Annual Workforce & Succession Planning Report · Countywide 2011-12 | About this Report 5 This...

COUNTYWIDE

Annual Workforce &

Succession Planning Report

2011-12

Countywide 2011-12 | Director’s Message 3

The Human Resources Department is pleased to present you with the 6th Annual

Countywide Workforce & Succession Planning Report. This report provides a snapshot and

a historical overview of critical workforce analytics, including demographics, trends, service

delivery statistics, and recognition of departmental staff.

The data provided in the report serves as a tool to assist leaders in identifying their current

and future workforce needs. It is our goal to provide workforce data that is actionable

and allows for effective decision-making. Some of the questions that may arise in

reviewing the analytics may include: What are effective strategies to recruit and retain

qualified, diverse individuals? What types of leadership development opportunities can

we provide our employees to meet service demands as well as career development

needs? What employees/classifications are most likely to leave the organization? How

can we better prepare? What can we do to enhance employee wellness?

The Human Resources Department is committed to enhancing opportunities to collaborate

with customer-departments in an effort to increase organizational effectiveness, design

and implement succession programs to increase organizational capacity, and proactively

respond to changing workforce needs.

We look forward to continuing to work with you – our partner- in the upcoming year!

Human Resources Director,

San Mateo County

Director’s Message .............................................................................................................. 3

About this Report ................................................................................................................. 5

Hire & Deploy ...................................................................................................................... 11

Engage & Retain ................................................................................................................ 19

Develop & Prepare ............................................................................................................ 39

Reinforce & Align Performance ....................................................................................... 45

HR Department Contacts ................................................................................................. 59

Index .................................................................................................................................... 63

Countywide 2011-12 | About this Report 5

This report primarily contains County and department-specific workforce demographics and service

delivery data (e.g., age of workforce, new hires, retirement eligibility, etc.) as of June 30, 2012, unless

otherwise noted. Information contained in this report includes County departments and the Superior

Court.

This year’s report is comprised of four key strategic workforce areas:

Events Impacting the County Workforce* 2011 - July County begins the year with a $1.8 billion budget and 5,300 positions*

representing position reductions of over 100 positions (as compared to the prior

fiscal year)

County General Fund continues to face a structural budget deficit – Early

Retirement in Lieu of Layoffs is offered to 12 employees/7 classifications

2012 –March Preliminary Budget Hearings conducted

2012 - May Early Retirement Option for 13 classifications/23 employees facing possible

layoff adopted by Board of Supervisors

2012 – June Early Retirement Option for 5 classifications/11 employees facing possible layoff

adopted by Board of Supervisors

June Budget Hearings conducted

Board approves agreement with Brius to operate Burlingame Long Term Care

Facility (impact to positions reflected in FY 2012-13 budget)

*excludes Superior Court

Hire and Deploy

•Building and deploying a qualified and diverse workforce maximizes the County’s ability to attract talent to the organization -Requires employing the right people in the right jobs at the right times.

Engage and Retain

•Providing a workplace culture that supports a high level of employee commitment so that employees stay with the organization and are motivated to do their best work.

Develop and Prepare

•Developing our workforce is critical to ensuring the continuity and success of county operations and service delivery to the community.

Reinforce and Align Performance

•Optimization is established through clear performance expectations linked to the Shared Vision 2025 and organizational goals. Reinforcing performance also involves key opportunities for recognition, rewarding strong performance as well as accountability.


Countywide Workforce At-A-Glance

2007-08 2008-09 2009-10 2010-11 2011-12

*Data as of 06/30/2012; includes BLTC Employees

**Data as of 01/07/2013: Source DRC and LMS

Hire and Deploy

Authorized Positions 6,313 6,295 5,938 5,810 5,659

New Hires 497 275 154 177 173

Vacancies 675 631 447 432 430

Extra Help / Temporary -- -- 1,000 962 987

Average Age 45 46 45 46 46

Recruitments Conducted 446 266 171 196 234

Applications Received 13,550 12,803 9,365 9,049 11,018

Engage and Retain

Classifications Studies 56 186 94 328 165

# of LOA Requests 655 566 692 847 646

# of Employees on VTO -- 419 516 436 468

Turnover #/% 519 / 9% 366 / 7% 318 / 6% 336 / 6% 373 / 7%

Employees Eligible to Retire 1,041 1,100 1,130 1,196 1,207

- 50/10 712 744 771 827 862

- 55/20 329 356 359 369 345

% of Employees experience working for the

County as good or better. - - - 73% 73%

Develop and Prepare

Promotions 460 277 197 182 215

# of Employees who attended Training 4,850 5,739 4,269 4,265 4,221

# of Employees completing 20 hour training

requirement 1,260 1,190 986 1,061 963

Tuition Reimbursements 1,333 1,215 828 623 625

Reinforce and Align Performance

ER Cases Referred 571 545 568 561 548

Grievances 33 36 74 56 60

Meet and Confers 54 73 125 57 46

Sick Leave Used -- -- 82% 81% 83%

Overtime Used (hours) -- -- 395,847 332,958 340,563

EEO Complaints 117 69 95 81 85

% of Performance Evaluations Completed** -- -- -- -- 50%

ADA Accommodations 63 70 102 89 120

TWA (Temporary Work Assignments) 46 49 140 121 178

Workers’ Comp Claims per 100 Employees 14 13 13 12 13

Average # of Lost Days 50 24 16 19 18

Average Severity per Claim $13,386 $14,196 $14,411 $15,545 $18,872

Injuries Reported 750 679 682 651 674

Auto Claims 247 287 212 192 190


Salary and Benefit Costs as a %

of Budget (Gross Appropriations) Salary and Benefit Costs by

Community Outcome

Salary and Benefit Costs as a % of Department Budget

47%

53%

Salary & Benefit Costs

11%

10%

39%

3%

14%

23%

CollaborativeEnvironmentally ConsciousHealthyLivableProsperousSafe Neighborhoods

72%

78%

66%

34%

59%

51%

45%

81%

43%

77%

51%

13%

89%

24%

47%

90%

67%

71%

87%

4%

92%

84%

68%

88%

70%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Treasurer - Tax Collector

Sheriff's Office

Retirement Office

Public Works and Parks

Probation Department

Planning and Building

Information Services Department

LAFCo

Human Services Agency

Human Resources Department

Health System

First 5 San Mateo County

District Attorney's Office

Department of Housing

County Library

County Counsel's Office

Coroner's Office

Controller's Office

Child Support Services

CMO Real Property

CMO Public Safety Communications

CMO Ag Weights & Measures

County Manager's Office

Board of Supervisors

Assessor-County Clerk-Recorder

Countywide 2011-12 | Hire & Deploy 11

Authorized Positions

Due to the County’s financial condition, the

County workforce decreased between FY

2010-11 and FY 2011-12 by 151 or 3%.

During the last five years the overall

decrease has been 10%. The most

significant staffing decrease (percentages)

occurred in the Human Services Agency,

Probation, Health, Human Resources, Public

Works, Planning, Department of Housing

and Superior Court.

2007-08 2008-09 2009-10 2010-11 2011-12

% change

(2008-12)

Assessor - County Clerk - Recorder 124 119 113 114 112 -11%

Board of Supervisors 20 20 20 20 20 0%

County Manager's Office 44 45 40 42 42 -5%

CMO Ag Weights & Measures - - 32 30 30 -

CMO Public Safety Communications 58 57 58 54 54 -7%

Child Support Services 98 98 92 90 90 -9%

Controller's Office 44 45 44 42 43 -2%

Coroner's Office 15 15 15 15 14 -7%

County Counsel's Office 40 40 40 38 38 -5%

County Library 128 130 130 130 126 -2%

Department of Housing 19 19 17 14 14 -36%

District Attorney's Office 129 129 129 125 118 -9%

First 5 San Mateo County 12 12 12 12 12 0%

Health System 2,466 2,441 2,267 2,248 2,196 -12%

Human Resources Department 57 59 56 55 51 -12%

Human Services Agency 852 856 785 733 704 -21%

Information Services Department 154 154 161 140 141 -9%

LAFCo 1 1 1 1 1 0%

Planning and Building 56 55 52 52 49 -14%

Probation Department 466 463 444 418 406 -15%

Public Works and Parks 396 398 374 358 352 -13%

Retirement Office 16 16 16 19 20 20%

Sheriff's Office 638 645 635 652 665 4%

Treasurer - Tax Collector 65 67 63 63 61 -7%

Subtotal 5,898 5,884 5,596 5,465 5,359 -10%

Superior Court 415 411 342 345 300 -38%

Grand Total 6,313 6,295 5,938 5,810 5,659 -12%

6,313 6,295

5,938 5,810

5,659

5,000

5,500

6,000

6,500

7,000

2007-08 2008-09 2009-10 2010-11 2011-12

497

275

154 177 173

0

100

200

300

400

500

600

2007-08 2008-09 2009-10 2010-11 2011-12

New Hires

The number of new hires decreased by

2% (177 to 173) from FY 2010-11 to FY

2011-12. Over the last five years, the

County has experienced an overall

reduction in new hires going from 497 to

173, or a 65% reduction primarily as a

result of reduced service/funding levels

throughout the organization. The

Human Services Agency and Health

System experienced the most significant

reductions.

