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HomeMy WebLinkAboutMemo - Mail Packet - 9/7/2021 - Memorandum From Tyler Marr Re: August 19, 2021 Information And Employess Services Onboarding Session Follow-UpIES Council Onboarding 2021 8/19/21 2 •What is IES? Information & Employee Services •Organizational Stewards IES Summary Introduction to IES Session 3CPIO-Communications & Public Involvement Office Who we are & who we support Fort Collins Residents City Council City Manager Deputy City Manager Community Services Information & Employee ServicesUtility Services Emergency Preparedness Human Resources Financial Services Police Services Broadband Deputy City Manager City Clerk’s Office Diversity, Equity & Inclusion Sustainability Services Planning Development & Transportation City Attorney Chief Judge Boards & Commissions 4CPIO-Communications & Public Involvement Office What we do 5CPIO-Communications & Public Involvement Office Emerging trends •Engagement fatigue •Continued shift to mobile platforms •Diversity, equity & inclusion •Virtual reality & AI •Changes in journalism •Data & analytics •External competition 6 Human Resources Separate Employee Life Cycle Recruit Source and Attract Onboard Develop Manage Performance Retain and Engage Our People │ Our Work We believe in the power of our people and our organization to deliver exceptional service for an exceptional community. Human Resources co- creates with leaders at all levels the conditions necessary to attract, retain, engage, reward, and develop a competitive and diverse workforce and help the organization sustain an adaptive, innovative environment where all talent feels a sense of belonging and can thrive and fulfill their potential. We do this through deeply understanding needs, challenging assumptions, creative design, rigorous research, technology enablement, and exemplary implementation. 7 Human Resources –Talent Snapshot Data as of 7/31/2021 Classification Non-Manager Manager City Total Classified 1155 351 1506 Contractual 20 2 22 Hourly 680 680 Unclassified Mgmt 13 49 62 City Total 1868 402 2270 Headcount Classification Non-Manager Manager City Average Classified 44 48 45 Contractual 37 50 38 Hourly 39 39 Unclassified Mgmt 49 50 50 City Average 43 48 44 Average Age Average Salary Full-time Classified and Unclassified Mgmt Only Classification Non-Manager Manager City Average Classified 9 15 10 Contractual 2 3 2 Hourly 4 4 Unclassified Mgmt 9 12 11 City Average 7 14 8 Average Length of Service Manager Status City Average Non-Manager $68,995 Manager $96,079 City Average $76,298 8 Hiring •The selection rate of people of color has increased to more closely mirror the rate at which they apply •Applicant pools in 2021 have decreased for some our key roles (e.g., Police Officer, hourly Bus Operator) •While our acceptance to offer metric is still in the top quartile, we are beginning to see more declines for reasons that demonstrate how competitive the market is for talent Generation •Our workforce primarily consists of Millennials and Gen X; most of our Gen Z population is hourly Diversity •Diversity of our management declines the higher we go in the leadership pipeline •There is opportunity to develop lower tier managers and promote talent internally Attrition •Based on the current turnover rate, we are likely to have our highest turnover in the last 5 years Talent Insights 9 How our gender makeup compares to the community Employee Data includes all classifications as of 7/31/2021 0%10%20%30%40%50%60%70%80%90%100% Individual Contributors Managers Executives All City Community Individual Contributors Managers Executives All City Community Female 42.80%31.78%54.55%41.21%46.20% Male 57.20%68.22%45.45%58.79%53.80% Gender Comparison City vs. Community 10 How our ethnicity makeup compares to the community Employee Data includes all classifications as of 7/31/2021 0%10%20%30%40%50%60%70%80%90%100% Individual Contributors Managers Executives All City Community Individual Contributors Managers Executives All City Community American Indian/Native Alaskan 0.94%0.93%0.00%0.93%1.00% Asian 1.93%0.93%0.00%1.77%3.50% Black 1.05%1.56%0.00%1.12%1.60% Hispanic 8.33%7.79%0.00%8.21%10.10% Hawaiian or Pacific Islander 0.00%0.00%0.00%0.00%0.10% Two or More Races 1.82%0.93%0.00%1.68%2.90% White 85.93%87.85%100.00%86.29%80.90% Ethnicity Comparison City vs. Community 11 Commitment to Pay Equity and Transparency •First wage equity study completed in 2019, next study late 2021 •All City salaries are posted on FCGOV via OpenBook •All positions are posted at least internally and include anticipated compensation and associated benefits •Job application no longer includes salary history to not perpetuate systemic disparities in pay •Compensation staff consults on every salary offer to ensure internal equity is considered Human Resources 12 The Path Forward –Workforce Diversity, Equity, and Inclusion •We look forward to partnering with the City’s new Diversity, Equity, and Inclusion Officer. •We are examining all our policies, programs, and systems to identify any systemic bias we need to eradicate and want to consider using an