Reorganization Through Reduction (RTR)

Transcription

1 General Government Oversight Committee Reorganization Through Reduction (RTR) Neal Alexander, Director North Carolina Office of State Human Resources 1

2 Reorganization Through Reduction Purpose RTR is a voluntary employee separation program created by the General Assembly in 2013 and established under the direction of the Office of State Human Resources (OSHR) to enable an agency to: Restructure, Reorganize, Gain financial and/or Skill-set efficiencies in order to increase agency effectiveness and achieve agency business needs, objectives and goals The RTR program may be utilized within cabinet and council of state agencies. 2

3 Reorganization Through Reduction (RTR) Issues Remaining from February 8, 2016 General Government Oversight Meeting 1. Chart or document of the reorganizations that occurred for each of the agencies that participated in RTR. 2. How did agencies fund the RTR payouts? 3. How is success for the RTR program measured? 4. What types of follow-up or tracking is done during and after the RTR process? 5. How many individuals came back to work in State government after 6 months? After 1 year? 6. For employees who took the RTR option, were exit interviews conducted? If so, what did employees report as the reason for accepting the RTR offer? 3

4 1. Position Outcomes for Total RTR Program Skill-set or Financial Efficiency (23%) Position was kept within the same classification and structure. Position may have been filled with an employee at a lower salary. Abolished (4%) The position will not be filled and funds are distributed elsewhere. 5 / 4% 30 / 23% 39 / 31% 54 / 42% Restructured (42%) Position with new working title and primary job duties or position reorganized to a new work unit. 128 Total Positions Reclassified (31%) The reallocation of an individual position to a different classification. OSA is currently in the RTR process, so they were not included in this data 4

5 1. Position Outcomes by Agency Skill-set or Financial Efficiency Reclassified DHHS (39 Positions) 13% 18% 69% Skill-set or Financial Efficiency Abolished DOA (31 Positions) 6% 19% 45% 29% Reclassified Skill-set or Financial Efficiency Abolished ITS (11 Positions) 9% 18% 73% Skill-set or Financial Efficiency Abolished Reclassified OSHR (22 Positions) 27% 5% 9% 59% Skill-set or Financial Efficiency DNCR (17 Positions) 24% 47% 29% Reclassified OSBM (8 Positons) 100% Skill-set or Financial Efficiency *OSA is currently in the RTR process, so they were not included in this data 5

6 2. Funding Sources for Total RTR Program Federal 1% Severance Fund Session Law Senate Bill % 9% 7% Severance Fund 68% Severance Expenditure Reserve To fund severance-related obligations to State employees subject to the State Personnel Act, and employees exempt from the State Personnel Act, who are separated from service due to a reduction-in-force action. Funded in FY 11/12 and 13/14 FY 13/14 funds utilized for RTR in FY 14/15 6

7 2. Funding Source by Agency DHHS (39 Positions) Lapse Salary OSHR (22 Positions) Receipt 14% OSA (12 Positions) ITS (11 Positions) 21% 79% Split Funded 86% Severance Fund Lapse Salary 100% Receipt 100% DNCR (17 Positions) Federal 12% DOA (31 Positions) OSBM (8 Positions) 88% Severance Fund 100% Severance Fund 100% Severance Fund 7

8 3. Performance Measurements 1. Percent (%) of positions restructured / reclassified / abolished through RTR = 77% Indicates skill set changes OSA excluded from analysis 2. Ratio of voluntary to involuntary separations through RTR = 17:3 (119:21) based on 140 total positions Indicates mission alignment with voluntary nature of separation program Also consistent to state that 85% of separations were voluntary 3. Percent (%) of employee RTR applications accepted by agency = 100% Indicates that employees are not arbitrarily prevented from program participation 8

9 4. RTR Tracking Process DURING Process In order to maintain consistency and operational control, OSHR completes the following: Reviews and approves agency RTR plan before beginning process Coordinates timing and needs with BEACON, the retirement program, and others Prepares separation calculations and employee packets with RTR information Attends agency employee orientation to ensure all questions are answered Employee volunteer forms are returned directly to OSHR Answers any questions during the process Continued 9

10 4. RTR Tracking Process DURING Process In order to maintain consistency and operational control, OSHR completes the following: Continued Sends employee approval letters Maintains contact with agency to determine final RTR and, if applicable, RIF separation dates Sends employee separation action forms to BEACON Notifies agency contact when separation action and leave payouts are approved by BEACON Prepares, sends and receives settlement agreements from volunteer employees. Then, forwards agreements to BEACON to process separation payment OSHR coordinates with OSBM for approval of fund disbursement 10

11 4. RTR Tracking Process AFTER Process The agency is responsible for submitting a post-implementation report to OSHR with the following: A synopsis of their reorganizational plan How many employees were separated What changes were made with the positions that were left vacant Any further changes that are being made to meet the initial objective 11

12 5. Employees Returned to State Government 16* Employees Returned to State Government *Out of 128 total positions Timeline for Return to State Government RTR-RIF (Involuntary) 2 3 Returned to Temporary Employment Returned to Full Time Employment RTR-RIF (Involuntary) 8 RTR (Voluntary) Returned to Temporary Employment Returned to Full Time Employment LESS THAN 6 MONTHS 6-12 MONTHS MORE THAN 12 MONTHS 2 Returned to Full Time Employment 12

13 6. Exit Interviews RTR Separation Type Involuntarily Separated Employees separated either voluntarily or involuntarily 85% 15% Voluntarily Separated 13

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