2007-08 2008-09 2009-10 2010-11 2011-12

Assessor - County Clerk - Recorder 9 2 3 11 4

Board of Supervisors 3 4 2 4 2

County Manager's Office 3 1 1 0 0

CMO Ag Weights & Measures - - 3 0 0

CMO Public Safety Communications 5 2 1 0 6

Child Support Services 10 4 1 0 0

Controller's Office 9 4 3 0 2

Coroner's Office 2 0 2 1 0

County Counsel's Office 3 1 0 4 3

County Library 5 14 4 2 4

Department of Housing 3 1 0 0 0

District Attorney's Office 14 2 3 2 10

First 5 San Mateo County 2 1 3 0 0

Health System 209 113 80 59 74

Human Resources Department 4 3 1 1 0

Human Services Agency 82 27 13 16 19

Information Services Department 16 10 3 3 1

LAFCo 0 0 0 0 0

Planning and Building 7 2 1 1 3

Probation Department 17 12 1 2 2

Public Works and Parks 22 10 6 7 5

Retirement Office 1 1 1 2 2

Sheriff's Office 28 39 16 51 29

Treasurer - Tax Collector 7 5 0 5 2

Subtotal 461 258 148 171 168

Superior Court 36 17 6 6 5

Grand Total 497 275 154 177 173


675 631

447 432 430

0

200

400

600

800

2007-08 2008-09 2009-10 2010-11 2011-12

Vacancies

The number of vacancies remained

relatively stable compared to the

prior year. During the last five years,

vacancies have decreased by 36%.

As expected many of the

vacancies were eliminated from

the largest departments: the Health

System and Human Services

Agency.

2007-08 2008-09 2009-10 2010-11 2011-12














Health System 283 262 160 177 163




LAFCo 0 0 0 0 0







Subtotal 645 596 443 415 425


Grand Total 675 631 447 432 430

Average Age of

Workforce

In FY 2011-12, the average age of the

County’s workforce was 46. The

departments with a workforce below the

County’s average age are Child Support

Services, Human Resources, First 5,

Coroner’s Office, DA’s Office, Human

Services, Probation, Public Safety

Communications, County Counsel’s Office,

Controller’s Office, Retirement, and Sheriff’s

Office.

45

46

45

46 46

44

45

46

47

2007-08 2008-09 2009-10 2010-11 2011-12

48

47

44

44

47

42

49

49

45

44

48

44

44

57

48

45

40

45

43

42

50

50

49

48

20 25 30 35 40 45 50 55 60

Superior Court

Treasurer - Tax Collector

Sheriff's Office

Retirement Office


Probation Department


Information Services Department



Health System


District Attorney's Office


County Library


Coroner's Office

Controller's Office


CMO Public Safety Communications



Board of Supervisors

Assessor - County Clerk - Recorder


Recruitments Conducted Applications Received

# Rec # Apps

Assessor-County Clerk-Recorder 8 696

Board of Supervisors 1 16

County Manager's Office 3 86

CMO Ag Weights & Measures 1 2

CMO Public Safety

Communications


Controller's Office 5 51

Coroner's Office 2 85


County Library 11 395


District Attorney's Office 3 458


Health System 117 3,361

Human Resources Department 2 111

Human Services Agency 11 601

Information Services Department 4 163

LAFCo

Planning and Building 4 212

Probation Department 8 969

Public Works and Parks 13 558

Retirement Office 1 70

Sheriff's Office 15 1,330

Treasurer - Tax Collector 5 143

General Recruitments 10 1,468

Subtotal 224 10,775

Superior Court 10 243

Grand Total 234 11,018

446

266

171 196 234

0

150

300

450

600

2007-08 2008-09 2009-10 2010-11 2011-12

13,550 12,803

9,365 9,049 11,018

0

5,000

10,000

15,000

20,000

2007-08 2008-09 2009-10 2010-11 2011-12

96

79

34

6 19

Recruitments by Type

Open

Open/ Promotional

Department Promotional

County Promotional

Extra Help, Seasonal, Temp

Internship Programs In the summer of 2012, the County sponsored over 63 interns. The interns enjoyed participating in learning

and networking opportunities, working on meaningful projects, and most importantly serving the

community.

The County offers several internship programs - which is a great way to get youth interested in working for

public sector. Start thinking of how you can get involved and provide an opportunity for an intern to work

on special projects. Internship opportunities can make a difference in your department and for an intern.

Supported Training & Experience Program (S T E P): For a fourth year, the Human Resources Department

and Human Services Agency were granted $50,000 to hire youth emancipated from foster care, ages 18 to

21, for short-term internships from June 2012 to September 2012.

This year’s STEP involved:

18 interns

18 County coaches

Five participating County Departments

County Manager’s Office / Shared Services Division


Human Resources

San Mateo Medical Center

Department of Public Works and Parks

County Library

STEP continues to receive overwhelming positive feedback from both interns and coaches and we hope to

continue to provide opportunities for young people to experience public service as well as ensure the

County continues to develop our community’s future workforce.


County Workforce Diversity Profile

***reporting is voluntary

Countywide –

Noteworthy Diversity Demographic Information

The County has excellent diversity among its employees. Information about the County’s diversity is

contained in the 2010-2013 EEO Plan which was accepted by the Board of Supervisors on December 1,

2009.

This information is based on the County’s current data compared to the 2000 U.S. Census. The 2010 census

data is not yet published and is anticipated by December 2012. Once available, this information will help

identify population and workforce trends that have developed in the past ten years. Data on the following

racial or ethnic groups shows a notable deviation compared to the available workforce.

Caucasians constitute 38.8% of employees, significantly less than the available workforce at

large figure of 51.4%.

Filipinos constitute 13.3% of employees, significantly higher than the available workforce at

large figure of 8.6%.

Black American/African Americans constitute 7.3% of employees, greater than the available

workforce at large figure of 3.6%.

Latino/Hispanics (26%) and Asian (13.8%) are consistent with the workforce at large (22.6%

and 13.4% respectively).

0.4

13.4

3.6

8.6

22.6

51.4

0.8

13.8

7.3

13.3

26

38.8

0

10

20

30

40

50

60

American Indian /

Native American

Asian / Pacific

Islander

Black / African

American

Filipino Hispanic / Latino White

Available Workforce County Workforce ***

Countywide 2011-12 | Engage & Retain 19

56

186

94

328

165

0

100

200

300

400

2007-08 2008-09 2009-10 2010-11 2011-12

Classification and Compensation Requests

This year, the Human Resources Department

initiated or completed studies of 165

classifications or positions as part of its

commitment to align class and pay with

department operations and industry standards.

The studies completed this year are as follows:

9 new classifications created

34 benchmark classification salaries surveyed

against market average pay

9 positions in one department reviewed as

part of a division workload assessment

113 positions were requested for a classification study (2 were reallocated to new classifications, 1

remained as classified, 4 not approved for study, 2 cancelled requests, 104 still in progress and pending

recommendations)

Classification Studies – FY 2011-12

Request Type Classification #

Pos Recommended Action

Countywide

Classification Study of a Class

Series (Countywide)

Community Worker I-II 95 Pending recommendation

report

Salary Survey Various benchmark classifications

for AFSCME, SEIU, UAPD and BCTC

classifications

34 Market data reported to Labor

Relations

Assessor-County Clerk-Recorder

Creation of a new class Chief Appraiser 1 New class created

Creation of a new class Assistant Assessor-Clerk-Recorder

– Unclassified

1 New class created

Controller

Reclassification study of an

incumbent

Administrative Services Manager I 1 Not approved for study

Coroner

Creation of a new class Supervising Deputy Coroner 1 New class created

County Library

Creation of a new class Deputy Director of Library

Services

1 New class created

First 5 SMC

Creation of a new class Deputy Director of First 5 SMC –

Unclassified

1 New class created




Health System – Administration


incumbent

Health Benefits Analyst II 1 Work assignment of incumbent

changed midway through the

study because of a

reorganization. No

reclassification recommended.

