The FY18 budget includes performance increases (SPIs) for all pay groups, sworn and non-sworn. Human Resources continues to conduct market analysis for non-sworn pay classifications, which will inform future budget decisions. Police and Fire market pay analysis is also conducted annually in conjunction with the collective bargaining process.
The FY19 Budget includes an across-the-board mid-year pay increase of 2%.
The FY18 budget increased the employer contribution to the Municipal Employees' Retirement Plan from 11.5% to 15.5% (+35%). On July 11, 2017, the MERP actuary reported that the plan has a very reasonable employee contribution rate at 6.5%.
100% complete as of July 1, 2017
The FY18 budget includes a 10% increase in employees’ benefit allowance, which is an important part of an ongoing, comprehensive re-evaluation of health insurance options, to take some of the burden of relentless cost increases off of employees. The Mayor also formed a health insurance working group to evaluate the city's current benefit options and make plan recommendations for the 2018 calendar year. After considerable analysis and deliberation, the health insurance working group recommended and the Mayor approved a change in insurance providers.
The new health insurance approach also includes a choice for all employees between full access to Care ATC's network of clinics or a $1500 contribution to a health savings accounts (HSA).
Complete - The Mayor announced the new approach to employee insurance on August 14, 2017. Open enrollment will begin in November.
In the FY19 Budget, the City is funding the full cost of the projected 10% increase in healthcare costs for employees.
In an attempt to identify funding opportunities for making sure employees are paid market rates, the City Council and Mayor's Office created this team tasked with evaluating a variety of increased revenue options.
The group is working on creating a Citywide Fee Policy to ensure that updated fees are consistent and adequately capture costs to provide services. The goal is to finalize that policy by end of CY 2017.
The group is also working to evaluate potential revenue increases including charging more for services we provide and requiring payment for things we currently give away (e.g. mulch). The goal is to review and update 3-5 fees per quarter.
61% of employees taking the first all employee survey reported that their department is not sufficiently staffed. This working group came together to better understand what causes insufficient staffing and identify actionable ways that we can improve staffing levels.
80% Complete - The top preferred recommendation from this group was to Improve the time it takes to fill a job vacancy. The new Munis HR software is expected to greatly reduce the time it takes to fill open positions. Once the software is being used full time (early 2018) we will start collecting better data on time to fill positions. In Summer 2018 we expect to review the data and determine if we still have process improvements to make. If so, this will most likely be an Innovation Champion project.
The second preferred recommendation was to change the perception & culture to make the City of Tulsa a more positive & encouraging place to work. The Spirit Ambassadors are working to plan for opportunities in the near and long-term future to make this a reality.
The third preferred recommendation was to update policies & procedures to make them more positive & employee-friendly. Please see all of the Policies Working Group updates on this page to get more information on the work we've done and plan to do in this area.
The Training Task Force began working to identify how we could improve our efforts at providing training, education and development opportunities for City employees. A representative was appointed to the task force from every city department. Representatives identified best practices for providing training and scored their departments and the City as a whole at achieving those best practices. The Task Force presented a written recommendation to the Mayor and Senior Leadership.
Ongoing. PPR/Coaching skills training will be a priority for Fall 2018. The next Leadership U Class is planned to begin in January 2019. HR is reviewing other possible ways to improve training coordination city-wide.
Munis HR Management can modernize the way managers and employees do the administrative aspect of employee development. This working group looked at how we currently handle the PPR process and worked to see how we could update the process to deliver better outcomes for supervisors and employees.
90% complete. Testing in the Munis PPR module began in June 2018 for a small group of employees and should go live for all other employees in late summer/early fall 2018.
Mayor Bynum proposed a City Charter change to the City Council which would more clearly allow city employees to participate in politics while off duty.
The Mayor formed a working group comprised of employees from Finance, Human Resources, Streets & Stormwater, Asset Management, Municipal Courts, Fire, AFSCME, and Legal to review the way personnel policies are developed and establish a process for creating and revising future personnel policies. The new process requires that for each newly-proposed policy or policy revision, a Policy Development Committee will be created which includes representation from employees at all levels of the organization, including both administrative and operating departments.
A new telecommuting policy was approved in November 2017 and can be viewed here.
Nepotism and fraternization policy committee recommendations have been finalized and are pending approval.
An orientation working group is 75% complete. Improvements will include policy for new hire orientation at a city-wide and departmental level.
A progression work group is continuing to identify potential improvements to the progression program and job descriptions.
The Mayor announced the creation of a new paid volunteer leave policy and signed Executive Order No. 2017-03 to create the City of Tulsa Reading Partner Tutoring Initiative. This initiative encourages City employees to volunteer as reading tutors for first through third grade students in select TPS schools.
