[FY 2024 Budget Workshop: Human Resources]
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AND WE WILL MOVE DIRECTLY INTO OUR HUMAN RESOURCE DEPARTMENT WITH DIRECTOR JANE CHEEKS AND HR FINANCE ASSISTANT CARLA COLEMAN TO PROVIDE A UPDATE ON THE HUMAN RESOURCE DEPARTMENT BUDGET.
AND I'D ALSO LIKE TO SAY GOOD AFTERNOON, VICE CHAIR.
UM, GOOD AFTERNOON COUNCIL MEMBERS.
I'M PLEASED TO PRESENT TO YOU THE HUMAN RESOURCES DEPARTMENT'S FY 24 BUDGET.
I SIT HERE AS HUMAN RESOURCES DIRECTOR FOR ALMOST EIGHT YEARS, AND I WANNA LET YOU KNOW THAT THIS DEPARTMENT HAS DONE SOME EXTRAORDINARY THINGS.
IT HASN'T BEEN ABOUT CHECKING THE BOX, IT'S BEEN ABOUT CHANGING LIVES AND FINDING INNOVATIVE WAYS TO OPERATE MORE EFFICIENTLY AND EFFECTIVELY.
I WON'T SAY EVERYTHING WAS PERFECT ALONG THE WAY, BUT WE'VE OVERCOME MANY OF OUR RECENT OBSTACLES.
I'M CONFIDENT WE'VE LAID A FIRM FOUNDATION WHEN COMPARED TO HOW HUMAN RESOURCES WAS OPERATED IN THE PAST WITH THE IMPLEMENTATION OF PRENATAL, PARENTAL, AND INFANT WELLNESS.
LEAVE THE LATEST DEVELOPMENT OF HYBRID TELEWORK PROGRAM AND A VERY SUCCESSFUL LAUNCH OF OUR HR ONE DIGITAL TRANSFORMATION INITIATIVE.
I'M PROUD OF WHAT WE'VE DONE TOGETHER TO BETTER SERVICE ALL THE CITY DEPARTMENTS AND EMPLOYEES.
EASE NOW, WE WERE NOT EXEMPT FROM DIFFICULTIES.
ALL OF YOU ALL ARE AWARE OF THE GREAT RESIGNATION AND QUIET QUITTING ARE JUST AS PREVALENT HERE IN THE CITY AS THEY ARE IN THE PRE PRIVATE SECTOR.
YET EVEN IN LIGHT OF THESE CHALLENGES, THE HR DEPARTMENT CONTINUES TO BE CREATIVE AND INNOVATIVE IN HIRING AND RETAINING NEW TALENT.
WE ARE EXTREMELY INTENTIONAL ABOUT RECRUITMENT, TRAINING, AND GIVING CARE AND ATTENTION TO OUR EMPLOYEES PHYSICAL AND MENTAL HEALTH IN THIS AMAZING WORKPLACE.
WE HAVE CHANGED THE PARADIGM BASED ON WHAT I COMMITTED IN 2016 TO BE COLLABORATIVE, RESPONSIVE, TRANSPARENT, AND STRATEGICALLY MORE ANALYTICAL.
WE STAYED TRUE TO OUR PILLARS OUTLINED IN OUR 2020 TO 2025 PEOPLE STRATEGY, WHICH ARE CLOSED WORKFORCE GAPS, DRIVE INNOVATION, IMPROVE ECONOMY, AND ENSURE QUALITY.
HRS PRESENTATION WILL FOLLOW THE GUIDELINES AS ALL OTHER PRESENTATIONS BEFORE US.
FIRST, I'D LIKE TO SAY THANK YOU TO HRS FINANCIAL AND ACCOUNTING MANAGEMENT TEAM LED BY MY CFO, CARLA COLEMAN, AND IF I COULD JUST HAVE THEM STAND, I WILL.
I APPRECIATE ALL THEIR HARD WORK AND DEDICATION, SO COULD I PLEASE HAVE YOUR STAND? THANK YOU ALL SO MUCH.
AS YOU CAN SEE FROM OUR ORGANIZATIONAL STRUCTURE, I HAVE 10 DIVISIONS.
CAN MY EXECUTIVE TEAM PLEASE STAND UP? CAN I NOW HAVE THE CLIENT RELATIONS MANAGERS PLEASE STAND UP.
THESE ARE THE MANAGERS THAT, UH, WORK WITH EACH DEPARTMENT.
THIS IS THE TEAM WHO ASSIST WITH LEADING THE HR EMPLOYEES IN CARRYING OUT THEIR DUTIES AND RESPONSIBILITIES OF THE HUMAN RESOURCES DEPARTMENT.
IN HR, WE CONSIDER OURSELVES A STRATEGIC PARTNER TO ALL CITY DEPARTMENTS.
OUR PEOPLE STRATEGY IS TIGHTLY INTEGRATED INTO OUR PERFORMANCE PLAN AND BUDGETS AND SERVES AS A FOUNDATIONAL BASIS FOR THE SEVEN HR PROGRAMS THAT ALIGN WITH TWO OF THE MAYOR'S PRIORITIES, SOUND, FINANCIAL MANAGEMENT, AND RESILIENT HOUSTON.
IN ADDITION, OUR PROGRAMS AND INITIATIVES ALIGN WITH FIVE OF THE MAYOR'S INITIATIVES.
WE PROMOTE FISCAL RESPONSIBILITY BY EFFECTIVELY MANAGING ALL OPERATING
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AND CAPITAL FUNDS.SINCE 2007, WE HAVE BEEN TRANSFORMING HRS BUDGET INTO A RESULT DRIVEN FUNDING.
AND NOW BY EMBRACING THE OUTCOME, OUTCOME-BASED BUDGETING, WE HAVE PARTNERED WITH FINANCE IN ENSURING A SUCCESSFUL OPE REFORM THAT WILL ENHANCE THE CITY'S FINANCIAL VISIBILITY, VIABILITY, AND STABILITY.
WE INCREASE TRANSPARENCY OF OUR TRANSACTIONS TO ENSURE SUCCESS OF THE OPEN FINANCE INITIATIVE.
LASTLY, WITH THE HIGHER HOUSTON YOUTH AND GROW YOUR OWN WORKFORCE PROGRAMS, WE CONTRIBUTED TO THE YOUTH SUPPORT AND DEVELOPMENT INITIATIVE.
I WILL NOW TURN MY PRESENTATION OVER TO CFO CARLA COLEMAN.
THANK YOU, DIRECTOR CHEEKS, AND GOOD AFTERNOON CHAIR AND VICE CHAIR AND COUNCIL MEMBERS, AS YOU CAN SEE IN THIS SLIDE.
AS YOU CAN SEE IN THIS SLIDE, HR BUDGETS FOR SEVEN PROGRAMS FOR A TOTAL OF 524 MILLION.
THIS BUDGET INCLUDES 308 OPERATIONAL POSITIONS AND 509 HIGHER HOUSTON YOUTH POSITIONS.
OVERALL, IT INCREASED SLIGHTLY BY 2%.
THIS INCREASE IS MOSTLY ATTRIBUTED TO INCREASES IN PERSONNEL FOR BENEFITS AND HOPE INCREASES IN PENSION CONTRIBUTIONS, AND ALSO INCREASES IN SERVICES FOR CONTRACTUAL INCREASES.
CONTINGENT WORKFORCE SPENDING INCREASES ALL THIS OFFSET BY REDUCTIONS IN WORKERS' COMPENSATION AND LONG-TERM DISABILITY.
THE HAR HOUSTON YOUTH PROGRAM IS A CITYWIDE PROGRAM THAT EMPOWERS YOUTH BETWEEN THE AGES OF 16 AND 24 TO ENTER INTO THE HOUSTON WORKFORCE BY PROVIDING THEM WITH TRAINING, MENTORSHIP, AND HANDS-ON EXPERIENCE.
THIS BUDGET IS SET AT 1.5 MILLION.
IT REPRESENTS LESS THAN 1% OF HRS TOTAL BUDGET, AND IT FUNDS FOR EIGHT WEEKS OF SUMMER INTERNSHIPS FOR 500 INTERNS AND NINE CAREER COACHES IN FISCAL YEAR 24.