Health System – Behavioral Health Recovery Services

Creation of a new class Lead Behavioral Health and

Recovery Specialist

1 New class created


incumbent

Medical Office Assistant 1 Not approved for study


incumbent

Departmental Systems Analyst 1 Not approved for study

Health System – Family Health


incumbent

Administrative Assistant II – E 1 Pending receipt of Job

Description Questionnaire from

incumbent & manager

Health System – Public Health


incumbent

Payroll Personnel Specialist 1 Reclassified position and

incumbent to Administrative

Assistant II.

Health System – San Mateo Medical Center


incumbent

Medical Office Assistant II 1 Not approved for study


incumbent

Management Analyst III 1 Request cancelled, incumbent

no longer in the position


incumbent

Graphics Specialist 1 Reclassified position and

incumbent to Communications

Specialist.


incumbent

Patient Services Supervisor 1 Not recommended for

reclassification


incumbent

Hospital Unit Coordinator 1 Request cancelled, incumbent


Creation of a new class Communications Specialist 1 New class created



incumbent

Human Services Manager I 1 Reclassified position and

incumbent to Human Services

Manager II

Reclassification study of a

unit

Human Services Supervisor 5 Pending recommendation

report





Probation

Creation of a new class New classification to oversee

reentry and realignment

programs

1 Classified work responsibility to

be within the scope of the

Deputy Director of Probation

Services.


Workload Assessment All Management positions in PW

Administration

9 Recommendation report

submitted to Public Works

Sheriff’s Office

Creation of a new class Sheriff’s Property Manager 1 New class created

Tax Collector-Treasurer


incumbent

Investment Services Specialist II 1 Request cancelled, incumbent


9%

91%

Management * Non Management

Classification Levels – Management vs Non Management

The chart to the right shows the

number of management positions

as a percentage of the County’s

total workforce. Management

positions are differentiated from

non-management positions for

having duties requiring the

formulation and determination or

capacity to influence the policies,

programs and/or overall direction

of the organization. This data is

useful in determining span-of-

control ratios. *Excludes Attorneys

Management vs Non Management by Department

2007-08 2008-09 2009-10 2010-11 2011-12

# % # % # % # % # %

Assessor - County Clerk

- Recorder 123 11% 121 9% 113 9% 114 9% 112 8%

Board of Supervisors 20 100% 20 100% 20 100% 20 100% 20 100%

County Manager's

Office 102 29% 102 29% 98 33% 126 27% 123 27%

Child Support Services 98 6% 98 6% 92 5% 90 6% 90 6%

Controller's Office 44 20% 44 20% 45 22% 42 24% 42 29%

Coroner's Office 15 20% 15 20% 15 20% 15 20% 14 14%

County Counsel's

Office 41 17% 40 18% 40 18% 38 18% 40 18%

County Library 128 13% 128 13% 130 14% 130 14% 122 15%

Department of Housing 19 32% 19 32% 14 36% 14 36% 11 27%

District Attorney's Office 130 8% 129 8% 129 8% 125 8% 118 8%

First 5 San Mateo

County 12 33% 12 33% 12 33% 12 33% 10 20%

Health System 2,384 6% 2,442 6% 2,288 7% 2,248 6% 1,966 7%

Human Resources

Department 57 49% 56 50% 55 55% 55 56% 51 53%

Human Services

Agency 876 6% 858 6% 778 6% 733 6% 704 6%

Information Services

Department 154 10% 154 10% 156 10% 140 9% 130 9%

LAFCo 1 100% 1 100% 1 100% 1 100% 1 100%

Planning and Building 56 14% 55 16% 52 15% 52 15% 48 13%

Probation Department 466 12% 463 12% 427 11% 418 11% 407 11%

Public Works and Parks 390 9% 396 10% 374 11% 358 13% 341 13%

Retirement Office 16 38% 16 38% 16 38% 19 32% 20 35%

Sheriff's Office 635 6% 645 6% 623 6% 652 6% 673 6%

Treasurer - Tax Collector 63 13% 65 12% 63 13% 63 13% 61 11%

Grand Total 5,830 9% 5,879 9% 5,541 9% 5,465 9% 5,104 9%

Superior Court - - - - 342 6% 350 5% 300 6%


Positions by Classification Level

Classification is a method for grouping positions with similar duties and responsibilities into a single body of

work (job class). Each job class is assigned a title and has specific requirements defined in a class

specification. Each job is further grouped into class levels based on the level of experience required to

perform the work. The class levels are helpful for staffing analyses and when making decisions regarding

workload and succession planning initiatives.

Below is the breakdown of Countywide classifications by class level:

“Other” includes elected and Court appointed Officers.

*Authorized positions as of July 1st, 2012

38

209

3145

1000

186

426

187

134

51

28

0 500 1000 1500 2000 2500 3000 3500 4000

Other

Entry / Trainee

Journey

Advanced or Specialist

Lead

Supervisory

Manager 1

Manager 2

Manager 3

Manager 4

Countywide Differential

For Fiscal Year 2011-12 a total of 1,036 special pay differentials were assigned to a total of 895 employees or

17% of the County Workforce. The approximate annual cost for all differential pay is $5.8 million. The most

common type of special pay is for Uniform / Equipment Pay (33%), Special Assignment/Project/Location

(22%) and for designation to Protective Services duties (13%).

Below is a breakdown of special pay by type. It is good fiscal practice for departments to conduct a

regular review of these differentials to ensure relevance and appropriateness of special pay assignments.

Differential by Department

Be

ne

fits

An

aly

st

Diffe

ren

tia

l

Co

nfid

en

tia

l Pa

y

Lea

d W

ork

er

Pro

tec

tiv

e S

erv

ice

s

Sh

eriff

’s

De

tec

tiv

e P

ay

Sp

ec

ial

Ass

ign

me

nt/

Loc

atio

n

Sp

ec

ial C

ert

ific

atio

n

Sp

ec

ial D

eg

ree

/

Lic

en

se

Su

pe

rvis

or,

Pu

blic

He

alth

Nu

rsin

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PO

ST

Ca

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r

Inc

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tive

Pa

y

Gra

nd

To

tal

Assessor - County Clerk -

Recorder 1 1

Board of Supervisors 2 2

County Manager's Office 6 1 7

CMO Ag Weights &

Measures 4 4

CMO Public Safety

Communications 5 3 8

Child Support Services 2 1 3

Controller's Office 6 6

Coroner's Office 2 4 6

County Counsel's Office 12 12

County Library 1 1 2

Department of Housing 1 1 2

District Attorney's Office 1 5 10 16

Health System 11 6 34 65 85 5 3 209

Human Resources

Department 26 9 35

Human Services Agency 62 5 12 105 74 258


Department 1 5 2 8

Planning and Building 1 1 2

Probation Department 1 30 31


Retirement 2 2

Sheriff's Office 5 26 24 7 1 329 392

Treasurer - Tax Collector 1 1 2

Subtotal 62 86 28 139 26 225 100 7 3 343 1,019

Superior Court 2 15 17

Grand Total 62 88 28 139 26 225 115 7 3 343 1,036


Countywide Placement Activities

The County faced a significant reduction in force this past year due to the transition of the Burlingame Long-

Term Care (BLTC) facility and departmental budget reductions. There were 286 employees impacted. The

above chart shows the impact to employees (involuntary layoff, voluntary layoff, reassignment, early

retirement, VESP), and the percentage of employees associated with each type of impact. For example, 52%

of the 286 employees were involuntarily laid off, 34% were reassigned etc.

The County minimized the number of layoffs by offering early retirement incentive and the Voluntary Employee

Separation Program (VESP).

52.1%

34.3% 8.7%

4.5% 0.3%

Involuntary Layoff

Reassignment

Voluntary Layoff

Early Retirement

VESP

2009-10 2010-11 2011-12

BLTC

2011-12

Budget

Involuntary Layoff 145 4

Voluntary Layoff 2 6 21 4

Reassignment 33 82 80 18

Early Retirement 13 23 9 4

Voluntary Employee Separation Program (VESP) 1 6 1

Total 49 117 255 31

Leave of Absence (LOA)

The number of Leave of Absence (LOA) requests has remained relatively stable during the last five years.

However, there was a peak in FY 2009-10. During FY 2011-12, there were 646 LOA requests received from 418

employees. Over 60% of the leaves were under 3 months or less. Most of the LOA was for medical (60%) and

medical/parental or parental leave (30%).

