FY 2012 Operating Budget and FY 2013-2017 Financial ... - Septa

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Human Resources Project Management And Organization Effectiveness - Develop initiatives throughout the Authority to improve quality, service and efficiency. These projects are designed to effectuate positive change in a corporate culture through best practices, strategies and new work processes. EQUAL EMPLOYMENT OPPORTUNITY/AFFIRMATIVE ACTION AND EMPLOYEE RELATIONS (EEO/AA&ER) Principal Responsibilities Implement and promote the Authority’s EEO/AA Program to address the needs of an increasingly diverse workplace. Responds to complaints of discrimination/harassment filed internally and externally. Ensures compliance with SEPTA’s EEO/AA Policies and the Federal Transit Administration’s (FTA) regulations. Handles a wide variety of employee relations issues. RECRUITMENT AND TALENT MANAGEMENT Principal Responsibilities Directs and manages recruitment, hiring, testing and transferring of qualified and competent workforce ensuring equal opportunities by applying controls and compliance to applicable laws throughout the recruitment and hiring process. Continue to assure communication, documentation and a fair selection process in filling Authority vacancies. TRAINING Principal Responsibilities Provides training programs to improve employee performance, teach new skills or retrain employees as required to ensure that the work force has a comprehensive understanding of regulations, procedures, policies and skills to perform their assigned duties. Responsible for the highest quality training and follow-up recertification programs for transportation, maintenance and management employees. SEPTA Fiscal Year 2012 Operating Budget 117
Human Resources DIVISIONAL GOALS AND BUSINESS INITIATIVES • Implement a Succession Planning Process ‣ Identify competencies and values and identify key positions ‣ Design program selection methodology and criteria ‣ Create a talent pool and individual development plans ‣ Establish evaluation criteria ‣ Execute succession plans for all divisions • Provide Leadership for Human Capital Development ‣ Review training needs throughout the Authority ‣ Assess targeted position’s leadership and competency gaps across divisions ‣ Develop a curriculum that aligns with the succession plan’s key positions leadership competency gaps ‣ Create individual development plans including alternative learning and development opportunities ‣ Continue implementation of Management Development Training Programs ‣ Minimize labor and training costs by utilizing computer-based training programs ‣ Develop programs to support career development/equal employment opportunities ‣ Continue tuition program counseling in fields of study appropriate for career opportunities at SEPTA • Provide leadership for Divisional Replacement Planning ‣ Initiate bi-annual workforce planning meeting with managers throughout the Authority to monitor and reduce turnover in key positions ‣ Document and track short and long-term recruitment requirements to meet the needs of Strategic Hiring Initiatives ‣ Identify creative sourcing strategies ‣ Continue involvement in the joint SEPTA/TWU training partnership to upgrade skills of maintenance employees • Reinforce Customer Service Authority-wide ‣ Administer the employee recognition program for outstanding customer service ‣ Reinforce the customer focus in hiring, on-boarding and training processes ‣ Continue to improve the Customer Service Center in Human Resources to better serve employees with customer satisfaction as a priority ‣ Continue the Human Resources Generalist Program to assist in the achievement of Authority goals by increasing the number of HR business partners to assist onsite managers and employees SEPTA Fiscal Year 2012 Operating Budget 118
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The Government Finance Officers Ass
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SEPTA Fiscal Year 2012 Operating Bu
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Southeastern Pennsylvania Transport
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Introduction and SEPTA Profile SEPT
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Introduction and SEPTA Profile Popu
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Summary of Assumptions This documen
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FINANCIAL PLANNING POLICIES Financi
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EXPENDITURE POLICIES Financial and
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Financial and Budgetary Policies Ca
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Financial and Budgetary Policies Fu
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Annual Budget Process Fiscal Year 2
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Organizational Structure The Pennsy
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Operating and Staff Departments FIN
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Fiscal Years 2010 and 2011 Actual a
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Financial Projections With the pass
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Operating Revenue SEPTA receives re
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Operating Revenue $10 Investmentt I
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Subsidy Introduction Total subsidie
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Subsidy In addition, the operating
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Fiscal Year 2012 Operating Budget C
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Local Subsidies City Regional Total
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Expense Assumptions LABOR & BENEFIT
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Expense Assumptions SEPTA Fiscal Ye
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Allocation By Division - Fiscal Yea
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Detail of Expenses - Fiscal Year 20
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Headcount Authorization Cause of Ch
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Fiscal Year 2012 Headcount Authoriz
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Corporate Staff SEPTA Fiscal Year 2
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Corporate Staff HEADCOUNT OPERATING
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Corporate Staff Improve Customer an
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Operations Overview The Operations
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Glossary of Acronyms P PCC Car - Pr
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Glossary Americans with Disabilitie
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Glossary E Enterprise Funds - Funds
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Glossary L Leases and Rentals - The
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Glossary currently consists of thre
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