external consultant for this work. •A new equity recruitment guide is in development, and several hiring managers are working to mitigate any unconscious bias in their hiring. •In the next budget cycle, consider resourcing recruitment efforts to develop our leaders’ equity hiring capability and co-create programs to source and attract diverse talent. •We have added language in our employment postings to encourage more candidates to apply, and we are completely revising our employment landing site. Human Resources 13Council Resource Hub 14Operation Services –Services at a Glance Administration –8 employees •Bill paying •ID badges •Purchasing •Budgeting and business analyst •Internal Mail •Motor Pool check-out / check-in •Strategic planning and asset management Operation Services provides 24/7 high-quality fleet, facilities, real estate, and capital construction services to City Departments. (84 employees) •Safe •Sustainable •Comfortable •Reliable •Low cost 15Operation Services –Services at a Glance •Fleet Management –40 employees •Four Shops •Maintenance, fuel, and parts •6.5 million miles driven annually •Motor pool and equipment rental •Acquisition and disposal •Environmental management •2,000 vehicles, equipment, and misc. units •Facilities Management –25 employees •100 Buildings •2 million square Feet •HVAC –Electrical-Swimming Pools, Keys and Access Control, Energy Efficiency, General Maintenance •Custodial Services and COVID response 16Operation Services –Services at a Glance •Construction Project Management –5 employees •Capital Projects •Major Renovations •Deconstruction •Commitment to environmentally sustainable projects •Real Estate Services –6 employees •Land and Right of Way acquisition and sales •Manages leases on City properties •Land Conservation •Eminent Domain Process 17Operation Services –Challenges and Notable Projects •$7 million identified of unfunded major maintenance •Block 32/ 42 municipal campus •Complete Space Planning •Traffic and parking study •Identify funding •Begin design phase •Fleet electrification •Buses •Sedans / pickups •Heavy-Duty trucks •Sweeper and ice re-surfacer •Energy efficiency •10 buildings with solar Information Technology: Introduction Historically, IT has served as an internal service provider for departments and employees. We are in the first phase of implementing a multi-year digital transformation to modernize our City services, empower our employees, and enable digital self- services for our community to become a smart, digital city while safeguarding data privacy and information security. Achieving this strategy requires a new way of innovative thinking, re-imagining the “what and how” of delivering digital, equitable services and shifting from designing unique applications to adopting modern, best in class industry digital ecosystems, and solutions. 18 Information Technology: Risk Management 19 Defense in Depth (DiD) is an industry approach in which a series of security mechanisms and controls are thoughtfully layered throughout a network to protect the confidentiality, integrity, and availability of environments and data within. 62.3% 14.0% 21.8% 5.3% 0% 10% 20% 30% 40% 50% 60% 70% Pe ople Proces s Tec hnology Unknown Source: SANS 2019 State of OT/ICS Cybersecurity Survey Cy b e r s e c u r i t y Ri sk El e m e n tsComprehensive policies spanning both cyber and physical risks are paramount to safeguarding against vulnerabilities, and rising cyber insurance costs. Continuous, real-time monitoring and alerts ensure timely response to events to mitigate and remediate. People continue to present the greatest risk to an organization's cyber and physical security, whether intentional or unintentional acts. Proactive cybersecurity awareness training with increased controls and monitoring aid in addressing vulnerabilities. 20The Digital Age: Focused On The Future Providing a world-class experience for our community and employees requires a transformative approach to empower everyone with online, digital self-services that enrich their experience with a focus on cybersecurity, and standardization –we must adapt to adopt new digital solutions. Self Service Zero Touch Cyber Security Standardize Implement self-service digital solutions that empower departments and our workforce •BYOD •App Store •Virtualization •Content Management •Knowledge Management •Implement chat bots Enable our workforce with the ability to procure devices and software with minimal IT support •App Store •App Catalog “Menu” •Utilize certified applications that adhere to privacy standards •Expand education and training Improve our overall security of devices, data, authentication, education and end points •Move from passwords to pass phrases •Continue education workforce on key threats, phishing, ransomware and smishing (SMS) scenarios •Enable multi-factor authentication •Advance early threat detections and response Establish citywide application and data architecture standards and licensing •Move to standard Cloud solutions –Adopt not Adapt •Establish data standards •Leverage data across solutions •Introduce open interfaces •Consolidate servers and