LOA Requests By Department

2010-11 2011-12 % of Workforce

Assessor - County Clerk - Recorder 20 11 10%

Board of Supervisors 1 0 0%

County Manager's Office 0 3 9%

CMO Ag Weights & Measures 4 3 11%

CMO Public Safety Communications 1 3 6%

Child Support Services 10 22 27%

Controller's Office 0 5 13%

Coroner's Office 3 1 8%

County Counsel's Office 2 4 11%

County Library 19 28 25%

Department of Housing 1 0 0%

District Attorney's Office 13 6 5%

First 5 San Mateo County 1 1 10%

Health System 385 315 15%

Human Resources Department 6 12 26%

Human Services Agency 160 89 14%

Information Services Department 12 8 6%

LAFCo 0 0 0%

Planning and Building 3 14 30%

Probation Department 54 34 9%

Public Works and Parks 25 22 7%

Retirement Office 0 3 16%

Sheriff's Office 71 53 9%

Treasurer - Tax Collector 9 9 16%

Other 47 0 0%

Subtotal 847 646 13%

Superior Court 0 0 0%

Grand Total 847 646 13%

4983 5098 4799 4531 4583

655 566 692 847 646

0

1000

2000

3000

4000

5000

6000

2007-08 2008-09 2009-10 2010-11 2011-12

All other County Workforce County Workforce on LOA


Countywide Types of Leave

Countywide Leave Time

Medical

59.57%

Parental

9.33%

Medical / Parental

20.57%

Personal

8.85%

Educational

0.48%

Seasonal

0.48%

Military

0.24%

Unclassified

0.24%

Other Personal

0.24%

Other

1.67%

Countywide Types of Leave

258

97

35 25

3 0

100

200

300

0-3 Months 3 - 6 Months 6 - 9 Months 9 - 12 Months 12 Months Plus

Countywide Leave Time

Voluntary Time Off Program (VTO)

Over the last five years over 2,400 participants have enrolled in the Voluntary Time Off Program (VTO). This has

resulted in a savings of almost $15 million dollars or an average of $3 million dollars per year.

419

516

436

468

605

0 200 400 600 800

2008-09

2009-10

2010-11

2011-12

2012-13

Number of County Employees on VTO

Number of County Employees on VTO

$2,721,678

$3,164,829

$2,672,140

$2,703,599

$3,735,993

$1,500,000 $2,500,000 $3,500,000 $4,500,000

2008-09

2009-10

2010-11

2011-12

2012-13

Total Cost Savings for County

6

78

67

69 185

111

28 61

2012-13 VTO by %

1% 2% 3% 4%

5% 10% 15% 20%


Voluntary Time Off Program (VTO) by Department

Fiscal Year Savings # of Filled Positions on VTO

2010-11 2011-12 2012-13 2010-11 2011-12 2012-13

Assessor - County Clerk - Recorder $10,674 $16,080 $17,730 4 5 6

Board of Supervisors $0 $0 $0 0 0 0

County Manager's Office $0 $1,390 $14,187 0 1 2

CMO Ag Weights & Measures $4,621 $9,883 $14,083 3 5 6

CMO Public Safety

Communications $0 $0 $0 0 0 0

Child Support Services $52,248 $57,353 $57,382 8 9 10

Controller's Office $13,134 $15,357 $18,477 2 2 3

Coroner's Office $21,311 $6,460 $9,767 7 2 3

County Counsel's Office $108,139 $151,378 $167,496 10 10 11

County Library $7,712 $25,950 $55,022 3 7 11

Department of Housing $11,803 $23,239 $23,238 1 1 1

District Attorney's Office $29,626 $56,573 $71,371 7 7 10

First 5 San Mateo County $0 $7,736 $8,179 0 1 1

Health System $1,200,088 $1,235,980 $1,842,647 147 165 222

Human Resources Department $37,934 $37,376 $92,215 4 4 10

Human Services Agency $456,268 $373,415 $441,212 117 106 121

Information Services Department $26,625 $21,600 $55,236 2 1 3

LAFCo $0 $0 $0 0 0 0

Planning and Building $50,502 $34,298 $44,150 7 5 6

Probation Department $466,308 $463,963 $552,700 76 87 105

Public Works and Parks $97,529 $43,790 $61,810 12 8 11

Retirement Office $0 $0 $0 0 0 0

Sheriff's Office $5,104 $5,105 $30,224 1 1 2

Treasurer - Tax Collector $1,863 $0 $2,202 1 0 1

Subtotal $2,601,489 $2,586,926 $3,579,329 412 427 545

Superior Court $70,651 $116,673 $156,664 24 41 60

Grand Total $2,672,140 $2,703,599 $3,735,993 436 468 605

Turnover During FY 2011-12, 373 or 7% of the workforce left County employment, reflecting an increase of 15% (336 to

373) compared to the prior year. Overall, the County has been experiencing reductions in staffing primarily

due to the economic environment. Most staff turnover is due to retirements and resignations. However, the

County has also had layoffs. The most significant reductions in this area will be reported in FY 2012-13 due to

the transition of the Burlingame Long Term Care (BLTC) Facility.

2007-08 2008-09 2009-10 2010-11 2011-12














Health System 206 150 119 132 151




LAFCo 0 0 0 0 0







Subtotal 478 341 276 317 337


Grand Total 519 366 318 336 373

% Employee Turnover 9% 7% 6% 6% 7%

Resignation

50%

Normal

Retirement

41%

Termination

for cause

2%

Probationary

Rejection

2%

Disability

Retirement

2%

Death

2%

Layoff

1%

Other

9%

Voluntary

93%

Non

Voluntary

7%


Turnover by Department

# L

ea

vin

g

Em

plo

ym

en

t

% T

urn

ov

er

Avg

. Y

ea

rs o

f

Se

rvic

e

Reason for Leaving

Re

sig

na

tio

n

No

rma

l

Re

tire

me

nt

Lay O

ff

Term

ina

tio

n

for

Ca

use

De

ath

Dis

ab

ility

Re

tire

me

nt

Pro

ba

tio

n

Re

jec

tio

n

Vo

lun

tary

Turn

ove

r

Invo

lun

tary

Turn

ove

r

Assessor - County Clerk -

Recorder 5 5% 2.3 5 100% -

Board of Supervisors 3 17% 4.6 3 100% -

County Manager's Office 6 17% 11.0 4 2 100% -

CMO Ag Weights &

Measures 0 0% - - -

CMO Public Safety

Communications 2 4% 3.2 1 1 50% 50%

Child Support Services 6 7% 16.9 3 2 1 83% 17%

Controller's Office 4 10% 14.1 2 2 100% -

Coroner's Office 0 0% - - -

County Counsel's Office 0 0% - - -

County Library 8 7% 9.8 4 4 100% -

Department of Housing 1 8% 6.0 1 100% -

District Attorney's Office 8 7% 9.6 4 3 1 88% 12%

First 5 San Mateo County 1 10% 2.7 1 100% -

Health System 151 7% 9.7 93 47 2 2 3 1 3 93% 7%

Human Resources

Department 2 4% 3.9 2 100% -

Human Services Agency 41 6% 13.1 20 17 1 1 1 1 90% 10%


Department 12 9% 8.5 9 2 1 92% 8%

LAFCo 0 0% - - -

Planning and Building 3 6% 24.5 3 100% -

Probation Department 17 4% 19.2 4 11 2 88% 12%

Public Works and Parks 17 6% 18.2 4 10 2 1 94% 6%

Retirement 2 11% 17.7 2 100% -

Sheriff's Office 44 7% 15.0 16 24 1 1 1 1 93% 7%

Treasurer -Tax Collector 4 7% 15.0 2 2 100% -

Subtotal 337 7% 11.3 177 131 4 8 6 5 6 93% 7%

Superior Court 36 12% 17.6 11 23 1 1 97% 3%

Grand Total 373 7% 11.4 188 154 4 8 6 6 7 93% 7%

San Mateo County Exit Interview Summary

The Succession Planning Implementation & Evaluation Committee introduced a new Exit Interview Survey to

obtain information from employees that left County employment during the year. In FY 2011-12, there were 60

individuals that completed the survey, representing nine County departments. The top three reasons cited for

leaving the County included: retirement, promotional opportunity, and commute time. Fifty-two percent

(52%) of survey respondents left County employment to work for a different employer. Seventy-three percent

(73%) of survey respondents indicated that they had an overall positive experience working for the County

and 87% would recommend County employment to a friend.

Yes

52%

No

48%

Left County Employment for

Another Employer?

Retirement

Commute

Time

Promotional

Opportunity

Top 3 Reasons for Leaving

Yes 87%

No 13%

Would You Recommend County Employment to a Friend?

Satisfied 73%

Not Satisfied

15%

Neutral 12%

Overall Experience


Retirement Risk by Class Level

Countywide there are 1,207 employees that are eligible to retire. Of those, 862 are in the 50/10 category

and 345 are in the 55/20 category. This represents about 23% of filled positions. The chart(s) and table(s)

below reflect retirement risks Countywide by Class Level.

“Other” includes elected and Court appointed Officers.