WE'RE GOING TO MEASURE THE SUCCESS OF THIS PROGRAM WITH TWO PERFORMANCE MEASURES CENTERED AROUND PARTICIPATION AND TRAINING.
THE BENEFITS ADMINISTRATION PROGRAM FOCUSES ON ESTABLISHING AND PROMOTING HEALTH WELLBEING INITIATIVES AIM TO IMPROVE THE PHYSICAL HEALTH AND THE MENTAL HEALTH OF ALL OF OUR CITY EMPLOYEES AND RETIREES.
IT ALSO FOCUSES ON DEVELOPING AND MAINTAINING A ROBUST AND COMPETITIVE HEALTH BENEFIT PROGRAMS FOR THE CITY OF HOUSTON.
THE BUDGET IS SET AT 432 MILLION.
IT REPRESENTS 83% OF HRS TOTAL BUDGET, AND IT PROVIDES FUNDING FOR 45 POSITIONS AND FOR FUNDING TO INCREASES OF 5.6 IN MEDICAL AND PHARMACY CLAIMS AND INCREASES OF FIVE 4.5% IN CITY CONTRIBUTION RATES.
IT ALSO INCLUDES OFFSETTING REDUCTIONS DUE TO A 3% DECLINE IN ENROLLMENT.
THIS PROGRAM HOUSES THE MEDICAL AND PHARMACY PLANS ALONG WITH SUPPLEMENTAL PLANS SUCH AS VISION, DENTAL, LIFE INSURANCE, DEPENDENT AND FLEXIBLE HEALTH REIMBURSEMENT PLANS, AND TWO MEDICARE ADVANTAGE PLANS FOR OUR ELIGIBLE RETIREES IN FISCAL YEAR 24.
WE'RE GOING TO MEASURE THE SUCCESS OF THIS PROGRAM WITH FOUR PERFORMANCE MEASURES CENTER AROUND PARTICIPATION AND EDUCATION.
THE LONG-TERM DISABILITY PROGRAM IS A SELF-INSURED PROGRAM PAID BY THE CITY OF HOUSTON THAT PROVIDES A SOURCE OF INCOME TO OUR ELIGIBLE CITY EMPLOYEES THAT BECOME DISABLED.
THE BUDGET IS SET AT 1.2 MILLION.
IT REPRESENTS LESS THAN 1% OF HRS TOTAL BUDGET.
IT DOES NOT FUND POSITIONS, ONLY CLAIMS IN ADMINISTRATIVE COST.
THIS PROGRAM HAS A 23% SAVINGS IN FISCAL YEAR 24 WHEN COMPARED TO THIS YEAR'S BUDGET.
AS WE REMOVE THE ACTUARIAL ADJUSTMENT THAT IS CURRENTLY ACCOUNTED IN THE OP LINE IN THE GOVERNMENT-WIDE FINANCIAL STATEMENTS IN FISCAL YEAR 24, WE'RE MEASURING THE SUCCESS OF THIS PROGRAM WITH A PERFORMANCE MEASURES CENTER AROUND PARTICIPATION.
THE HR CLIENT SERVICES PROGRAM PROVIDES STANDARDIZED HUMAN RESOURCES PRACTICES AND OBJECTIVES ACROSS CITY DEPARTMENTS.
THIS PROGRAM ALSO FACILITATES THE EMPLOYEE LIFE CYCLE FROM HIRING TO SEPARATION.
THE BUDGET IS SET AT 25 MILLION.
IT REPRESENTS 5% OF HRS TOTAL BUDGET.
THIS BUDGET ALSO INCLUDES 183 POSITIONS, AND IT PROVIDES FUNDING FOR INCREASES
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IN PERSONNEL COST FOR BENEFIT AND HOPE AND INCREASES IN SERVICES FOR RECRUITING INITIATIVES SUCH AS NEO GOV, CONTRACTUAL EXPENSES, ADVERTISEMENTS, CITY JOB, UH, CITYWIDE JOB FAIRS AMONG OTHERS.IN FISCAL YEAR 24, WE'RE MEASURING THE SUCCESS OF THIS PROGRAM WITH THREE PERFORMANCE MEASURES CENTER AROUND HIRING PROCESS AND SEPARATION.
THE CONTINGENT WORKFORCE SERVICES IS A PROGRAM FUNDED BY TWO CONTRACTS, ONE CONTRACT DEDICATED TO THE GENERAL FUND DEPARTMENTS AND ANOTHER CONTRACT DEDICATED TO ENTERPRISE SPECIAL AND GRAND FUNDED DEPARTMENTS.
THESE CONTRACTS ARE USED FOR STAFFING SPECIAL PROJECTS, DISASTER EVENTS, AND FOR STAFFING SHORT-TERM SPECIALIZED POSITIONS.
THE BUDGET IS SET AT 18 MILLION.
IT REPRESENTS 4% OF HRS TOTAL BUDGET, AND IT PROVIDES FUNDING FOR TWO POSITION AND TEMPORARY SERVICES ALLOCATION INCREASES IN FISCAL YEAR 24.
WE HAVE INCREASED THIS ALLOCATION FROM A ONE POINT FROM A 12.1 MILLION THIS YEAR'S IN THE ADOPTED BUDGET TO 17.9 MILLION DUE TO INCREASES IN UTILIZATION IN FISCAL YEAR 24.
WE'RE GOING TO MEASURE THE SUCCESS OF THIS PROGRAM WITH TWO PERFORMANCE MEASURES CENTER AROUND PARTICIPATION AND COST.
THE TALENT AND DEVELOPMENT PROGRAM PROVIDES A COMPREHENSIVE TRAINING SOLUTIONS THAT SIGNIFICANTLY IMPACT PERFORMANCE AND ORGANIZATIONAL OUTCOMES.
THIS PROGRAM DESIGNS DELIVERS AND EVALUATES CUSTOMIZED SOLUTIONS THAT ADDRESSES INDIVIDUALS, TEAMS, AND DEPARTMENTAL NEEDS.
THE BUDGET IS SET AT 2.4 MILLION.
IT REPRESENTS LESS THAN 1% OF TOTAL BUDGET, AND IT REMAINS FLAT IN FY 24 FUNDING 19 POSITIONS IN FISCAL YEAR 24.
WE'RE MEASURING THE SUCCESS OF THIS PROGRAM WITH FOUR PERFORMANCE MEASURES CENTERED AROUND EMPLOYEE ENGAGEMENT, LEARNING APPLICATION, DELIVERY OF LEARNING HOURS, AND ORGANIZATIONAL DEVELOPMENT SESSIONS.
OUR LAST PROGRAM, THE RISK MANAGEMENT PROGRAM FOCUSES ON CREATING A SAFE WORK ENVIRONMENT BY ELIMINATING WORKPLACE HAZARDS.
IT FOCUSES ON REDUCING THE FINANCIAL IMPACT ASSOCIATED WITH WORKPLACE INJURIES, AND IT FOCUSES ON ADVOCATING FOR OUR INJURIES WOR UH, INJURED WORKERS.
THE BUDGET IS SET AT 43 MILLION.
IT REPRESENTS 8% OF A CHARGE TOTAL BUDGET, AND IT PROVIDES FUNDING FOR 60 POSITION.
IT ALSO BUDGETS FOR A 4% DECREASE DUE TO REDUCTIONS IN CATASTROPHIC AND COVID RELATED CLAIMS AND RELATED PARTY, UH, THIRD PARTY EXPENSES IN FISCAL YEAR 24.
WE'RE GOING TO MEASURE THE SUCCESS OF THIS PROGRAM WITH THREE PERFORMANCE MEASURES CENTERED AROUND SAFETY AND RETURN TO WORK.
THIS SLIDE SUMMARIZES THE PROGRAM'S EXPENSES BY FUND.
THE HAR HOUSTON YOUTH IS INCLUDED IN GENERAL FUND 1000 AND THE BUDGET REMAINS FLAT CONTINUED.
WORKFORCE SERVICES TALENT AND ORGANIZATION DEVELOPMENT PROGRAM AND CLIENT SERVICES PROGRAM ARE HOUSED IN THE CENTRAL SERVICES REVOLVING FUND, UH, 1 0 0 2.