applications to build more economies of scale Protection of systems and networks from information disclosure, theft of or damage. Information Technology: Digital Transformation Elements Agile: Continuously Improve, Adapt and Learn Business Modernization: Re-Imagine Our Processes Change Management: Engage everyone “Early and Often” Collaboration: Shift from Department to Customer Focus Culture: Shift from “Me” to “We” mindset and alignment Customer Experience: Provide a world-class experience for all our businesses, residents and employees Efficiency: Standardize and Centralize to achieve scale and resiliency, providing optimal solutions for all Imagination: Innovate, Simplify and Automate Planning: Invest, Prioritize and Resource on Outcomes Talent Development: Invest in our Talent to equip them with digital acumen, and empowerment to innovate 21 22 Awards and Recognitions! #1 in 2020 FoW Employee Survey Results 23 Teleworking (80%) & non-teleworking (20%) employees 1,136 survey respondents 49% response rate (2,335 employees invited) Extensive, thoughtful open-ended responses Survey results The full report is available on HR Connect; follow the Future of Work tile FoW Employee Survey Results -Highlights from Leaders 24 84% are very or somewhat comfortable managing employees in a hybrid environment 86% are very or somewhat confident that the employees they manage are productive and can fulfill their job duties while teleworking 96% indicated the processes and procedures they have created for their teams in the summer return-to-site pilot have been very or somewhat successful 84% say their teams have been somewhat or extremely enthusiastic or positive about the return-to-site pilot 30% of respondents manage others What leaders need: ●Updated systems and tech ●More specific guidelines/ direction ●Additional flexibility ●Improved communication ●Leadership training and skill- building ●More direct involvement or presence from their leaders FoW Employee Survey Results -Open-ended Responses 25 Respondents offered thoughtful, articulate, and abundant comments; some themes appear here What is working well that we should continue and leverage? ●Teleworking, flexible customer service, and hybrid schedules ●Leveraging technology ●Transparent and frequent communication ●Collaboration ●Commitment to Mission, Vision, and Values ●Challenging institutional structures and rethinking the workplace What should we start doing that we have not done before? ●Adapt systems, processes, and technology to hybrid work models ●Create new norms ●Offer childcare onsite What should we stop doing or let go of? ●Biases and gaps in teleworking ●Aging facilities and poorly used space ●Many existing/traditional, systems, processes, and ways of thinking and working In July, 42 City employees participated in virtual conversations about the FoW. Some highlights: People like the hybrid work environment Technology is a challenge Childcare is an important consideration Decreased commuting is beneficial to people and planet Teleworking & flexibility are key to recruiting & retention Creativity is required to create equity for those who can’t work from home The full report is available on HR Connect; follow the Future of Work tile Workgroups’ most frequently mentioned “hot” issues 27 Leading through ambiguity: The answers are not black and white and there’s not a clear “finish line” ahead; some are challenged by this notion and will need additional support Equity across service areas and roles: It is crucial to acknowledge and compensate those who work in the community or on job sites (and can’t telework) in other ways, e.g., pay, additional sick days, flexible hours Culture of performance measurement: We need to re- examine how we define job performance in a hybrid environment ●“Input” vs. “output” based expectations ●Clocking hours vs. measuring outcomes Childcare: Employees cite this as a paramount issue and would like the City to get creative about offering options as a benefit Evolution of customer service: We need to understand what our customers (internal and external) truly want and need in this new environment, then respond to those needs Support for managers: They want training to become better leaders in hybrid environments, improved communication, and more clear guidelines and boundaries around hybrid work Talent attraction and management: The City needs to evolve in areas like alternative work arrangements, realistic workloads, compensation, and other benefits to attract and retain the best talent; interim managers are viewed as a problem Facilities and technology: Some people who have returned to the office are struggling with mostly-empty facilities, HVAC issues, and technology that doesn’t support hybrid work; they are eager to see facilities re-vamped in creative and dynamic ways Appendix 28 29Information Technology and IES Unified: Summary Through collaboration and agility, our IES teams are poised to empower our City with innovative and sustainable services that transform our culture, processes, and solutions to provide our businesses, residents and services areas with equitable, world-class