20

166

2582 701

106 244 107 69 25

15

12

5

463 161

24 98 50

32 12

5

4

2

141 64

23 57 23 19 8 4

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Other Entry /

Trainee

Journey Advanced or

Specialist

Lead Supervisory Manager 1 Manager 2 Manager 3 Manager 4

All Other employees in class level 50/10 55/20

Retirement Risk by Department

2007-08 2008-09 2009-10 2010-11 FY 2011-12

50/1

0

55/2

0

50/1

0

55/2

0

50/1

0

55/2

0

50/1

0

55/2

0

50/1

0

55/2

0

Tota

l

Fill

ed

Po

sitio

ns

% E

ligib

le

to R

etire

Assessor- County Clerk -

Recorder 19 16 20 16 14 17 18 14 20 15 35 107 33%

Board of Supervisors 1 0 3 0 3 0 2 0 2 - 2 18 11%

County Manager's Office 8 6 5 7 7 6 8 7 6 6 12 35 34%

CMO Ag Weights & Measures - - - - 11 3 9 4 8 5 13 28 46%

CMO Public Safety

Communications 4 0 8 0 9 0 7 1 8 2 10 54 19%

Child Support Services 4 2 5 2 5 3 9 3 10 2 12 81 15%

Controller's Office 8 4 8 4 5 4 6 3 6 3 9 39 23%

Coroner's Office 2 0 2 0 3 0 3 0 1 1 2 13 15%

County Counsel's Office 5 4 5 4 6 2 7 1 7 1 8 37 22%

County Library 19 11 18 9 18 10 20 12 22 12 34 114 30%

Department of Housing 4 2 5 1 6 0 6 0 6 - 6 12 50%

District Attorney's Office 9 7 9 10 16 11 19 8 23 7 30 114 26%

First 5 San Mateo County 0 0 0 0 1 0 1 0 1 - 1 10 10%

Health System 281 95 301 106 298 117 311 124 318 127 445 2,033 22%

Human Resources

Department 8 0 9 0 7 1 7 2 6 3 9 47 19%

Human Services Agency 89 49 90 56 92 50 97 54 99 54 153 656 23%


Department 21 8 25 10 23 10 30 7 31 10 41 127 32%

LAFCo 0 0 1 0 1 0 1 0 1 - 1 1 100%

Planning and Building 6 5 4 7 5 8 5 8 5 6 11 47 23%

Probation Department 31 18 34 19 35 13 29 16 41 11 52 387 13%

Public Works 52 35 46 31 59 28 67 29 73 28 101 305 33%

Retirement Office 2 0 1 1 1 1 3 1 4 - 4 19 21%

Sheriff's Office 72 31 73 32 70 34 74 39 77 29 106 594 18%

Treasurer - Tax Collector 11 8 12 8 14 8 13 8 15 7 22 56 39%

Subtotal 656 301 684 323 709 326 752 341 790 329 1,119 4,934 23%

Superior Court 56 28 60 33 62 33 75 28 72 16 88 295 30%

Grand Total 712 329 744 356 771 359 827 369 862 345 1,207 5,229 23%


Succession Planning Initiatives / Opportunities

The Succession Planning Implementation & Evaluation Committee, comprised of

departmental representatives, focuses on executing a systematic and multi-

dimensional workforce management and succession strategy that promotes the

County as an employer of choice, supports career growth and development of

talent at all levels of the organization and optimizes organizational performance to

ensure the continuity and success of County operations and service delivery to the

community. The goals / strategies include:

Succession Planning Opportunities Examine new staffing model to ensure an agile organization

Collaborate with departments that have a large number of employees that are eligible

to retire

Expand internships programs, including year-round programs, to develop and prepare

individuals for careers in local government

Establish a volunteer program for individuals with an interest in serving the community

•Countywide Internship Programs

•Two-County Next Generation Committee

•Updated processes relating to hiring, recruitment, promotion & transfer

Attracting Talent to the Organization

•Essential Supervisory Skills Academy

•Leadership Academies

•Management Talent Engagement Program

•Management Development Program

•Internal Trainers

Ensuring Leadership is Developed to Meet Existing and Future Challenges

•Employee Engagement Survey

•Exit Surveys

•Core Competencies

•Coaching and other Leadership Training

•Recognition Programs

•Cultural Competency

Providing a Workplace Culture that Supports Employee Engagement and Retention

•Rotational Assignments/Work out of Class Opportunities

•Department-specific Learning Academies/”Colleges”

•Transition

•Management Resources

Optimizing Knowledge Management

•Collaborative Performance Management System

•Mutli-media tools: Onboarding, online training

Improving Individual and Organizational Effectiveness

Employee Engagement Survey

The County conducted its second annual countywide survey on employee engagement in October 2012.

About 46% of employees (2,385) responded to the survey as compared to 35% (1,895) the prior year. The

overall results are highlighted below.

Countywide Respondent Demographics

by Position by Tenure

Which of the following best describes you? How long have you worked for San Mateo County?

Analysis and Observations

% rating experience working for the County as Very

Good or Good

% stating they would recommend the County to a

friend as a great place to work

74%

14%

12%

Line Staff Supervisory Management

5% 3%

20%

25% 30%

17%

0%

5%

10%

15%

20%

25%

30%

35%

Less than 1 year 1 year 2-5 years

6-10 years 11-20 years Over 20 years

73% 73%

0%

20%

40%

60%

80%

100%

2011 2012

82% 79%

0%

20%

40%

60%

80%

100%

2011 2012


Employee Engagement Survey

Top 7 Areas of Strength Bottom 7 Areas of Strength

My job contributes to the County’s ability to serve San

Mateo County’s community My department’s management team really listens

I know what is expected of me in my job My department’s management team leads by

example and serves as a role model for employees

My work gives me a feeling of accomplishment My department’s management team treats

everyone fairly

There are people at work who care about me as a

person

My department’s management team helps me

understand how the work I do contributes to the

organization’s goals

Understanding of what immediate workgroup is trying

to accomplish

My department’s management team is open to my

feedback and suggestions

My work makes good use of my skills and abilities My department’s management team does a good

job communicating major developments

My fellow employees are committed to doing quality

work

I have the opportunity to influence policies and

decisions that affect my work

16% 16%

20% 17%

64% 67%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2011 2012

Ratio of Engaged to Actively Disengaged

Actively Disengaged Not Engaged Engaged

Countywide 2011-12 | Develop & Prepare 39

Promotions

There were 215 promotions Countywide in FY 2011-

12. Twenty two percent (22%) were promotions to

management positions, of which 9% were

promotions of non-management employees to

managers. A majority of employees who

promoted to management positions came from

advanced/specialist positions such as senior-level,

III-level or specialist-level classifications in a series.

The charts below show countywide promotions by

class level and by type (Management / Non-

Management)

460

277

197 182 215

0

100

200

300

400

500

600

2007-08 2008-09 2009-10 2010-11 2011-12

Journey , 83

Advanced Journey

/ Specialist, 41

Entry /

Trainee , 20

Supervisory , 31

First Level

Manager, 20

Lead , 8

Second Level

Manager, 5

Deputy /

Assistant Director, 6

Department /

Agency Director, 1

Other, 20

Promotions by Class Level

Management

22%

Non Management

78%

Management and Non Management Promotions

Promotions by Department

Below is a breakdown of this year’s promotions by department. Each department data is further broken

down to reflect class level.

En

try /

Tra

ine

e

Jo

urn

ey

Ad

va

nc

ed

Jo

urn

ey

/ S

pe

cia

list

Lea

d

Su

pe

rvis

ory

First

Le

ve

l M

an

ag

er

Se

co

nd

Le

ve

l

Ma

na

ge

r

De

pu

ty /

Ass

ista

nt

Dire

cto

r

De

pa

rtm

en

t /

Ag

en

cy D

ire

cto

r

Ma

na

ge

me

nt

No

n-M

an

ag

em

en

t

Gra

nd

To

tal


Board of Supervisors 2 2 2

County Manager's Office 0

CMO Ag Weights & Measures 3 3 3

CMO Public Safety Communications 1 1 1

Child Support Services 2 2 2

Controller's Office 1 1 1 1 3 1 4

Coroner's Office 0

County Counsel's Office 2 2 2

County Library 1 5 1 1 3 5 8

Department of Housing 0

District Attorney's Office 1 4 7 1 10 3 13

Health System 2 27 9 2 11 3 1 3 7 51 58

Human Resources Department 1 2 3 3

Human Services Agency 12 11 4 2 3 1 1 1 3 32 35

Information Services Department 4 4 4

Planning and Building 1 1 2 2

Probation Department 1 7 10 4 1 10 1 1 13 22 35

Public Works and Parks 4 1 2 1 1 7 8

Retirement 1 1 1

Sheriff's Office 7 1 12 3 3 20 23

Treasurer - Tax Collector 1 1 1

Subtotal 20 79 40 8 31 19 5 6 1 47 162 209

Superior Court 4 1 1 1 5 6

Grand Total 20 83 41 8 31 20 5 6 1 48 167 215


Types of Training Taken

In FY 2011-12 there was a decrease in the number of training reported. This reduction is primarily attributed to

the decrease usage in the Specialized/Technical Training category where most external position related

specialty and/or technical skill development training is captured in the LMS. Additionally the Safety category

reflects a decline which is attributed to safety requirement training cycles (renewals/requirements for safety

is not necessarily yearly/annual – some are on two year cycles or even one time only) and economics can

be a factor (decline in safety classes due to fewer department resources). The Customer Service category

also reflects a decline as fewer customized trainings were requested by departments.