THE FUND INCREASE BY 17.1% AND THE MAIN DRIVER IS THE INCREASES IN CONTINGENT WORKFORCE UTILIZATION.
THE RISK MANAGEMENT PROGRAM IS HOUSED IN THE WORKERS' COMPENSATION FUND, 10 11.
THIS FUND DECREASED BY 4% DUE TO REDUCTIONS IN COVID CLAIMS AND THIRD PARTY ADMINISTRATIVE EXPENSES.
HEALTH BENEFIT FUND 9,000 HOUSES.
THE EMPLOYEE BENEFITS ADMINISTRATION PROGRAM.
THIS FUND SLIGHTLY INCREASED BY 1% DUE TO ENROLLMENT, DECREASES OFFSETTING THE INCREASES IN MEDICAL AND PHARMACY CLAIMS. LASTLY, LONG-TERM DISABILITY FUND 9,001 FUNDS THE LONG-TERM DISABILITY PROGRAM, WHICH DECREASED BY 23% DUE TO THE REMOVAL OF THE ACTUARIAL ADJUSTMENT FROM THIS FUND AS IT IS ACCOUNTED IN THE GOVERNMENT-WIDE FINANCIAL STATEMENTS.
THESE NEXT FEW SLIDES WOULD SHOW HRS BUDGET CATEGORIZED BY PERSONNEL AND OTHER EXPENSES.
IN THIS SLIDE, WE SEE THE PERSONNEL EXPENSES IN THE GENERAL FUND REPRESENT 96% OF THE TOTAL BUDGET.
THE PERSONNEL EXPENSES IN CENTRAL SERVICES REVOLVING FUND REPRESENTS 47% OF THIS BUDGET WITH CONTINGENT WORKFORCE REPRESENTING 73% OF THE OTHER EXPENSES BUDGET.
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EXPENSES IN NON IN WORKERS' COMPENSATION FUND REPRESENTS 16% OF THIS TOTAL BUDGET WITH WORKERS' COMPENSATION CLAIM REPRESENTED IN 84% OF THE TOTAL OTHER EXPENSES BUDGET.IN THIS SLIDE, WE SEE THE PERSONNEL COSTS ARE MINIMAL OR NON-EXISTENT AT THESE TWO FUNDS.
THE BENEFIT PLANS REPRESENT 99% OF THE OTHER EXPENSES IN THE HEALTH BENEFIT FUND WITH PERSONNEL COSTS REPRESENTING LESS THAN 1%, AND THE LONG-TERM DISABILITY FUND, THE CLAIMS REPRESENTS 86% WITH THE REMAINDER REPRESENTED BY ADMINISTRATIVE COST.
I WILL START BY SAYING THAT HR IS NOT A TRUE REVENUE GENERATING DEPARTMENT.
OUR REVENUES ARE DRIVEN BY OUR EXPENSES AND ARE A PRODUCT OF ACTUAL CHARGEBACKS AND PREMIUM CONTRIBUTIONS FROM EMPLOYEES, RETIREES, AND CITY DEPARTMENTS.
IN THIS SLIDE, THE FY 24 REVENUE BUDGET IS COMPARED TO THIS FISCAL YEAR'S ESTIMATE THAT IS LOWER THAN EXPECTED.
THE FISCAL YEAR 24 BUDGET IS 5% HIGHER THAN THE FISCAL YEAR 23 ESTIMATE, MOSTLY DUE TO INCREASED PERSONNEL COST RELATED TO BENEFITS AND HOPE INCREASES THAT ARE BUDGETED FOR ALL POSITIONS.
THIS SLIDE IS A DIFFERENT VIEW OF HRS REVENUE AND IT SHOWS THAT THE HEALTH BENEFIT FUND IS OUR LARGEST BUDGET REPRESENTING 83% OF HRS TOTAL BUDGET.
SINCE OUR EXPENSES DRIVE OUR REVENUES, THIS HIGHLIGHTS ARE THE SAME AS THE ONE WE HAVE COVERED IN PREVIOUS SLIDES.
SO WE WILL CONCLUDE THE PRESENTATION HERE.
AND I WILL TURN IT OVER TO DIRECTOR CHEEKS FOR CLOSING REMARKS.
THANK YOU FOR THE OPPORTUNITY TO PRESENT OUR PRESENTATION.
ARE THERE ANY QUESTIONS? THANK YOU, DIRECTOR.
THANK YOU CHAIR, AND THANKS FOR THE PRESENTATION.
I I SUBMITTED SOME QUESTIONS ONLINE THIS MORNING, AND I'M A LITTLE CONFUSED ON THE WORKERS' COMP FUND.
I, I UNDERSTAND IT'S A DECREASE FROM LAST YEAR'S BUDGETED BUDGET, BUT IT'S AN INCREASE FROM KIND OF WHERE, WHERE THE ESTIMATE IS AND, AND ON THE PAY ON PA SLIDE 18, REVENUE BY FUND WORKERS' COMP FUND SAYS IT INCREASES 5.4 MILLION OVER THE FY 23 ESTIMATE DUE TO CATASTROPHIC CLAIMS INCREASES.
BUT IN ANOTHER PART OF THE PRESENTATION, YOU'RE SAYING THAT THE, THE, ACTUALLY THE, THE WORKERS' COMP, UH, CLAIMS ARE GOING DOWN BECAUSE THE PANDEMIC'S WANING OFF.
SO WHAT'S HAPPENING HERE THAT WE HAVE TWO DIFFERENT VIEWS.
WE HAVE THE FY 23 BUDGET COMPARED TO THE FY 24 BUDGET.
AND UM, SO THAT ONE IS REDUCING SLIGHTLY BECAUSE THE CLAIMS THAT WE HAD PREDICTED FOR 24 ARE NOT MATERIALIZING AS EXPECTED.
THE MAJORITY OF THEM ARE COVID.
OUR COVID CLAIMS ARE GOING DOWN.
HOWEVER, WHEN WE COMPARE IT TO THE FY 23 ESTIMATE, UM, AT THE TIME OF THE PRESENTATION, WE ACTUALLY REDUCED THE ESTIMATE AND WE, UH, WE ACTUALLY GAVE MONEY BACK TO THE CITY BECAUSE THOSE ESTIMATES THAT WE WERE PREDICTING IN 24, NOT MATERIALIZING.
HOWEVER, THERE'S A NATURAL INCREASE IN THESE CATASTROPHIC CLAIMS THAT WE HAVE TO ACCOUNT FOR, YOU KNOW, ACCORDING TO OUR ACTUARY.
BUT, UM, OKAY, SO THAT'S KIND OF AN ACTUARILY DETERMINED NUMBER.
AND THEN ON THE CIGNA 5.6% INCREASE, EXPLAIN WHAT THAT IS.
IS THAT AN INCREASE IN PREMIUM? WHAT, WHAT IS THE INCREASE? NO, THAT IS THE CLAIM EXPERIENCE THAT INCREASE.
SO YOU CAN IGNORE THAT QUESTION IN PHARMACY AND MEDICAL CLAIMS. OKAY.
SO 3% DOWN IN ENROLLMENT, BUT 5% INCREASE IN ACTUAL CLAIMS. SO THAT'S WHERE THE INCREASE AS A TOTAL IS ONLY 1%.
IT WOULD'VE BEEN HIGHER IF WE WOULDN'T HAVE HAD THE DECREASE IN ENROLL.
AND, AND ONE MORE ABOUT CONTINGENT WORKFORCE.
UM, THE INCREASE IN CONTINGENT WORKFORCE PR PRIMARILY WHERE ARE THERE SAYS THERE ARE CERTAIN DEPARTMENT, UM, THAT'S HIRING MORE OR IT'S UTILIZATION AND THE PROGRAM IS GEARED TOWARDS SPECIAL PROJECTS OR DISASTER EVENTS, AND THE MAJORITY OF, OF, UM, THE INCREASES ARE GRANT FUNDED DEPARTMENTS LIKE HEALTH, AND THEN ON THE GENERAL FUND, LIKE SOLID WASTE, THEY HAVE A LOT OF, UH, SPECIAL PROJECTS THAT REQUIRE STAFF.
