Cuyahoga County Transition

1. Cuyahoga County Transition Human Resources Workgroup

2. Charges Human Resources Charter: Article IX Review existing Human Resources operations/procedures/technology in all the Charter impacted agencies to identify current best practices and or redundancies. Define the role of the Human Resources Commission. Recommend an organizational and operational structure for the seamless transition to a Human Resources operation that ensures: • Pay equity for comparable positions; • Standardization of benefits; • Approval of minimum and preferred qualifications; • Consistent discipline;

3. Charges • Training of management in personnel practices; • Training of employees in job functions; • Training for total quality management; • Consistent administration of a performance management system; • Coordination of recruitment; • Compliance with ethics resolutions or ordinances as passed by the Council; and, • Offer such other recommendations related to best practices for the operations of Human Resources so as to achieve optimal improvements, transformational realignment and efficiencies.

4. Human Resources Workgroup Principles Recommendations from the HR workgroup have been developed with the intent to instill the following principles in the new Human Resources Department: • Transparency and accountability • Development of a highly ethical culture • Efficiency and consistency in operations • Value diversity • Attract and retain top talent

5. Executive Committee The workgroup established an Executive Committee comprised of the following: Chief Human Resources Officer KeyCorp Human Resources Director Board of County Commissioners (BOCC) Attorney Walter & Haverfield Vice President, Facilities Planning (and former Chief HR Officer) Eaton Corporation President and CEO YWCA of Cleveland Director of Legal Affairs ADAMHS Board Chief Human Resources Officer Summit County Board of Developmental Disabilities Vice President - Human Resources Ferro Corporation Attorney Hahn Loeser & Parks LLP • Tom Helfrich (Co-Chair) • Debbie Southerington (Co-Chair) • Marc Bloch • Sue Cook • Barbara Danforth • Rose Fini • Harold Harrison • Ann Killian • Richard Prasse (Counsel)

6. Human Resources Commission Recommendations on Human Resources Commission structure, powers and duties. Organizational Design & Merger Recommendation of organizational structure of Human Resources Department. Recommendation of policies, procedures, and practices across all County Executive agencies to eliminate unnecessary expenses and duplication of services. Review of current classification and compensation plan. Subcommittees

7. Subcommittees Labor Relations • Recommendation on organizational structure of labor relations division. • Labor relations strategy. Human Resources Efficiency Review • Review current HR processes and procedures within the Board of County Commissioners Office of Human Resources and make recommendations on best practices.

8. Preliminary Recommendations 3 Major Themes Build Organizational Alignment • Consolidate HR Functions into single Human Resources Organization • Functions and Roles of Human Resources Department (HRD) and Human Resources Commission (HRC) • Organization and Staffing of Human Resources Commission Ensure Fairness and Equity • County Employee Classification and Compensation Plans • Human Resources Policies and Procedures • Performance Management Drive Efficiency and Productivity • Employee Benefits Strategy • Labor Relations Strategy • Human Resources Information Systems (HRIS and Payroll)

9. Preliminary RecommendationsBuild Organizational Alignment • Clearly delineate that the Human Resources Department directly reports to the County Executive and has responsibility for human resources operations, policy and strategy. • The Human Resources Commission has responsibility for ethics enforcement, employee appeals, and oversight of human resources performance metrics. • Centralize human resources functions of all Charter impacted agencies into a single Human Resources Department whose Director reports directly to the County Executive.

10. Preliminary RecommendationsEnsure Fairness and Equity • Continue integrating Charter-affected non-bargaining employees into the Board of County Commissioners’ current non-bargaining classification and compensation plan. • Adopt the Board of County Commissioners personnel policies and procedures and administrative rules and apply them as uniformly as possible throughout the Charter-affected agencies. • Develop and execute a performance management system. .

11. Preliminary RecommendationsDrive Efficiency and Productivity • Develop a comprehensive employee benefits strategy that provides employees with excellent coverage, aligns employee benefits and contributions across the County, and reduces costs. • Determine economic parameters for upcoming negotiations in Labor Relations contracts, develop a plan for standardization of benefits, and develop an accompanying negotiations strategy to implement the plan. • Adopt the Board of County Commissioners current HRIS (SAP) as the Human Resource Management system for all Charter-affected agencies to run county payroll.

12. Questions& Comments Thank you!