Types of Training Taken: 2009-10 2010-11 2011-12

Career/Life Planning 87 49 70

Computer 1,046 602 551

Customer Service 1,732 1,055 102

Diversity 1,094 600 974

Finance & Administration 108 220 469

Human Resource Management 166 223 195

Leadership Development 1,149 1,214 634

NEW Employee Orientation 280 147

Professional Development 2,497 1,872 1,774

Safety 2,643 3,174 1,254

Specialized / Technical Training 4,447 18,390 11,608

Written Communications 146 148 111

TOTAL 15,115 27,827 17,889

Detailed training reports are available upon request. If interested please contact the Training and Development Division.

Training Target for County Employees: 20 hours per Employee

New Employee Welcome

- Tuition

Reimbursement

Customized Training for

Departments -

Countywide Training Sessions

Partnerships with Cities, Non-Profits,

and Special Districts

Academic Partnerships with Local

Colleges and Universities

Career Development

Programs

Employee Training Participation

20 Hour Compliance by Department # of Employees reaching Goal of 20 or

more Training Hours 2011-12

% Compliance 2008-09 2009-10 2010-11 2011-12

Assessor - County Clerk - Recorder 12 7 10 3 2.8%

Board of Supervisors 1 0 1 1 5.6%

County Manager's Office 9 8 15 5 14.3%

CMO Ag Weights & Measures 3 19 15 53.6%

CMO Public Safety Communications 6 2 0 2 3.7%

Child Support Services 6 33 48 47 58.0%

Controller's Office 10 8 5 5 12.8%

Coroner's Office 7 6 7 4 30.8%

County Counsel's Office 5 24 1 2 5.4%

County Library 55 77 37 37 32.5%

Department of Housing* 11 9 7 34 59.6%

District Attorney's Office 5 7 1 2 1.8%

First 5 San Mateo County 0 1 3 1 10.0%

Health System 236 246 308 332 16.3%

Human Resources Department 33 38 45 38 80.9%

Human Services Agency 536 330 405 302 46.0%

Information Services Department 17 9 15 15 11.8%

LAFCo 1 0 0 0 0.0%

Planning and Building 10 11 10 2 4.3%

Probation Department 71 35 14 14 3.6%

Public Works and Parks 51 91 70 58 19.0%

Retirement Office 3 3 15 15 78.9%

Sheriff's Office 14 19 11 9 1.5%

Treasurer - Tax Collector 3 0 2 1 1.8%

Subtotal 1,102 967 1,049 944 19.1%

Superior Court 87 19 12 19 6.4%

Grand Total 1,189 986 1,061 963 18.4%

*Data includes Housing Authority

3590

4549

3283

3204

3258

1260

1190

986

1061

963

0 2000 4000 6000

2007-08

2008-09

2009-10

2010-11

2011-12

County Employees who attended TrainingCounty Employees who attended Training AND met 20 hour target


Countywide Tuition Reimbursement Requests Received

Tuition Reimbursements by Department

2007-08 2008-09 2009-10 2010-11 2011-12

Assessor-County Clerk-Recorder 7 5 4 1 6



CMO Ag Weights & Measures 0 0 0 3 0










Health System 778 661 386 303 304




LAFCo 0 0 0 0 0







Subtotal 1,266 1,163 797 602 597


Total 1,333 1,215 828 623 625

1,333

1,215

828

623

625

0 200 400 600 800 1,000 1,200 1,400

2007-08

2008-09

2009-10

2010-11

2011-12

Countywide 2011-12 | Reinforce & Align Performance 45

Disciplinary/Corrective Action

The three most frequently referred issues continue to be performance issues followed by disrespectful

conduct and attendance/ absence without leave. The number of cases has decreased by 4% since FY

2007-08.

Cases Referred to

Employee and Labor Relations

Cases as %

of County Workforce

Nature of Referrals Number % of Total

Arrests / Convictions 9 1.6%

Attendance/ AWOL 121 22.1%

Discourtesy/ Disrespect 154 28.1%

Discrimination 1 0.2%

Dishonesty 20 3.6%

Impairment 1 0.2%

Insubordination 27 4.9%

Misuse of Position 6 1.1%

Performance/ Incompetence 180 32.8%

Sexual Harassment 4 0.7%

Sick Leave Abuse 2 0.4%

Waste of Supplies /Time 23 4.2%

Total 548

Formal disciplinary action includes suspension, demotion, and dismissal.

571 545 568 561 548

0

200

400

600

800

2007-08 2008-09 2009-10 2010-11 2011-12

10.1% 9.6% 10.3%

10.4%

10.5%

0.0%

3.0%

6.0%

9.0%

12.0%

2007-08 2008-09 2009-10 2010-11 2011-12

Employee and Labor Relations Cases Referred by Department

2007-08 2008-09 2009-10 2010-11 2011-12

% of County

workforce

% of Total cases

generated

Assessor-County Clerk-

Recorder 9 16 8 6 3 2.0% 0.5%

Board of Supervisors 0 0 0 0 0 0.3% 0.0%

County Manager's

Office 2 0 4 5 3 0.7% 0.5%

CMO Ag Weights &

Measures 0 0 0 0 1 0.5% 0.2%

CMO Public Safety

Communications 3 8 3 2 14 1.0% 2.6%

Child Support Services 6 9 5 6 13 1.5% 2.4%

Controller's Office 9 3 3 2 3 0.7% 0.5%

Coroner's Office 3 7 5 2 1 0.2% 0.2%

County Counsel's

Office 4 4 2 2 2 0.7% 0.4%

County Library 4 6 4 8 7 2.2% 1.3%

Department of

Housing* 0 7 3 7 6 0.2% 1.1%

District Attorney's Office 13 9 8 4 7 2.2% 1.3%

First 5 San Mateo

County 2 1 2 1 0 0.2% 0.0%

Health System 259 255 252 265 268 38.9% 48.9%

Human Resources

Department 3 5 4 5 4 0.9% 0.7%

Human Services

Agency 57 57 63 66 71 12.5% 13.0%


Department 6 6 16 24 16 2.4% 2.9%

LAFCo 0 0 0 0 0 0.0% 0.0%

Planning and Building 5 0 3 8 4 0.9% 0.7%

Probation Department 50 48 30 49 50 7.4% 2.7%

Public Works and Parks 30 14 47 37 15 5.8% 2.7%

Retirement Office 1 0 1 0 3 0.4% 0.5%

Sheriff's Office 52 39 41 42 51 11.4% 9.3%

Treasurer - Tax Collector 3 4 8 5 2 1.1% 0.4%

Subtotal 521 498 512 546 544 94.4% 99.3%

Superior Court 50 47 56 15 4 5.6% 0.7%

Grand Total 571 545 568 561 548 100% 100%

*Includes Housing Authority


Employee and Labor Relations - Action Taken

With a reduction in new hires, the trend of fewer probationary extensions and rejections continued this year.

There is also a reduction in formal discipline (non-punitive letters) with a corresponding increase in counseling

and letters of warning. This shows that the County continues to take the lowest level of action appropriate to

the situation. The table below reflects how the 548 cases referred to Employee and Labor Relations were

handled.

Action Taken # Action Taken # Action Taken #

Counseling Memo 104 Verbal Counseling 45 Extra Help Release 11

Non-Punitive/ Suspension 47 Warning Letter 37 Other 0

Letter of Reprimand 63 Resigned/Retired 44 Probation Extension 7

Under Investigation 33 Dismissal 17 Demotion 5

Performance Evaluation 42 Pre-Evaluation Memo 20 Probationary Rejection 10

No Action 57 Leave Restriction Letter 6 Total 548

Grievances Meet and Confers

Arbitrations Civil Service Appeals

33 36

74

56 60

0

20

40

60

80

2007-08 2008-09 2009-10 2010-11 2011-12

54 73

125

57 46

0

40

80

120

160

2007-08 2008-09 2009-10 2010-11 2011-12

1 0 1 10

6

0

5

10

15

2007-08 2008-09 2009-10 2010-11 2011-12

3

5 5 5

3

0

1

2

3

4

5

6

2007-08 2008-09 2009-10 2010-11 2011-12

Overtime Hours per Month

Overtime Hours

and Costs

Overtime Costs by

Community Outcome

90% of the County Workforce is

Eligible to Receive Overtime.