AND THOSE ARE BASED ON REQUESTS YOU GET FOR TEMPORARY IN FY 24? YES.
THANK YOU STAFF FROM COUNCIL MEMBER ABBY CAYMAN'S OFFICE.
THANK YOU SO MUCH FOR THE PRESENTATION.
COUNCIL MEMBER CAYMAN WANTED ME TO THANK YOU AND THE DEPARTMENT FOR ALWAYS WORKING WITH HER AND Y'ALL'S RESPONSIVENESS.
AND ADDITIONALLY, SHE WANTED ME TO CONGRATULATE Y'ALL ON THE, UM,
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THE REMOTE WORK POLICY.YOU AND THE REPORT ON PRENATAL CARE AND WELLNESS IS REALLY EXCITING.
SO WE HAVE NO OTHER COUNCIL MEMBERS IN QUEUE, SO I'LL ASK MY QUESTION.
SO I THINK YOUR PROGRAM, YOUR WHOLE DEPARTMENT RUNS IN AN EXCELLENT FASHION.
I HAVE ONE CHIEF COMPLAINT AND THAT COMPLAINT OCCURRED.
UM, AS YOU KNOW, MANY OF US HAVE OTHER JOBS RESPONSIBILITIES OUTSIDE OF CITY COUNCIL.
THE BIGGEST JOKE IN THE CITY OF HOUSTON HAS ALWAYS BEEN THAT CITY COUNCIL IS A PART-TIME JOB.
EVERYBODY AROUND HERE SPENDS MORE TIME HERE THAN THEY DO ANYWHERE ELSE.
WE ALWAYS RELIED ON HIRING WHEN WE HAD, UH, I GUESS IT WAS A HR GENERALIST HOUSED WITHIN MS. VENITA JONES'S DEPARTMENT.
AND THEN THAT WAS MOVED AWAY FROM IT.
EVER SINCE THEN, I'VE HAD ISSUES WITH PERSONNEL HIRING.
FOR INSTANCE, ONE OF OUR RECENT EMPLOYEES ACCEPTED ON FEBRUARY 7TH, AND HER FIRST WEEK WASN'T UNTIL THE 13TH OF MARCH.
AND ALL OF A SUDDEN WHAT THIS PERSON HAD TO DO WAS SHE ACTUALLY VOLUNTEERED TO WORK BECAUSE WE WERE DOWN TWO PEOPLE, NOT ONE, BUT TWO PEOPLE.
WHEN WE HAVE OPENINGS AND CHIEF OF STAFF, WE ALWAYS GO TO THOSE FOLKS AND WE GET BENCHMARKING DATA.
I'LL LOOK AT WHAT COUNCIL MEMBER ED POLLARD'S PAYING HIS CHIEF AND STAFF, WHAT COUNCIL MEMBER, SALLY ALCORN, AMY PECK, AND THEN I'LL DO MY BENCHMARKING DATA AND I'LL FIGURE OUT WHAT RANGE I NEED TO BE TO DO A JOB OFFERING.
THEY WERE ALWAYS REALLY GOOD AT PROVIDING THAT INFORMATION.
AND SINCE THAT PERSON MORPHED OVER TO HR, I'VE HAD NOTHING BUT ISSUES.
AND THAT'S THE ONLY ISSUE I HAVE.
DIRECTOR CHEEKS, I THINK YOU, YOU KNOW YES, SIR.
Y'ALL DO A GREAT JOB, YOUR PEOPLE EACH AND EVERY DAY.
WHY DID THAT HAPPEN? AND NUMBER TWO, CAN WE GET THAT PERSON BACK? AND, AND, UM, MAYOR PRO TEM, I APPRECIATE THE OPPORTUNITY TO GIVE CLARITY TO THIS PARTICULAR SITUATION.
SO I, I WANNA MAKE SURE THAT, UH, WE LEVEL SET THAT THE HR PERSON, UH, SINCE, UH, WHEN TAN EMO WAS HERE, WE ENTERED INTO A MEMORANDUM OF UNDERSTANDING IN FEBRUARY OF 2022.
SO THE, THE HR PERSON HAS ALWAYS BEEN REPORTING TO THE HUMAN RESOURCES DEPARTMENT.
I, I OWE ALL OF COUNSEL AN APOLOGY BECAUSE WHEN WE WENT THROUGH OUR DIGITAL TRANSFORMATION, WE HAD AN ISSUE WITH OUR EMPLOYEE ID NUMBERS AND, UH, COUNCIL MEMBER, I WILL, I WILL TELL YOU THAT I DID SEND OUT AN UPDATE ON THAT ON, ON APRIL 11TH.
SO WHAT I, WHAT I WANNA TELL YOU THAT YOU'RE EXPERIENCING IS JUST A ISSUE THAT OCCURRED FROM THE TIME WE WENT INTO IMPLEMENTATION IN EARLY JANUARY TILL NOW.
WE, UH, ACTUALLY HAD TURNOVER IN THE POSITION.
AND THAT POSITION STILL SITS, I WANT TO BE CLEAR, SITS IN NITA'S SHOP ON THE SECOND FLOOR.
THE ONLY DIFFERENCE IS THAT THEY REPORT TO A HR PROFESSIONAL WHO WILL HAVE MORE KNOWLEDGE OF SOME OF THE THINGS THAT COUNCIL WAS QUESTIONING US ABOUT, ABOUT THE HIRING PROCESS.
SO I WANNA MAKE SURE, UM, THAT IF AFTER THIS DAY YOU STILL HAVE ANY ISSUES WITH THE PROCESS OF HIRING, BECAUSE WE NOW HAVE A NEW PERSON IN THAT SEAT.
UM, AND HE IS DOING REALLY, REALLY WELL.
AND HE ACTUALLY IS BEING VERY RESPONSIVE.
SO IT WAS THE FACT THAT WE LOST A VERY EXPERIENCED PERSON WHO HAD BEEN WORKING IN COUNCIL SINCE FEBRUARY OF 22.
AND SHE HAD IT DOWN BECAUSE OF HER KNOWLEDGE, SKILLS, AND ABILITIES.
AND THAT'S WHEN YOU STARTED TO GET THESE GAPS.
AGAIN, I APOLOGIZE FOR THAT, BUT, UH, I DO BELIEVE THAT THE LEVEL OF SERVICE THAT YOU ARE ACCUSTOMED TO, WE ARE GOING TO GET BACK TO THAT.
SO, SO I, I FULLY SUPPORT SOMEONE.
I MEAN, MY FORMER SOUTH DIRECTOR IS NOW COUNCIL MEMBER ALCORN'S CHIEF OF STAFF.
AND SHE'S A KICK BUTT TYPE OF PERSON.
SHE'S A GREAT PERSON, BUT SHE REALLY WORKS HARD.
AND WHAT WE EXPERIENCE IS, BECAUSE WE'RE COMING AND GOING ALL MINUTES OF THE DAY, WE
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WANT SOMEBODY THAT WE CAN GRAB AND GET AHOLD OF.AND MANY TIMES IT'S AT THE RECEPTION DESK.
AND THERE ARE MANY TIMES THAT RECEPTION DESK IS NOT COVERED SINCE THAT PERSON LEFT IN 22.
AND IT'S MY UNDERSTANDING IN ASKING QUESTION THAT THE NEW PERSON ISN'T GONNA BE AT THE RECEPTION DESK.
UH, A LOT OF TIMES I GET HERE EARLY AND I STAY LATE.
I'LL DISAPPEAR AND GO DO MY OTHER STUFF, RUN AROUND.
AND WHEN I COME BACK, THAT PERSON ISN'T THERE.
LIKE WE HAD A, A NEW EMPLOYEE, WE HAVE REALLY A NEW EMPLOYEE THAT STARTED ON IN MARCH, AND WE HAVE TWO NEW EMPLOYEES THAT JUST STARTED WITHIN THE LAST 30 DAYS.
THEY HAVE QUESTIONS RELATED TO DEDUCTIONS AND TAXES AND EVERYTHING LIKE THAT.
AND BEFORE IT WORKS SO SMOOTHLY, I WOULD JUST ASK A QUESTION OF THE FOLKS THAT WE RUN INTO EACH AND EVERY DAY.
