The URL can be used to link to this page

Home My WebLink About5-year personnel Forecast5-year personnel Forecast 11/12/2012 Purpose The Five-year Personnel Forecast is an informational tool that illustrates anticipated future staffing needs to the Town Council. As a crucial strategic component for the organization, this forecast contemplates current and future service demands based on historical growth and trends. As service demands increase, staffing levels must remain commensurate in order to maintain the quality of services delivered to the community. In addition, the successful accomplishment of Westlake’s established strategic goals and objectives requires adequate human resources. This forecast is not based on any additional development projects, or contemplated expansion scenarios at Westlake Academy. As an informational document, the five-year personnel forecast does not constitute any approval for adding additional staff. All proposals for staff increases will be presented to the Town Council for approval during the annual budget process. Organizational Staffing History The Town of Westlake hired its first full-time employee in 1999. In 2001, three additional employees were hired, and the Town Secretary position was increased to a full-time position. Between FY 01-02 and FY 02-03, many of the Town’s departments were created. These departments included Finance, Human Resources, Municipal Court, Public Works, and Fire/EMS . In FY 03/04, the Town had 23 employees (FTEs), and 10 of these employees were in the Fire/EMS department. By design, many of the non-Fire/EMS staff were directly involved in supporting the construction and opening of Westlake Academy, giving birth to our “Shared Services Model”, which remains in use today. In FY 04-05, the Facilities/Parks & Recreation Department was added to primarily support the facility needs of Westlake Academy. The Building Inspections Department was also brought in- house during this time, resulting in a significant decrease in expenditures for outsourced inspections. Since 2003, staffing levels at Westlake Academy have nearly quadrupled in response to increased student enrollment, expansion and the addition of specialized programs. This level of growth has resulted in a significant impact on the level of services provided by Town staff through the Shared Services Model. While this growth has had an effect on nearly every department, the Departments most affected have been Finance, Facilities, and Human Resources. The following chart illustrates staffing levels from FY 03/04 to the present, including recommended positions to be added in the next fiscal year. It should be noted that the numerical data illustrated in this report does not include temporary positions, substitute teachers, internships, reserve firefighters, or outsourced positions. Town of Westlake Five-year Personnel Forecast 5-year personnel Forecast 11/12/2012 0 10 20 30 40 50 60 70 80 23 24 24 24 25 25 25 25 25 25.75 28 20 24.5 32.4 36.4 42.2 49.1 56.6 60.6 66.8 73.3 75.5 Total Westlake Staff by Fiscal Year (FTEs) 2004 -2014 Town FTEs Academy FTEs During this time period, Town staff levels have remained relatively unchanged. In FY 12/13, a part-time Utility billing clerk will be added, and it is estimated that this position will become full-time within two years in response to an increase in the number of water utility accounts. 5-year Staff projection In addition to the part -time position added this year, staff recommends the addition of 6.75 FTEs by FY 16-17. The following page illustrates the current staffing levels, as well as the projected totals by department for each fiscal year. It should be noted that the Fire/EMS Department utilizes part-time firefighters to supplement its staffing levels during the most active periods of each shift. Although not shown in the department totals, the part-time reserve firefighters represent a 1.5 FTE. If recommended Fire/EMS staff additions are approved over this five-year period, there will be a partial offset in expenditures through reduced utilization of reserve firefighters. 5-year personnel Forecast 11/12/2012 20 23 26 29 32 35 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 25.75 27.75 29.25 30.5 32.5 Town of Westlake Recommended 5-year staffing levels Re c o m m e n d e d F T E s Recommended FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Fire & EMS 9 10 11 12 13 Planning & Dev. 1.33 1.5 1.5 1.5 1.5 HR/IT 1.33 2 2 2 2 Town Secretary 1 1 1 1 1 Public Works 2.75 2.75 2.75 3 4 Fac./Parks & Rec. 1.33 1.5 1.5 1.5 1.5 Finance 3 3 3 3 3 Administration 1.75 1.75 2 2 2 Communications 1 1 1.25 1.25 1.25 Court 3.25 3.25 3.25 3.25 3.25 Total FTEs 25.75 27.75 29.25 30.5 32.5 5-year personnel Forecast 11/12/2012 0.0 0.5 1.0 1.5 2.0 2.5 3.0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 0.75 2.0 1.5 1.25 2.0 Re c o m m e n d e d F T E s Town of Westlake Recommended 5-year staffing increases (approved) Recommended FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Five-Year Total Fire & EMS - 1 1 1 1 4 Planning & Dev. - 0.17 - - - 0.17 HR/IT - 0.66 - - - 0.66 Town Secretary - - - - - 0 Public Works 0.75 - - 0.25 1 2 Fac./Parks & Rec. - 0.17 - - - 0.17 Finance - - - - - 0 Administration - - 0.25 - - 0.25 Communications - - 0.25 - - 0.25 Court - - - - - 0 Total FTEs 0.75 2.0 1.5 1.25 2.0 7.50 5-year personnel Forecast 11/12/2012 Recommended Staff Additions by Fiscal Year (FTEs) FY 12/13: 0.75 Utility Billing Clerk (approved in FY 12-13 budget) FY 13/14: 1 Lt. Firefighter/Paramedic 0.66 HR Technician, 0.17 Facilities Admin, 0.17 Planning & Dev. Admin = 1 FTE FY 14/15: 0.5 Administrative Assistant (split between Town Manager and Communications) 1 Firefighter/Paramedic FY 15/16: 0.25 Utility Billing Clerk (making the position added in FY 12/13 full-time) 1 Firefighter/Paramedic FY 16/17: 1 Public Works Technician 1 Firefighter/Paramedic Conclusion Town of Westlake staff ha ve always been very mindful of controlling expenditures and being wise stewards of public funds. Employee costs represent a majority of our operating budget, and all recommendations to increase staff levels are made only after careful consideration. The Town expects to continue utilizing interlocal agreements and contracted services to control expenditures in the future, where appropriate. All recommended staff additions have been made when it has been determined that outsourcing these services would not be cost effective or operationally strategic. It is also expected that the Town will continue to utilize temporary positions, internships, and other cost-effective measures to meet service demands without unnecessary additions to current staff levels.