Countywide Overtime Hours = 340,563

TOTAL Dollars spent on overtime: $17,122,069

*Overtime Hours include Extra Help and reflects paid hours

as well as accrued Comp Time.

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

2009-10 39,283 31,478 35,364 37,245 51,385 33,906 37,274 31,219 23,313 22,997 30,047 22,338

2010-11 30,408 21,063 28,948 28,927 37,608 25,934 32,454 27,505 22,216 22,028 30,106 25,762

2011-12 30,219 23,970 28,106 29,150 37,557 26,401 30,191 25,178 21,554 24,075 32,887 31,276

0

10,000

20,000

30,000

40,000

50,000

60,000

3.47%

2.54%

21.36%

0.15%

12.64%

59.84%

Collaborative

Environmentally Conscious

Healthy Residents

Livable

Prosperous

Safe Neighborhoods


Overtime Costs 5-Year Trend

Overtime Hours and Costs by Department 2010-11 2011-12

Hours Dollars Spent Hours Dollars Spent

Assessor - County Clerk - Recorder 3,220 $110,360 2,823 $66,691

Board of Supervisors 0 $0 0 $0

County Manager's Office 251 $8,615 232 $9,749

CMO Ag Weights & Measures 862 $17,242 623 $8,052

CMO Public Safety Communications 24,807 $1,239,456 26,512 $1,314,231

Child Support Services 64 $11,621 363 $16,679

Controller's Office 83 $1,708 584 $19,936

Coroner's Office 975 $30,177 1,142 $36,649

County Counsel's Office 21 $140 66 $464

County Library 78 $0 67 $2,022

Department of Housing 39 $0 97 $158

District Attorney's Office 781 $83,036 1,125 $97,485

First 5 San Mateo County 63 $36 41 $362

Health System 94,565 $2,544,929 72,295 $2,437,028

Human Resources Department 255 $1,941 321 $1,523

Human Services Agency 38,989 $1,502,171 42,448 $1,830,080

Information Services Department 5,470 $258,596 5,598 $262,206

LAFCo 0 $0 0 $0

Planning and Building 474 $9,114 359 $250

Probation Department 10,605 $134,187 8,346 $83,837

Public Works and Parks 8,007 $210,549 7,987 $213,104

Retirement Office 1,580 $73,833 1,910 $87,479

Sheriff's Office 140,240 $8,337,830 165,529 $10,630,437

Treasurer - Tax Collector 366 $3,217 209 $3,647

Subtotal 331,793 $14,578,758 338,677 $17,122,069

Superior Court 1,165 $24,708 1,886 $55,295

Grand Total 332,958 $14,603,466 340,563 $17,177,364

$20,492,972

$18,725,717

$15,000,935 $14,603,466

$17,177,364

$14,000,000

$16,000,000

$18,000,000

$20,000,000

$22,000,000

$24,000,000

2007-08 2008-09 2009-10 2010-11 2011-12

% of Performance Evaluations Completed (as of 01/07/2013)

Performance Completion by Department

Number

Completed

% of Department

Complete

Assessor - County Clerk - Recorder 23 21%

Board of Supervisors 4 22%

County Manager's Office 13 37%

CMO Ag Weights & Measures 8 29%

CMO Public Safety Communications 24 44%

Child Support Services 71 88%

Controller's Office 10 26%

Coroner's Office 0 0%

County Counsel's Office 8 22%

County Library 95 83%

Department of Housing 0 0%

District Attorney's Office 56 49%

First 5 San Mateo County 0 0%

Health System 940 46%

Human Resources Department 43 91%

Human Services Agency 385 59%

Information Services Department 43 34%

LAFCo 0 0%

Planning and Building 12 26%

Probation Department 143 37%

Public Works and Parks 86 28%

Retirement Office 7 37%

Sheriff's Office 544 92%

Treasurer - Tax Collector 19 34%

Subtotal 2,562 52%

Superior Court 39 13%

Grand Total 2,601 50%

50% 50%

Completed


Countywide Wellness In April 2011, the Board of Supervisors approved the County Wellness Policy.

The Policy focuses on creating a healthy workforce through a combination of

individual responsibility, healthy work practices and organizational

/environmental support, often termed a “Culture of Health”. Since 2011, the

County has partnered with its two health plans to bolster wellness services, including providing wellness

screening, health coaching and wellness rewards. Over 40% of eligible employees have been screened

during the past two years, and most have participated in at least one County or health plan program to

improve their health. This expanded approach aligns with compelling research showing that involving as

many employees as possible in health improvement activities offer the best opportunity for healthy outcomes,

not only for employees but for the organizations as well.

Countywide Sick Leave Usage (as a % of Fiscal Year Accrual)

82%

81%

83%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

2009-10

2010-11

2011-12

Sick Leave Usage (as a % of Fiscal Year Accrual)*

2009-10 2010-11 2011-12

% Used Hours

Accrued

Hours

Used

%

Used

Hours

Accrued

Hours

Used

%

Used

Assessor - County Clerk - Recorder 84% 10,131 7,477 74% 10,622 8,753 82%

Board of Supervisors 42% 1,248 738 59% 1,374 640 47%

County Manager's Office 53% 3,928 1,470 37% 3,702 2,451 66%

CMO Ag Weights & Measures 79% 2,681 1,718 64% 2,751 1,705 62%

CMO Public Safety Communications 59% 4,794 2,415 50% 5,355 3,467 65%

Child Support Services 95% 8,171 5,903 72% 8,196 8,309 101%

Controller's Office 92% 3,827 2,933 77% 3,667 2,500 68%

Coroner's Office 61% 1,204 1,049 87% 1,193 989 83%

County Counsel's Office 67% 3,373 1,544 46% 3,526 2,610 74%

County Library 85% 10,617 9,834 93% 10,646 10,904 102%

Department of Housing 113% 1,257 1,314 105% 1,199 664 55%

District Attorney's Office 61% 11,138 6,927 62% 10,975 6,648 61%

First 5 San Mateo County 84% 1,010 869 86% 985 1,497 152%

Health System 89% 189,112 170,552 90% 195,460 180,025 92%

Human Resources Department 62% 4,727 2,379 50% 4,732 3,069 65%

Human Services Agency 101% 64,896 67,802 105% 65,219 63,137 97%

Information Services Department 58% 13,754 7,914 58% 12,996 8,745 67%

Planning and Building 90% 4,474 3,702 83% 4,505 3,364 75%

Probation Department 97% 38,210 29,184 76% 38,701 26,748 69%

Public Works 76% 30,804 19,968 65% 30,720 19,140 62%

Retirement Office 85% 1,583 1,080 68% 1,888 1,803 96%

Sheriff's Office 53% 56,535 31,565 56% 59,293 33,099 56%

Treasurer - Tax Collector 52% 5,263 3,618 69% 5,274 3,815 72%

Subtotal 83% 472,737 381,955 81% 482,979 394,083 82%

Superior Court 69% 28,591 24,868 87% 28,096 27,686 99%

Grand Total 82% 501,328 406,823 81% 511,075 421,768 83%

* Sick Leave is accrued at a rate of 3.7 hours per pay period, for a total FY Accrual of 99.9 hours per employee.


Countywide EEO Issues Reported

Note: Complaints with multiple issues are considered as one complaint. “Other” is categorized as issues employees brought

forward that, after review, did not have a nexus between the alleged wrong and an EEO protected class. Where

applicable, employees were directed to other avenues of complaint resolution.

9

7

7

6

12 12

7

5

18

2 Age (9)

Disability (7)

Gender (7)

National Origin / Ancestry (6)

Other (12)

Race / Color (12)

Religion (7)

Retaliation (5)

Sexual Harassment (18)

Sexual Orientation (2)

Department # % of Total Countywide Employee Complaints

Assessor - County Clerk - Recorder

Board of Supervisors 4 4.7%



CMO Public Safety Communications 3 3.5%


Controller's Office

Coroner's Office


County Library


District Attorney's Office EEO Cases as a % of County Workforce


Health System 36 42.4%


Human Services Agency 7 8.2%

Information Services Department 1 1.2%

LAFCo


Probation Department 6 7.1%

Public Works

Retirement Office 1 1.2%

Sheriff's Office 9 10.6%

Treasurer - Tax Collector 1 1.2%

Other 16 18.8%

Subtotal 84 98.8%

Superior Court 1 1.2%

Grand Total 85 100%

117

69

95

81 85

0

20

40

60

80

100

120

140

2007-08 2008-09 2009-10 2010-11 2011-12

1.9%

1.1%

1.6%

1.4% 1.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2007-08 2008-09 2009-10 2010-11 2011-12

ADA Accomodations Temporary Work Assignments

63 70

102 89

120

0

30

60

90

120

150

2007-08 2008-09 2009-10 2010-11 2011-12

46 49

140

121

178

0

40

80

120

160

200

2007-08 2008-09 2009-10 2010-11 2011-12


Risk Management

Risk Management ensures financial stability through appropriate

identification, assessment, monitoring and mitigation of potential

exposures to County assets. Risk Management promotes employee

and public safety through education, training and compliance.