AND AGAIN, I DON'T HAVE MANY COMPLAINTS.
IF IT'S NOT BROKEN, WHY DID WE MESS WITH IT? BECAUSE WE'RE, WE'RE A, WE'RE A WEIRD GROUP.
WE DO THINGS DIFFERENTLY, SIR, WE'RE A PAIN.
WE TOTALLY, I TOTALLY UNDERSTAND IT.
AND WHEN YOU TOOK THAT PERSON AWAY, IT MADE MY JOB HARDER.
AND MY JOB NEEDS TO BE EASIER RATHER THAN HARDER.
AND WHEN I EXIT IN SEVEN MONTHS FROM NOW, I WANT THEIR JOBS TO BE EASIER.
AND I THINK IT'S MY OPINION THAT IT WAS EASIER BACK IN 22 AND 23 THAN IT IS TODAY.
AND I WILL PROBABLY OFFER A BUDGET AMENDMENT TO MOVE THAT PERSON BACK WITHIN THE CITY COUNCIL OFFICE REPORTING TO VENITA JONES.
AND I, I'D LOVE TO SEE IT THAT WAY.
I'M NOT SURE I'VE TALKED TO ENOUGH COUNCIL MEMBERS THAT KNOW THEY HAVE THE SAME FEELINGS, BUT I'LL LET THEM TALK.
UM, MAYOR PROTE, I, I WANT TO MAKE SURE THAT YOU UNDERSTAND THAT VENITA RETAINED HER FOUR INDIVIDUALS IN CITY COUNCIL, BUT THEY DON'T DO WHAT SHE HAD THE OTHER PERSON DOING ON A DAY-TO-DAY BASIS.
UH, THE HR PERSON IS A TOTALLY DEDICATED PERSON TO HUMAN RESOURCES.
THAT IS THE ONLY THING THAT CHANGED TO HUMAN RESOURCES FOR COUNCIL.
THAT INDIVIDUAL DOES NOT WORK FOR ANY OTHER DEPARTMENT EXCEPT FOR COUNSEL.
SO IF YOU, IF YOU MADE THAT AMENDMENT, IT WOULD BE ONE OF THE FOUR INDIVIDUALS THAT CURRENTLY WORK FOR HER.
SO IT, I JUST WANT IT BACK TO THE WAY IT WAS IN 22 AND I'LL LET OTHER FOLKS TALK.
BUT YOUR POINT THAT'S DEDICATED TO HR, I WANT SOMEONE DEDICATED TO US THAT HAPPENS TO WORK IN HR THAT CAN GIVE US IMMEDIATE ANSWERS AND RESPONSE.
COUNCIL MEMBER EDWARD, AND, AND I WANNA SAY THAT IS THE PERSON WORKS FOR HR AND THEY ARE DEDICATED TO US, TO YOU ALL.
WE, WE MET HIM FOR THE FIRST TIME AN HOUR AGO.
ED POWER THANK YOU CHAIR, AND THANK YOU DIRECTOR CHEEKS AND YOUR ENTIRE TEAM FOR YOUR, UH, PRESENTATION AND ALL THE WORK THAT YOU ALL HAVE PUT IN, UH, TO BRING IT FORTH.
MY QUESTION IS IN REGARDS TO, UM, THE HIRING POLICIES FOR CITY COUNCIL, LET'S TAKE FOR INSTANCE, PROMOTIONS.
THE CITY OF HOUSTON HAS SOME TYPE OF POLICY WHERE YOU ONLY CAN GIVE A CERTAIN AMOUNT OF PROMOTIONS EITHER EVERY YEAR OR EVERY TWO YEARS.
SO IF I WANTED TO GIVE MY STAFF A PROMOTION EVERY SINGLE MONTH, AS LONG AS I HAVE THE BUDGET THAT ALLOWS THAT, IT SEEMS LIKE THERE WOULD BE SOME, UM, BARRIERS THAT PREVENT ME FROM DOING THAT.
NOT IN REFERENCE TO A PROMOTION.
AS LONG AS THE INDIVIDUAL MEETS THE MINIMUM QUALIFICATIONS, THAT SHOULD NOT BE THE ISSUE.
I THINK WHAT YOU MAY BE REFERRING TO, AND I I DON'T WANNA MIX WORDS, UH, IS OUR PERFORMANCE PAY PROCESS.
NOW, THAT POLICY ACTUALLY STATES THAT YOU CAN ONLY RECEIVE THAT, UM, UH, A INCREASE ONCE A YEAR.
AND THAT THAT'S A LITTLE BIT DIFFERENT THAN A PROMOTIONAL OPPORTUNITY.
SO IN WHAT WAY? IT IT, WELL, IN THE WAY THAT WITH THE PPZ, IT'S CALLED IT'S PAY PERFORMANCE PROGRAM.
THAT'S THE NAME OF THE POLICY.
BUT WITH THAT ONE, IT IS BASED STRICTLY UPON YOU ABSORBING MORE DUTIES WITHIN YOUR DEPARTMENT AND YOUR DIRECTOR, OR HENCE THE COUNCIL MEMBER WILL WANT TO GIVE THIS INCREASE.
BECAUSE, FOR INSTANCE, A GOOD EXAMPLE IS I DON'T, UM, STAFF A VACANCY.
UH, I HAVE THE INDIVIDUAL TAKE ON THE DUTIES OF THAT VACANCY.
WHAT IF WE JUST WANT TO GIVE THE PROMOTION? 'CAUSE WE FELT THE PERSON DESERVED A PROMOTION.
IF IT'S A PROMOTIONAL OPPORTUNITY.
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PEOPLE IN COUNCIL, YOUR EMPLOYEES IN COUNCIL, THEY ACTUALLY MEET THE QUALIFICATIONS FOR THE CLASSIFICATIONS THAT ARE DESIGNATED IN COUNCIL.SO SIR, IF YOU ARE HAVING AN ISSUE WITH THAT, PLEASE LET'S TALK BECAUSE THAT, THAT SHOULD NOT BE THE CASE.
IT'S ONLY WITH RESPECT TO THE, THE, THE PERFORMANCE POLICY THAT, THAT WE CAN ONLY DO IT ONCE A YEAR.
AND WHAT WAS THE POINT OF THE PERFORMANCE POLICY FOR, FOR EMPLOYEES? UH, THAT POLICY WAS PUT INTO EFFECT SO THAT, UH, THE DIRECTORS AND COUNCIL MEMBERS WILL HAVE THE LATITUDE TO BE ABLE TO REWARD EMPLOYEES THAT TOOK ON A ADDITIONAL DUTY, EXCUSE ME, AND KEPT THEM SO THAT THAT PERSON WOULD GET AN ADDITIONAL PERCENTAGE.
AND YOU CAN GET UP TO 20% PER THE POLICY.
AND REGARDING HIRING POLICIES FOR COUNSEL, SINCE WE'RE IN ELECTED OFFICE, IF WE WANTED TO HIRE A PARTICULAR PERSON FOR A PARTICULAR JOB OPENING, WHY ARE OUR REQUIREMENTS THE SAME AS EVERY OTHER DEPARTMENT AND ENSURING THAT WE CAN BRING ON WHOEVER WE WANT TO BRING ON FOR THOSE, FOR THAT PARTICULAR OPENING.
AS LONG AS IT'S NOT SOMEONE YOU'RE RELATED TO.
SO WHEN IT COMES TO, I HAD AN EMPLOYEE, WELL, A APPLICANT FAILED A DRUG TEST, CAME BACK WITH TWO CLEAN DRUG TESTS SUBSEQUENTLY, BUT THEY STILL WERE NOT ABLE TO BE CONSIDERED BASED ON ONE PREVIOUSLY FAILED DRUG TEST.
AND I, I AM NOT AWARE, I'M NOT AWARE THAT THEY COULD NOT COME BACK, SIR.
SO LET ME, OR THEY DIDN'T APPLY ENOUGH.
THEY COULD NOT BE CONSIDERED FOR A, THE POSITION PERIOD.
SO THERE ARE A NEW APPLICANT THAT FAILED A DRUG TEST, THEN CAME BACK AND PRESENTED TWO SUBSEQUENTLY CLEAN DRUG TESTS, BUT THEY COULDN'T BE CONSIDERED BASED ON SOME TYPE OF CITY POLICY.
