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VICE CHAIRPERSON MATHUR: Welcome, everyone, to the Performance, Comp and talent
Management Committee. I'm going to convene the meeting.
And the first order of business is roll call. COMMITTEE SECRETARY TAKEHARA: Michael Bilbrey?
VICE CHAIRPERSON MATHUR: Oh, he's excused. Sorry.
COMMITTEE SECRETARY TAKEHARA: Priya Mathur? VICE CHAIRPERSON MATHUR: I'm here.
COMMITTEE SECRETARY TAKEHARA: Darlene Schell for
Julie Chapman? ACTING COMMITTEE MEMBER SCHELL: Good morning.
COMMITTEE SECRETARY TAKEHARA: Terry McGuire for
John Chiang? ACTING COMMITTEE MEMBER McGUIRE: Here.
COMMITTEE SECRETARY TAKEHARA: Richard Costigan? COMMITTEE MEMBER COSTIGAN: Here.
COMMITTEE SECRETARY TAKEHARA: Ron Lind? COMMITTEE MEMBER LIND: Here.
COMMITTEE SECRETARY TAKEHARA: Grant Boyken for
Bill Lockyer? ACTING COMMITTEE MEMBER BOYKEN: Here.
VICE CHAIRPERSON MATHUR: We have a quorum. We also have in the room with us Mr. Jones,
Mr. Jelincic and Mr. Slaton. And I think Mr. Lind -- and Rob
Feckner -- and Mr. Feckner. Mr. Lind, of course, is on
the Committee. So all right. Let's move on. Agenda Item number 2 is the Executive Report.
Mr. Hoffner. DEPUTY EXECUTIVE OFFICER HOFFNER: Good morning.
It's a pleasure to see you all again. We'll be presenting
two items. (Laughter.)
DEPUTY EXECUTIVE OFFICER HOFFNER: I feel like I
haven't left. I'm just going to stay here all day.
(Laughter.) DEPUTY EXECUTIVE OFFICER HOFFNER: First of
all, I just want to say, I think we're extremely
thrilled to present a couple new items here as we developed
and modified as the Board approved the addition
of talent management to the Performance and Compensation
Committee, I think it was back, in February. You know,
sort of the first iteration of some of that has been the
discussions we've had around human resources and our talent
management within CalPERS.
And today, we have two significant items to present to you. One related to the workforce
strategic plan that sort of ties back to our strategic
plan over the next five years, but really looks at it from
the perspective of the staff that we have, the development,
the empowerment of those individuals to stay and be
retained here at CalPERS, in order to do the members
business, essentially. And Katie will speak to that in a
little bit. And then we have an update regarding the
Organizational Health Index survey that was completed
earlier this year and sort of the outcomes associated with
it, and the work that we're doing on behalf of the
enterprise related to it, and I'll speak to that. We did
hand out some supplemental information regarding that,
which is a couple page document that was presented along
with a couple charts. We'll speak to it briefly. But
with that, I'll just turn it over. Upon those two items, we will then go into
closed session to talk about performance, compensation,
and have discussions there. And, at this point, that
concludes my report, Madam Chair.
VICE CHAIRPERSON MATHUR: Thank you. Let's move
on to Agenda Item number 3, which is the action consent
items, approval of the meeting minutes.
What's the pleasure of the Committee? COMMITTEE MEMBER COSTIGAN: Move it.
COMMITTEE MEMBER SCHELL: Second. VICE CHAIRPERSON MATHUR: Moved by Costigan,
seconded by Schell. All those in favor say aye?
(Ayes.) VICE CHAIRPERSON MATHUR: All opposed?
Motion passes. Please note that I'm abstaining.
Agenda item 4, consent items. I see no requests to take any of these items up separately,
so we'll move on to Agenda Item number 5, which is the Strategic
Workforce Plan.
Ms. Hagen. HUMAN RESOURCES DIVISION CHIEF HAGEN: Thank
you. Good afternoon, Ms. Chair and members of the
Committee. Katie Hagen, CalPERS staff.
(Thereupon an overhead presentation was presented as follows.)
HUMAN RESOURCES DIVISION CHIEF HAGEN: Agenda Item 5 is an information item.
At the May Performance, Compensation and Talent Management Committee meeting, I discussed
the development of the Workforce Strategic Plan. I'm very
pleased to share that final plan with you today.
HUMAN RESOURCES DIVISION CHIEF HAGEN: My presentation focuses on four areas. One, the
plan's alignment with the CalPERS strategic plan.
Two, a brief description of the workforce planning.
Three, a foundation of the CalPERS Workforce Strategic Plan, and a strategic path forward
which highlights key initiatives in the next five
years.