Risk Management works collaboratively with our internal and external

customers on complex issues to prevent outcomes that may adversely

impact individual departments’ operations. Utilizing a strategy of

planning, intervention, retention and commercial insurance, we help

provide financial stability to all departments.

Workers’ Compensation

Claims per 100 Employees

Total Injuries

Reported

Average # of Days Lost

(Includes Sworn Personnel)

Countywide Long Term Disability

(LTD) Information

At the end of the FY 2011-12 there were 58

participants in the County's LTD Program. This

represents a 1% decrease as compared to the prior

fiscal year.

14 13 13

12 13

0

5

10

15

20

2007-08 2008-09 2009-10 2010-11 2011-12

Countywide ICMA Benchmark

750

679 682

651

674

600

620

640

660

680

700

720

740

760

2007-08 2008-09 2009-10 2010-11 2011-12

50

24

16 19 18

0

10

20

30

40

50

60

2007-08 2008-09 2009-10 2010-11 2011-12

IDENTIFY

ASSESS

MITIGATE

MONITOR

I AM2

Countywide Average Severity per Claim

Injuries Reported by Department 2007-08 2008-09 2009-10 2010-11 2011-12














Health System 319 277 256 272 234




LAFCo 0 0 0 0 0





Sheriff's Office 171 131 122 126 153


Other 1 0 2 1 1

Total 750 679 682 651 674

$13,386 $14,196 $14,411 $15,545

$18,872

$0

$5,000

$10,000

$15,000

$20,000

2007-08 2008-09 2009-10 2010-11 2011-12


Auto Claims

There were 190 auto claims in FY 2011-12 as

compared to 192 claims the prior fiscal year,

reflecting a 1% decrease and a 23%

decrease from 5 years ago. The reduction is

due to an increase in driver safety awareness.

In particular, Public Works has experienced a

17% decrease in the number of accidents

and Agriculture, Weights and Measures has

had a 50% decrease in the number of

accidents.

Auto Claims Information by Department 2007-08 2008-09 2009-10 2010-11 2011-12














Health System 37 53 28 26 27




LAFCo 0 0 0 0 0







Other 4 22 5 2 0

Total 247 287 212 192 190

247

287

212

192

190

0 50 100 150 200 250 300

2007-08

2008-09

2009-10

2010-11

2011-12

Countywide 2011-12 | HR Department Contacts 59

HR

STR

ATE

GIC

SU

PP

OR

T

& P

AR

TNER

SH

IPS

Donna Vaillancourt 363-4132 Human Resources Director

Peter Bassett 363-4393 Interim Assistant Director

Elvia Gonzalez 363-4333 Executive Secretary

Administrative

Services

Manager

Rocio Kiryczun

363-7844

FSM/PIPS

Administrator

Lisa Okada

363-7824

IT Manager

Belle Sierra

363-4329

Robert Anaya 363-4437 IT Analyst

Thomas Burch 363-7805 Office Assistant

Michael Carignan 363-4352 Senior Accountant

Julie Goebel 363-4006 Senior Graphics Specialist

Norma Lee 599-1130 Payroll & Audit

Honora Miller 363-4872 Director, Commission on the Status

of Women

Jackie Nunez 363-4345 IT Technician

Amelia Saria 363-4318 Fiscal Office Assistant

Lynette Soe 363-4343 Office Assistant

Donna Sakayama 363-4321 Public Services Specialist

EM

PLO

YEE

BEN

EFIT

S A

ND

WELL

NESS

Benefits

Flor DeLeon 363-4157 Benefits Coordinator

Marbella Dover 599-1926 Interim Benefits Program Manager

Pam Gibson 363-4667 Health & Fitness Program

Coordinator

Marife Ramirez De

Cartagena 363-4227 Benefits Coordinator

Filomena Viveiros 363-4229 Benefits Coordinator

EEO

/ A

DA

EEO Manager

Steve Rossi

363-4340

EM

PLO

YEE A

ND

LA

BO

R

RELA

TIO

NS

Employee

Relations

Manager

Nicole McKay

363-4339

Liz Caserza 573-2187 Management Analyst

Kim Ferrario 363-4376 Management Analyst

Michelle Kuka 363-4338 Management Analyst

Gabriel Aponte 363-4847 HR Technician

Countywide 2011-12 | HR Department Contacts 61

REC

RU

ITM

EN

T

AN

D C

LASSIF

ICA

TIO

N

Recruitment &

Selection

and Classification &

Compensation

Manager

Lisa Yapching

363-4381

Yvonne Alvidrez 363-4354 Management Analyst

Christina Chan 363-4343 Intern

Cristina Heinz 363-4384 Management Analyst

Chet Overstreet 363-4385 Management Analyst

Ursula Tercero 363-4436 HR Technician

Jennifer Wilson Reyes 599-1133 HR Technician

Myra Yapching 363-4365 Management Analyst

Kelly Yip Hoang 363-4008 Management Analyst

RIS

K

MA

NA

GEM

EN

T

Risk Manager

Scott Johnson

363-4387

Edwin Alvarez 363-4633 Office Specialist

Nenita De Jesus 599-1185 Office Assistant

Alicia Kellie 363-4613 Safety & Ergonomics Manager

Janine Keller 363-4738 ADA Manager

Wanda Mafi 363-4611 Administrative Assistant

Felicia Ruiz 363-4612 Workers’ Compensation Manager

Faiza Steele 363-4610 Management Analyst

TRA

ININ

G

& D

EV

ELO

PM

EN

T

Training &

Development

Manager

Teresa

Henderson

363-4430

Noel Coloma 363-4948 HR Technician /

Training/ Scheduling/ Registration

Ruby Diaz 363-4343 HR Technician

Rosemarie San Juan 363-4733 Tuition Reimbursement

Fingerprint Coordinator

Regina Soo 599-1915 HR Technician

Anne Weiss 363-4845 Management Analyst

Countywide 2011-12 | Index 63

About this Report, 5

Action Taken, 47

ADA, 54

Applications Received, 15

Arbitrations, 47

Authorized Positions, 11

Auto Claims, 57

Auto Claims by Department, 57

Average # of Days Lost, 55

Average Age of Workforce, 14

Civil Service Appeals, 47

Classification and Compensation Requests,

19

Classification Levels - by Position, 23

Classification Levels – Management vs Non

Management, 22

Develop & Prepare, 39

Differential Information, 24

Director's Message, 3

Diversity Demographic Information, 17

Diversity Profile, 17

EEO Issues Reported, 53

Employee and Labor Relation Cases

Referred by Department, 46

Employee and Labor Relations

Disciplinary/Corrective Action, 45

Employee Engagement Survey, 36, 37

Employee Training Participation, 42

Engage & Retain, 19

Events Impacting the County Workforce, 5

Exit Interview Summary, 32

Grievances, 47

Hire & Deploy, 11

HR Department Contacts, 59

Injuries - Average Cost per Claim, 56

Injuries Reported by Department, 56

Internship Programs, 16

LOA - Leave of Absence, 26

LTD Information, 55

Management vs Non Management Ratio,

22

Meet and Confers, 47

New Hires, 12

Overtime, 48

Overtime - Costs by Community Outcome,

48

Overtime - Hours and Costs, 48

Overtime Costs - 4 Year Trend, 49

Overtime Hours and Costs by Department,

49, 50

Performance Evaluations Completed, 50

Placement Activities, 25

Promotions, 39

Recruitments Conducted, 15

Reinforce & Align Performance, 45

Retirement Risk by Class Level, 33

Retirement Risk by Department, 34

Risk Management, 55

Salary and Benefit Costs, 9

Sick Leave Used by Department, 52

Succession Planning Initiatives /

Opportunities, 35

Table of Contents, 3

Total Injuries Reported, 55

Training

Compliance by Department, 42

Training - by Type, 41

Tuition Reimbursements, 43

Tuition Reimbursements by Department, 43

Turnover, 30

Turnover by Department, 31

TWA, 54

Vacancies, 13

VTO - Voluntary Time Off Program, 28

VTO by Department, 29

Wellness, 51

Workers’ Compensation Claims per 100

Employees, 55

Workforce At-A-Glance, 7

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