PLEASE ALLOW ME TO, TO LOOK INTO THAT FOR YOU PERSONALLY, SIR.
SO I KNOW I HAD AN EMPLOYEE THAT FAILED A DRUG TEST AND THEY WEREN'T ALLOWED TO WORK, PERIOD.
WELL THAT IS, THAT IS THE DRUG POLICY.
IF YOU, IF YOU FAIL THE DRUG TEST, YOU, YOU CANNOT WORK FOR THE CITY OF HOUSTON.
I DID A BAD JOB OF LETTING EVERYONE THAT'S WATCHING, UM, KNOW WHO'S HERE.
COUNCIL MEMBER AMY PECK, DISTRICT A, COUNCIL MEMBER.
TARSHA JACKSON, DISTRICT B COUNCIL MEMBER MARY ANN HUFFMAN, DISTRICT G AND COUNCIL MEMBER SALLY AL.
SALLY ALCORN AT LARGE POSITION FIVE AND STAFF FROM COUNCIL MEMBER ABBY.
ABBY CAYMAN'S, OFFICE DISTRICT C CAROLYN LYNN, EVAN SHABAZZ, DISTRICT D CARLOS CIRO, DISTRICT H VICE MAYOR, PRO TEM.
TATUM, DISTRICT K, MIKE KNOX AT LARGE POSITION ONE.
AND DAVID ROBINSON AT LARGE POSITION TWO.
COUNCIL MEMBER TARSHA JACKSON.
SHE, HOW ARE YOU? I'M SORRY THAT I WAS LATE, UM, AND MISSED A PRESENTATION.
UM, BUT I HAVE A FEW QUESTIONS ABOUT THE HIRING PRACTICES.
UM, ONE OF MY, UM, PRIORITIES IS, YOU KNOW, SECOND CHANCE, I KNOW, KNOW THE CITY HIRED SECOND CHANCES.
AND SO, UM, RECENTLY I TRIED TO HIRE SOMEONE FOR, FOR MY HOT TEAM WHO HAD A CRIMINAL RECORD.
AND SO WE WENT THROUGH THE WHOLE PROCESS OF, YOU KNOW, UM, I GUESS THE WHOLE ONBOARDING PROCESS.
BUT THEN EVENTUALLY, UM, HE WAS NOT HIRED BECAUSE OF THE TIME, UM, FRAME THAT I THINK IT WAS LIKE HE, IT WAS FOUR YEARS AGO AND I THINK THE, UM, THE, THE CRITERIA IS FIVE YEARS.
SO I'M JUST TRYING TO SEE IS THERE A POLICY, WHAT IS THE POLICY ON THE, THE YEARS THAT YOU HAVE TO BE OUT OF, UM, THE CRIMINAL JUSTICE SYSTEM IN ORDER TO QUALIFY FOR EVEN, I MEAN THIS IS JUST PICKING UP TRASH.
AND SO IT WAS A LITTLE DISCOURAGING BECAUSE WE TOOK HIM THROUGH ALL OF THIS BUT STILL WASN'T ABLE TO HIRE HIM.
AND SO I JUST WANNA KNOW WHAT IS THAT PROCESS? UM, SECOND, THE SECOND QUESTION.
ARE YOU, ARE YOU WANT TO GO AHEAD AND ANSWER THAT? AND I, SO, SO COUNCIL MEMBER JACKSON, I, I WANNA MAKE SURE, NOW I, I DID KNOW ABOUT, UH, ONE INDIVIDUAL THAT YOU WERE HIRING, AND I HAVE TO MAKE SURE I HAVE MY FACTS STRAIGHT MM-HMM
SO LET ME BE VERY TRANSPARENT ABOUT THAT.
THAT INDIVIDUAL WAS, WAS GOING THROUGH THE CONTINGENT WORKFORCE.
AND THEIR RULES ARE ACTUALLY MUCH DIFFERENT FROM THE CITY.
NOW, IF THAT WAS SOMEONE WITH THE CITY, I REALLY NEED TO LOOK INTO THAT FOR YOU.
WE DO HAVE A TENURE LOOK BACK, BUT IF THE, IF WHAT THE OFFENSE WAS IS NOT WHAT THEY'RE GOING TO BE DOING, AND A GOOD EXAMPLE OF THAT IS IF THE INDIVIDUAL, UM, WAS DID BAD CHECKS.
SO WHEN WE GO THROUGH THE NEXUS TO SEE IF THAT PERSON COULD QUALIFY WITH SECOND CHANCE, BUT THEY WANNA WORK IN FINANCE, WE WON'T LET THAT HAPPEN.
SO I DO NEED TO LOOK AT WHAT IT WAS BECAUSE IF THAT'S ALL THAT THEY WERE DOING, I'M NOT, I'M NOT SURE, BUT I DON'T HAVE THE INFORMATION IN
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FRONT OF ME AND, AND I ASSURE YOU I'LL TAKE CARE OF IT.SO DO WE LIST LIKE THESE PARTICULAR OFFENSES, YOU, WE CANNOT HIRE YOU LIKE LET THEM KNOW STRAIGHT UP FRONT VERSUS, YOU KNOW, WAITING TO, FOR THEM TO GO THROUGH THE WHOLE PROCESS AND THEN SAYING, OH, WE CAN'T HIRE YOU BECAUSE OF THIS.
WELL, ONE THING THAT WE DID IS THAT WE BANNED THE BOX, UM, VERY EARLY IN THE EARLY TWO THOUSANDS.
SO INDIVIDUALS NO LONGER HAVE TO ANSWER A QUESTION RELATED TO THEIR ACTUAL BACKGROUND ON THE ACTUAL APPLICATION.
SO THE REASON FOR THAT DELAY IS THAT WE ACTUALLY DON'T FIND OUT UNTIL LATER, BUT I REALLY WANT TO LOOK AT YOUR SPECIFIC INFORMATION TO MAKE SURE WE'RE APPLES TO APPLES.
BUT I DO, I DO APOLOGIZE FOR, FOR THAT.
I KNOW YOU HAVE ANOTHER QUESTION.
DO I NEED TO GO BACK? GO AHEAD.
SO I KNOW LIKE EACH DEPARTMENT, LIKE, UM, CITY COUNCIL, SOLID WASTE, HPD, THEY ALL SEND THEIR, UM, UM, CANDIDATES TO HR.
AND SO ONCE THEY'RE IN OFFICE, YOU KNOW, ONCE THEY'RE IN A POSITION, UM, YOU, WE ARE DEALING DIRECTLY WITH THAT DEPARTMENT.
SO DO HR MONITOR TO ENSURE THAT INDIVIDUALS ARE RECEIVING THEIR PROPER RAISES? YOU KNOW, HOW DOES THAT WORK? IS IT JUST, IT IT'S AUTOMATIC.
YOU GET THE 3% RAISE OR, UM, YOU KNOW, SO, 'CAUSE I RECEIVED, UM, A, A CALL FROM A STAFF PERSON WHO HAVE NOT RECEIVED THE RAISE, YOU KNOW, UM, FOR QUITE SOME TIME.
AND THAT, THAT ALLEGEDLY, AND I'M REACHING OUT TO YOUR OFFICE 'CAUSE I WANT TO GET, YOU KNOW, THE RAISES FOR THAT PARTICULAR DEPARTMENT, BUT I JUST WANTED TO UNDERSTAND WHAT IS THE PROCESS ON RAISES? UM, IS IT THE DEPARTMENT THAT SAYS THAT THEY GET THE RAISE OR IS IT JUST ACROSS THE BOARD? IS IT BLANKETED ACROSS THE BOARD? THE, THE THREE PERCENTS ARE ACROSS THE BOARD AND YES MA'AM, THOSE ARE MONITORED BY US.
AND I WANT TO TELL YOU A A SINCE I'VE SAT IN THE SEAT, I HAVE NOT BEEN MADE AWARE OF ANYONE THAT WE'VE MISSED, BUT PLEASE, UM, MY, I'M SURE MY TEAM WILL GIVE ME THAT NAME YEAH.
