules
• Memoranda of Understanding
• Board of Supervisors Legislation
• Charter Amendment

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Civil Service Reform ProjectFour Broad Reform
Areas____________________________________________
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• Reform issues are grouped into 4 broad topic
  areas
• Hiring
• Employee Investment Performance Management
• Separation
• Governance

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Civil Service Reform Project Four Broad Reform
Areas ___________________________________________
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• Hiring
• Our goal is to hire the most qualified candidates
  in a timely manner.
• Examples of questions to consider
• How can we shorten and simplify City hiring
  processes?
• Does our current classification plan provide
  enough flexibility to assign and deploy a modern
  workforce?
• Do we need 1,000 different classifications or is
  there benefit in having fewer, broader job
  classes?
• Does the City have adequate outreach and
  recruitment programs?
• Do managers and departments have adequate
  discretion to employ qualified candidates of
  their choice?

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Civil Service Reform Project Four Broad Reform
Areas ___________________________________________
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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.
• Examples of questions to consider
• Does the Citys compensation strategy provide
  adequate flexibility to recruit, retain, and
  motivate the highest quality workforce?
• Are we adequately linking job performance to
  compensation and promotion?
• Are we providing adequate training and
  development for our workforce?
• Are we managing employee performance through the
  probationary period and through regular, annual
  performance evaluations?

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Civil Service Reform Project Four Broad Reform
Areas ___________________________________________
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• Separation
• Our goal is to minimize the disruption to
  employees and departments caused by separations.
• Examples of questions to consider
• Do the Citys layoff and bumping procedures
  adequately balance employee rights and
  protections with departments obligation to
  deliver effective and efficient services?
• Are there fair and appropriate ways to expedite
  the Citys disciplinary processes?
• Should the City have broader categories of
  at-will employment?
• Is the current system for restricting future
  employment fair and appropriate?

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Civil Service Reform Project Four Broad Reform
Areas ___________________________________________
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Governance Our goal is to streamline and
harmonize overlapping Charter sections, Civil
Service Rules, HR policies, and negotiated
provisions in 48 union labor contracts into a
modern personnel system. Examples of questions to
consider Are there ways to streamline collective
bargaining processes and the types of issues
which are collectively bargained? Should
external agencies (i.e. School District, CCD,
Courts) continue to operate as part of Citys
personnel system? Should the Civil Service
Commission serve as both the rule-making
authority and the appellate body responsible for
resolving employee appeals? Do departmental
personnel offices have the appropriate level of
autonomy and discretion?
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Civil Service Reform Project Discussion on
Reform Core Values _____________________________
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• Given that the City is committed to ensuring that
  merit-based employment, equal opportunity and
  strong labor relations remain the foundation of
  our personnel system, the following have been
  identified as the Citys core values in our
  efforts for reform
• Diversity of workforce
• A Personnel System that is easy to understand and
  use
• Effective and efficient services to taxpayers
• Employment based on qualifications and the
  ability to perform
• Insulation from political influence
• Open and transparent processes
• Responsiveness to operational needs
• Stability of operations

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Civil Service Reform Project Moving
Forward__________________________________________
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• Comments on todays discussions
• Additional recommendations and suggestions
  for moving forward
• Future Advisory Panel meeting dates