Page 206 - City of Westlake FY20 Budget

Goals and Objectives

21 Human Resources

In cooperation with the Town of Westlake and Westlake Academy Leadership Teams, research,
recommend, and implement retention strategies across the organization.
Analyze all positions by actual job duties and review and/or update position descriptions.
In partnership with the Finance Department, complete the integration of the TxEIS position
requisition system into existing modules.
Assess the integration of Frontline software modules for the school (timekeeping & absence
management, along with potential HRIS solutions).
Assess and recommend enhancements for employee timekeeping and exception reporting.
Update position descriptions for the Town of Westlake and Westlake Academy.
Asses and update employee onboarding processes.
Design and implement position change forms for Westlake Academy to provide proper paper
trails and approval steps.
Conduct a comprehensive employee benefits survey for the Town of Westlake.
Research and assess the Municipal health and dental insurance bid processes for enhancements,
or as an alternative explore neighboring city interest in a health and dental insurance consortium
with neighboring cities beginning in January 2021.
Research the possibilities of incorporating wellness and health screenings on a quarterly or semi-
annual basis, in cooperation with our health insurance carriers and/or outside entities.
Assess opportunities to mitigate risk at all municipal facilities, issue recommendations.
Explore the expansion of the “work for a day” concept. This allows opportunities for others to be
educated of the jobs that peers perform, fostering greater levels of cohesion and understanding
the various roles within the Town.
Assess additional employee recognition opportunities that have not been previously
implemented.
Develop a system that provides additional training opportunities for employees, promoting the
attainment of certifications and/or relevant job training.
Perform a comprehensive five-year analysis of turnover within the organization.
Continue the improvement of the organization’s onboarding process to maximize employee
retention and cohesion with the organizational culture.

Performance Measures

Bench 2018 2019 2020

Mark Actual Estimated Target
INPUTS (the resources that contribute to the production & delivery of outputs)
Usually a NOUN – we use staff, time, money, materials, equipment, technology, etc.
1. Full Time Equivalents n/a 2.00 2.00 2.00
2. Department Expenditures n/a $16,627 $38,835 $39,835
3. Department Payroll & Related n/a $229,282 $243,462 $255,663
MEASURES OF EFFECTIVENESS/EFFICIENCY (the result or consequence of achieving your
output)
(the ability to do things well, successfully, and without waste)
1. Time to fill vacant positions 45 45 45 45

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