TO FIND OUT, UH, EXACTLY WHO THAT WAS BECAUSE UM, THIS WILL BE THE THIRD, UH, INCREASE OF THE 3% MM-HMM
AND, AND I WILL MONITOR THAT PERSONALLY TO MAKE SURE AND GET BACK WITH YOU PERSONALLY ALSO.
MAYBE JUST TO GET SOME CLARIFICATION ON A QUESTION THAT COUNCIL MEMBER JACKSON ASKED ON THE APPLICATION, I'M ASSUMING THEN THERE'S A PART THAT SAYS, HAVE YOU EVER BEEN CONVICTED OF A CRIME? NO SIR.
THE BAN THE BOX PROGRAM HAPPENED IN EARLY 2000.
THE CITY OF HOUSTON WAS ONE OF THE PARTICIPATING ENTITIES WHERE WE DO NOT ASK THE CRIMINAL QUESTION UPFRONT.
WE DO NOT WANT TO DETER INDIVIDUALS FROM APPLYING FOR, FOR, FOR THE CITY OF HOUSTON BECAUSE, UM, BECAUSE THEY CAN GET HIRED.
THERE ARE JUST CERTAIN STIPULATIONS THAT, UH, AS WE LOOK AT WHAT EXACTLY THEY WERE CONVICTED OF, WE HAVE TO MAKE SURE THAT WE'RE MONITORING THAT.
SO THAT IS, THAT IS WHERE WE ARE.
AND THAT EMPLOYMENT HAS PROBABLY BEEN HIRED, CORRECT IN THIS CASE THAT EMPLOYER, EMPLOYER NEVER HIRED THAT WE NEVER HIRED.
WHAT IF, WHAT DO WE DO WHEN THEY DON'T? THEY GO TO THAT STEP AND THEN WE FIND OUT IN A BACKGROUND CHECK THAT THEY HAD SOMETHING THAT, UH, PRECLUDES THEM FROM WORKING FOR THE CITY EVEN THOUGH THEY'VE BEEN WORKING WITH US FOR MAYBE 30 DAYS.
UM, SO WITH WITH COUNCIL IT'S A LITTLE BIT DIFFERENT.
UH, AND, AND NOW YOU'RE SAYING SOMETHING THAT I'M FULLY UNAWARE OF, THAT THE PERSON WOULD ACTUALLY ALREADY BE ON BOARD.
SO THEREFORE NORMALLY WE WOULD NOT PUT THEM IN THE SYSTEM, GIVE THEM AN EMPLOYEE NUMBER UNTIL THE ACTUAL BACKGROUND CHECK HAS BEEN CHECKED BECAUSE THAT IS VERY UNFAIR TO THE INDIVIDUAL TO BRING THEM ON AND STILL LET THEM GO.
WE MAKE SURE THAT THAT IS PART OF THE CONTINGENT JOB OFFER AND THE CONTINGENT JOB OFFER WHEN THEY'RE GIVEN THAT LETTER, IT IS VERY CLEAR SHOULD THESE THINGS NOT BE ADHERED TO, THEN WE WOULD INFORM YOU OF WHY YOU'RE NOT HIRED.
SO WE DO HAVE A CONTINGENT LETTER THAT WE GIVE EMPLOYEES.
SOME COUNCIL MEMBER SALLY ALCORN.
A COUPLE QUESTIONS ON THE TIME PERIOD TO HIRE PEOPLE.
I'VE HEARD SPECIFICALLY FROM DEPARTMENTS PERMITTING IS ONE WHERE IT REALLY IS A LONG DRAWN OUT, PAST 90 DAYS.
I SEE YOUR PERFORMANCE MEASURES, YOU TRY TO POST THE JOB AND GET SOMEBODY HIRED WITHIN 90 DAYS, WHICH IS STILL PRETTY A LONG TIME, 90 DAYS.
IS THERE A MINIMUM TIME THAT A JOB MUST BE POSTED? UM, RIGHT NOW WE'VE, UH, SINCE WE REFORMED, UH, AND REDID CHAPTER 14, WE ONLY HAVE TO POST FOR SEVEN DAYS.
IN, IN THE EFFORT OF TRANSPARENCY, AND THIS IS NOT ABOUT ME TAKING UP FOR HR, BUT THE, THE LONGEST PERIOD OF TIME AND AND I'M SURE YOU'VE INTERVIEWED BEFORE, IS WITH THE HIRING MANAGER AND THEN WE HAVE TO GO THROUGH THE BACKGROUND CHECK.
SO WE ONLY HAVE TO POST FOR SEVEN DAYS.
SO DEPARTMENTS THAT COMPLAIN THAT HR HAS TAKEN TOO LONG, IT'S REALLY THEIR FAULT.
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IT'S A, IT'S A, IT, IT REALLY, I I I AM GETTING THE STATISTICS TO PROVIDE OKAY.THAT THE LONGEST TIME THAT THE APPLICANT APPLICATION STAYS IS WHEN YOU ARE GOING THROUGH THE INTERVIEW PROCESS.
WE GIVE YOU YOUR REFERRALS THAT MEET YOUR MINIMUM QUALIFICATIONS.
ONCE YOU GET THEM, THE HIRING MANAGER IS RESPONSIBLE FOR DOING THE INTERVIEWS AND HIRING.
THEN YOU GIVE IT BACK TO, TO ME.
SO ONCE JUST DECIDED I WANNA HIRE JOE BLOW.
WHAT'S YOUR, WHAT'S YOUR PROCESS THEN? THEN YOU, YOU IMMEDIATELY GIVE IT BACK TO ME AND MA'AM, I CAN LOOK AT YOU AND TELL YOU THAT THAT'S LESS THAN A 30 DAY PROCESS.
THAT'S LESS THAN A 30 DAY PROCESS.
IT MIGHT BE GREAT TO HAVE A PERFORMANCE MEASURE OF A LITTLE BIT MORE BROKEN DOWN THAN JUST THE UNDER 90 DAYS.
YOU KNOW, HAVE ONE LIKE, YOU KNOW, FROM HI FROM DECISION TO HIRE TO ONBOARDING, YOU KNOW, WHAT THAT TIME PERIOD IS.
THAT WOULD BE A MORE MEANINGFUL PERFORMANCE MEASURE TO ME.
AND, AND THE FOLLOW UP ON WHAT COUNCIL MEMBER ALCON WAS SAYING, UH, A LOT OF TIMES WE HEAR ABOUT UH, EITHER THE, THE MASS RESIGNATION AND OR WE HAVE ALL THESE VACANCIES, ALL THESE OPENINGS.
WHEN WE GO OUT TO THE COMMUNITY AND WE SAY, HEY, GO LOOK ON THE CITY OF HOUSTON'S WEBSITE.
THEY HAVE ALL THESE JOB OPPORTUNITIES THERE.
A LOT OF TIMES I GET FEEDBACK FROM PEOPLE SAYING, HEY, WE'RE HIGH HIGH.
WE'RE, WE'RE FILLING OUT OUR APPLICATIONS, WE'RE NOT HEARING ANYTHING BACK.
LIKE WE ARE NOT GETTING ANY FEEDBACK.
AND SOMETIMES I MAY EMAIL YOU AND SAY, HEY, LOOK OUT FOR A PARTICULAR PERSON, BUT WHAT'S THE TIME PERIOD THAT THEY ARE GETTING ANY TYPE OF FEEDBACK? AND ARE WE AGGRESSIVELY LOOKING AT SAYING, WE HAVE ALL THESE OPENINGS, WE CAN'T GET CERTAIN THINGS DONE BECAUSE WE HAVE THESE VACANCIES THAT WE'RE PUT, WE'RE EXPEDITING AND PUSHING THESE APPLICATIONS THROUGH, UH, FOR PEOPLE WHO ARE LOOKING FOR EMPLOYMENT.
SO TO ANSWER YOUR FIRST QUESTION, AND I APOLOGIZE FOR MY VOICE, IS THAT WE DO A DISPOSITION WITHIN THE NEO GOV SYSTEM.
SO IF A PERSON DOES NOT MEET THE MINIMUM QUALIFICATIONS FOR THE POSITION, THAT IS AN IMMEDIATE DISPOSITION.