digital solutions and experiences. We must advance beyond the historical ideals of IES and IT as service providers to thought partners, fostering innovation and re-imagining how we deliver digital services to our community while empowering our colleagues with modern digital ecosystems and solutions to achieve. Vision A trusted partner and catalyst for innovation, enabling and protecting a high-performing digital ecosystem and world-class municipal services through operational excellence and talent development. Establishing formal partnerships with department service area directors and IT leadership are critical for creating joint accountability in our strategic planning, and resourcing to achieve optimal outcomes. As we develop our “Smart City” digital plan, we will continue to adapt as we move forward. 1.Optimize technical diversity 2.Empower through self-service 3.Talent investment and expertise 4.Adopt and adapt our processes 5.Digital Equity is paramount 6.Improve economies of scale 7.Innovative and creative solutions 8.World-Class digital services 9.Clear, simple policies & governance 10.Stewardship: secure and accessible Guiding Principles 30Digital Framework Connectivity & Communications Voice Solutions •Soft Phones •Mobile Solutions Data Networks •Public Networks (External) •Secure Networks (Mixed) •Citywide Network (Internal) •Wireless Access Points •Low Powered WAN Solutions •Citywide Broadband •5G Mobile Broadband Network Operations Core Technology Infrastructure •Data Center Operations •Cloud solutions •Open Interfaces Cybersecurity •Threat Detection •Privacy & Security Data Management •Access Controls •Data Governance •Data Standards •Data Integration Information Technology Enterprise Technology Employee Experience •Digital Self-Service •ERP Solutions •App Marketplace •Bring Your Own Device Geospatial •Geolocation Services •GIS Services Content Management •eGov, M365, SPO •Document Management •Knowledge Management •Asset / Fleet Management Community Technology Smart City •IIoT, IoT Sensors •Real-time Analytics •Connected Devices •Context Aware Services •Crowdsourced Data •AR/VR technologies Application Frameworks •Citizen Engagement •Community Services •Digital / Payment Services Advanced Analytics •Artificial Intelligence •Machine Learning Citywide 31Information Technology: Operating Model The future operating model is designed to propel IT to the next level beyond core operations to driving, being, and living innovation with improved planning, talent development and operational excellence with a focus on efficiency and equity. To prepare for the future, a cohesive, “Smart City” digital strategy is paramount. We need a new way of working to thrive in this environment and evolve our current operating model aligned with our City strategy; maximizing scale, improving planning, prioritization, resource optimization, and expanding developmental opportunities for our talent. Key Goals of our Future Operating Model 1.Develop a cohesive citywide digital strategy 2.Align all teams citywide to maximize scale 3.Build resiliency across all teams 4.Invest in developing top talent for the future 5.Empower our teams to drive innovation 6.Implement agile solutions to meet goals while reducing risk and costs to the community Strategic Digital Pillars Digital Community Broadband Community Services Geographic Information Municipal Court Planning, Development and Transportation Police Services Sustainability Services Utilities Finance & Asset Management IT Operations: Communications, Employee Content Enterprise Solutions AI / Machine Learning App Store Catalog Client Services Digital Payments ERP (Finance, HR) eGov / CityNet Knowledge Management Open Data Portal Records Management Enterprise Technology Business Continuity Cloud & Data Center Cybersecurity Data Governance Data Management Disaster Recovery Smart-City Tech Mobility & Virtualization 32Information Technology: Future Ecosystems To modernize our business operations to the new digital age, we must align our strategies with a focus on implementing scalable, and standardized digital ecosystems that will enable our ability to provide highly secure online, self-service solutions for our businesses, employees, and residents. Employee Hub Community Hub Employee Focused Community Focused Regulatory IOT Finance Purchasing Operations Information Exchange GIS Open DataRecruiting Benefits Engagement Economic Development Digital Equity Smart City Permitting Licensing M365 SPO 33Information Technology: Awards and Recognitions June 2021 CompTIA Solutions Significant Achievement Award COVID-19 CityTech HR Connect Award Details November 2020 Digital Cities Survey Award 6th Place Award Details March 2021 CIO of the Year Finalist Kevin Wilkins Award Details April 2021 Digital Equity Enable citizens to apply for income- qualified benefits through a mobile- responsive web app 34Operation Services –Awards and Recognition •#1 Leading Fleet by Government Fleet Magazine -2020 •#1 Government Green Fleet -2020 •#7 for 100 Best Fleets in North America –2020 •Certified LEED Buildings -11 Gold, 2 Platinum •8 Certified Energy Star Buildings