100% complete as of March 21, 2017
The Mayor formed a working group comprised of Mayor's Office staff, department heads, City legal, and employees throughout the organization to review the employee discipline process.
100% Complete - The Mayor signed the revised Disciplinary Guidelines on October 25, 2017. The revised copy can be viewed here.
The Mayor formed a policy development committee including employee representatives from Human Resources, Finance, Streets & Stormwater, Water & Sewer, Asset Management, IT, and Communications. The committee met for several weeks to refine the city's premium pay policy. The committee also conducted an employee focus group to receive feedback on the potential changes from employees who would be affected by them.
100% complete - The new policy was approved in December 2017 and can be viewed here.
Tulsa Spirit exists to improve communication and increase interaction among employees, provide for a variety of employee activities and help recognize employees for the work they do for the City of Tulsa.
Ongoing - Every city department has a representative who participates in Tulsa Spirit. These representatives serve on four committees: Events & Fundraising, Wellness, Recognition & Compassion, and Charter & Bylaws. The Mayor specifically allocated $5000 for Tulsa Spirit initiatives in the FY18 budget.
Spirit organized an employee appreciation event at the Tulsa Zoo for all City employees on June 30th.
In accordance with the City of Tulsa's commitment to safety, each department will be responsible for establishing a health and safety committee. Each department will be responsible for determining the number of safety committees needed at a department and/or division level, giving consideration to the particular size of their department and ability to appropriately address safety needs. The safety committee will be established with the following objectives in mind. (1) To maintain and enhance employee interest in health and safety issues, (2) Help ensure managers, supervisors and employees are aware that working together they are primarily responsible for the prevention of workplace accidents, (3) Provide an opportunity for the free discussion of health & safety issues and possible solutions, (4) Reduce the risk of workplace injuries and illnesses, (4) To inform, educate and train management and employees about health and safety issues, (5) to assist with the City's safety excellence recognition program.
All departments have an established and operational safety committee. This will continue to be utilized for items such as injury review and RAPID form submission reviews. Items will also appear on 2018 safety compliance audit.
Enterprise Resource Planning software will replace the old software used to manage financial data. In implementing the software we will also be updating processes to improve flow of work for employees and provide greater customer satisfaction.
Changes in this system include changes to Utility Billing, Core Financial data, and Document Storage
Core Financials is 90% complete. Accounts Receivable, Vendor Self-Service, Bid Management and P-Cards remain.
Communications shares updates on this project through the MyFoundation monthly newsletters so keep an eye out for those with more details on what's to come.
Existing Human Resources software will be replaced. This includes updates to employee applications, storing information on employee skills and training, and payroll processing. This should greatly reduce the time it takes to update, post, and fill vacant positions.
95% complete - HR modules are 95% complete. The benefits enrollment module has been added and will begin implementation and roll out in October 2018. Enhancements are expected in many modules with the Tyler system upgrade expected in Fall 2018.
When citizens and customers need assistance or guidance it should be as simple as possible for find the best person to help them. The Customer Care Center recently launched a Customer Relationship Management system (CRM) to simplify the process for a citizen to make a request. The system allows citizens to make a requests by (1) the traditional method of dialing 311, (2) through the internet at www.Tulsa311.com, (3) a new live chat feature online, or (4) through a new mobile phone app called Tulsa311. Once a request is submitted Customer Care is able to effeciently submit work orders to the departments and work groups responsible for fulfilling the request.
90% Complete - Customer Care Business Systems Liaisons are interacting with departments across the enterprise to improve and streamline service request processes.
This service is not just for citizens. Employees are encouraged to download the Tulsa311 app and submit requests for improvements that they see throughout the city as well. For example, if you see a pothole, you can report it from the mobile app or online and feel confident that Customer Care will notify the right department and crew and that the pothole will get filled much more quickly than if you personally try to find the right person to fix it.
Energov/Tyler Technology software will replace the old software used to manage Planning and Development permitting processes. In implementing the software we improve flow of work for employees and provide greater customer satisfaction through efficient and timely services.
Project Goals are to design a system to reduce duplication of efforts and errors when processing permit documentation; Improve the flow of information between departments, agencies, employees and citizens - allow easy access to information that is transparent and allows the City to analyze data. To allow City customers to do business with the City through an online portal that improves efficiency of submitted required applications and plans, the review and issuance of permits, and access for citizens and employees to track process.
We are live!
99% complete - The team is currently working with Tyler to determine the extent of the capabilities of Tyler's Incident Management (TIM) module. Once the capabilities are identified, the team will assess the feasibility of an integration with Kana.
Affinity will be replaced with the Munis Utility Billing Software. There are several interfaces to build that should impact utility billing in a positive way.
The utility billing module is tentatively set to go-live in October 2018. The go-live has a number of contingencies. It is likely that development and configuration will last until March 2019.