IF THE EMPLOYEE MEETS THE MINIMUM QUALIFICATION AND THEN IT IS SENT TO THE HIRING MANAGER, THAT ALSO IS A DISPOSITION.
WE HAVE, UM, CREATED AN EMAIL SYSTEM AND, AND, UM, WE'RE, WE ALWAYS WARN, UH, ANY APPLICANT THAT IT MAY GO TO YOUR SPAM OR TO YOUR JUMP, BUT THERE IS A RESPONSE FROM THE HUMAN RESOURCES, UH, APPLICANT TRACKING NEIL GOV THAT WILL GIVE YOU A DISPOSITION OF YOUR EMPLOYEE.
UM, WITH RESPECT TO OUR RECRUITING, WE HAVE ENACTED TWO THINGS.
WE ARE DOING, UH, UH, CAREER FAIRS.
WE ARE DOING ON THE SPOT HIRING.
UH, AND I WILL TELL YOU FIVE YEARS AGO, UM, THE, THE HUMAN RESOURCES HAD TO BECOME INNOVATIVE IN TRYING TO FIGURE THAT OUT.
HOW, HOW CAN WE DO, HOW CAN WE DO ON THE SPOT HIRING IN THAT INSTANCE? BUT IN OTHERS, YOU KNOW, PEOPLE HAVE TO WAIT 30, 60, 90 DAYS ON ON THE, ON THE SPOT.
ON THE SPOT HIRING THE ACTUAL DEPARTMENTS ARE THERE, THEY CONDUCT THEIR INTERVIEWS AND THEY SAY, WE GIVE THEM THE CONTINGENT JOB OFFER THAT I SPOKE ABOUT.
AND THAT STILL TELLS THEM THAT, HEY, YOU'VE BEEN HIRED BUT YOU STILL HAVE TO PASS THESE THREE, THESE THINGS BUT IN LESS THAN EMPLOYEE KNOW THAT THE HIRING DEPARTMENT HAS HIRED THEM.
SO THE HIRING DEPARTMENT REALLY IS THE ONE SLOWING THINGS DOWN.
THE HIRING DEPARTMENT HAS TO TELL US THAT THEY WANT TO HIRE.
SO THAT'S WHERE WE NEED TO DIRECT SOME OF OUR, OUR QUESTIONS TO, AND THEN THE BAN THE BOX, IT WOULD SEEM AS IF, IF THERE ARE CERTAIN, UM, CONVICTIONS THAT YOU MAY HAVE HAD, WHETHER IT WAS THEFT OR CHECK FRAUD OR WHATEVER THE APPLICATIONS TO SAY, HAVE YOU EVER BEEN CONVICTED OF THESE PARTICULAR CRIMES? IF SO, THEN WE KNOW FROM THE JUMP THAT PERSON DOESN'T NEED TO EITHER APPLY OR DOESN'T HAVE TO GO THROUGH THE WHOLE PROCESS, WHETHER THAN SAYING WE BANNED THE BOX AND THEN FIND OUT FOUR YEARS AGO THEY HAVE A FRAUDULENT CHECK CHARGE AND NOW THEY CAN'T GET THE JOB.
WHEN WE COULD HAVE FOUND THAT OUT JUST BY PUTTING IT ON THE APPLICATION.
AND, AND I TOTALLY UNDERSTAND.
AND, AND, AND THAT'S WHAT BAN THE BOX WAS ABOUT BECAUSE AT THAT PARTICULAR TIME, THE THOUGHT PROCESS WAS ACTUALLY OPPOSITE BECAUSE THERE WERE INDIVIDUALS THAT TRULY THE CITY HAS PLACED THAT WE DID NOT KNOW THEY HAD ANYTHING UNTIL THEY APPLIED FOR THE JOB AND WENT THROUGH THE BACKGROUND CHECK.
AND WE HIRED THEM BECAUSE THEY FIT, BUT NOT BECAUSE OF WHAT THEY DID.
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THAT DON'T MATCH UP AND I ALWAYS USE THE, THE CHECK AND THE FINANCE SECTION OR WE HAVE TO LOOK AT THOSE PARTICULAR THINGS WHEN WE'RE DOING IT.WE BELIEVE THAT THAT BAN THE BOX RELIEVES ANY PREJUDICE WITH RESPECT TO AN INDIVIDUAL TRYING TO GET A SECOND CHANCE HERE IN THE CITY OF HOUSTON.
I, I, I ASSURE YOU THAT I HEAR YOU AND THAT WE WILL COMMIT TO DO BETTER WITH RESPECT TO MAKING SURE THAT WE ARE LOOKING AT THE INDIVIDUALS QUICKLY AND EFFICIENTLY AND GETTING BACK WITH THEM.
AND I JUST WANTED TO COMMEND YOU GUYS 'CAUSE I KNOW THAT YOU'RE DOING A GREAT JOB WITH MAKING SURE THAT UM, FOLKS HAVE A SECOND CHANCE.
UM, WE HAD IN FACT HAD A SECOND CHANCE JOB FAIR? YES, MA'AM.
UM, THIS SATURDAY AND UM, A GENTLEMAN THAT ACTUALLY WORKS FOR THE HEALTH DEPARTMENT WHO SPENT 15 YEARS IN PRISON AND HE SAY HE FINALLY, HE DONE TRADE, TRADED HIS PRISON UNIFORM IN FOR A BUSINESS CARD.
I JUST WANNA MAKE SURE THAT WE'RE TRANSPARENT AND PEOPLE KNOW WHAT, WHAT JOB, WHAT CRIMES THAT WILL PUT THEM ON HOLD OR, YOU KNOW, WE CAN'T, UM, EMPLOY THEM FOR CERTAIN IF THEY HAD CERTAIN, UH, OFFENSES.
SO THAT'S, THAT'S BASICALLY WHAT I'M ASKING.
AND NO OTHER COUNCIL MEMBERS IN QUEUE.
I WAS LOOKING THROUGH THE YARD CHART.
I THOUGHT, UM, RISK MANAGEMENT WAS UNDER A RA UH, NO.
A A RA HAS THE SECTION OF THE INSURANCE.
SO THIS IS RELATED TO MEDICAL, THE OTHER INSURANCE.
AND AGAIN, UM, EVEN IF I OFFER MY AMENDMENT, I WANT YOU TO KNOW THAT I KNOW THAT Y'ALL WORK HARD AND Y'ALL DO A GREAT JOB DAY IN AND DAY OUT.
I JUST, YOU KNOW, IT WAS ONE OF THOSE THINGS WHERE IT WASN'T, IT WORKED REALLY WAY WELL, IT WAS PRETTY SEAMLESS.
WE TURNED IT OVER TO THEM AND IT HAPPENED RIGHT AWAY.
AND IT SEEMS LIKE WE'VE HAD A LITTLE BIT OF A HICCUP WHEN IT REFERRED TO THAT.
AND, AND I KNOW THAT YOU APOLOGIZED FOR THE FEBRUARY TO MARCH HIRING STUFF, BUT, UM, I'M A CREATURE OF HABIT AND I LIKED THE WAY IT WORKED BEFORE I DIDN'T, I THOUGHT IT WORKED REALLY SEAMLESS AND I THOUGHT IT WORKED REALLY WELL AND IT HANDLED MY NEEDS.
I'M NOT SURE IF EVERYBODY FEELS THAT WAY.
IF THEY DO, MY AMENDMENT WOULD BE SUCCESSFUL.
IF THEY DON'T, IT'LL GO DOWN IN FLAME.
SO ANYWAY, WE'LL SEE WHAT HAPPENS.
BUT THANK YOU FOR WHAT YOU DO DAY IN AND DAY, DAY OUT AND I APPRECIATE EVERYONE IN THIS ROOM AND ON YOUR TEAM AND UH, WE LOOK FORWARD TO ALRIGHT.
I CAN'T BELIEVE IT'S BEEN EIGHT YEARS ALREADY.
THANK YOU SO MUCH AND I APP I ALWAYS APPRECIATE THE, YOUR SUPPORT AND ALL OF THE COUNCIL MEMBERS.
AND WE'LL RECESS, UH, FOR 10 MINUTES AND THEN GET READY FOR FLEET AT ONE 30.