HUMAN RESOURCES DIVISION CHIEF HAGEN: The Workforce Strategic Plan directly supports
Goal B of the CalPERS Strategic Plan by creating an effective
talent management strategy that can help CalPERS
recruit, retain, develop, and empower a broad range of talent.
In the next few moments, I'm going to walk you through
CalPERS talent management strategy.
HUMAN RESOURCES DIVISION CHIEF HAGEN: Workforce planning helps us understand our current workforce
and leverages existing talent. Furthermore, workforce
planning enables us to identify gaps in risks that aid in
the implementation of strategies to address our short- and
long-term talent needs. An effective workforce plan includes a supply
and demand forecast to identify needs, a forecast
analysis of program priorities and enterprise alignment,
development of strategies and tactics to identify those
gaps, and an evaluation of the plan in conjunction with the
organization's strategic and business plans.
HUMAN RESOURCES DIVISION CHIEF HAGEN: To initiate this process, we analyzed CalPERS
existing talent management model, and we engaged with our
internal customers, through a service level agreement
process that identified and prioritized our customers needs.
We also reorganized the Human Resources Division,
so our functions and staff more strategically support those
identified needs.
At the Investment Committee yesterday and the
Finance and Admin Committee today, there was discussion
around recruitment and retention efforts. And it's
evident how critical these issues are to ensuring our
organizational success. HR is now better poised now to
ensure this success.
HUMAN RESOURCES DIVISION CHIEF HAGEN: In the May
Committee meeting, I introduced this graphic as an outline
to CalPERS talent management approach to recruit, retain,
develop, and empower our workforce. The Workforce Strategic Plan is organized, so that each
initiative is categorized in one of these four areas. In
the area of recruitment, we are building outreach and
selection efforts to ensure we are effectively recruiting highly
qualified individuals. To develop our workforce, we offer knowledge
transfer tools, a comprehensive training program, informal
mentoring, and career services. Supporting our efforts to retain employees
and increase engagement, we foster a strong values-driven
culture through recognition and wellness programs, succession planning, and training opportunities.
We are also working on several initiatives focused on empowering staff through values
alignment and performance management.
HUMAN RESOURCES DIVISION CHIEF HAGEN: So as a
result of the service level agreement process with our
internal customers, we've added new initiatives. The
process also underscored the relevance and importance of
many existing strategies, such as knowledge transfer,
succession planning, and mentoring, based on the workforce
gaps identified. I've highlighted key initiatives underway or planned for the next one to two
years, as well as some of our longer range objectives.
Those that you have before you now are just a
snapshot. If you refer to your Board materials, you'll
see there are a number of other initiatives, but I've highlighted many of the ones we've
heard in other committee meetings the need for.
One would be a recruitment and outreach marketing plan to really focus on CalPERS being a destination
employer, and then developing recruitment plans for those
hard to recruit classifications throughout the enterprise.
The Financial Office restructure continues to be
a focus for us, as we aid in separating the finance and
accounting functions for the Financial Office. We're
doing a hiring process review in the next year looking for
efficiencies in our time to hire process. We continue to
focus on executive succession planning, and we hope to
conclude many of those activities by December of this year
for that first level of executive leadership. We have an executive onboarding project in
the works, where we'll be developing tools and
training to more effectively onboard key executives throughout
the enterprise.
And then I also highlighted informal mentoring, which, of course, is our effort to continuously
leverage learning in all directions across the enterprise.
HUMAN RESOURCES DIVISION CHIEF HAGEN: So in the
plan you'll also see a strategic path forward for the next
three to five years. We have -- the first two initiatives are actually ongoing initiatives,
pre-employment screening enhancements, and the automated HR infrastructure
solutions. We're currently making enhancements in this
year to better add -- to reduce risks rather to the
enterprise by doing a thorough pre-employment screening of
candidates. And we have plans in the next three to five
years to continue down that road of ensuring we conduct
thorough evaluations of employees before they come on
board. And then automated HR infrastructure solutions.
We have -- are looking at expanded self-service options
for our employees. We have an HR customer service survey
just in a way to ensure we're providing the customer
service needed throughout the enterprise. Stay interviews is also another retention
tool that we were talking this morning in Finance
and Admin about the need for -- to understand why our
folks are staying or leaving. And stay interviews will
aid in those retention discussions.
So these are just a few initiatives we've identified for development. The Workforce
Strategic Plan provides a comprehensive view of our planning
efforts to ensure we can meet our current and future
talent management needs.
HUMAN RESOURCES DIVISION CHIEF HAGEN: Implementation of this plan has begun and
we are track, evaluating, and measuring the success
of each initiative. We will provide committee updates
periodically. Annually, we will review the Workforce
Strategic Plan in coordination with our CalPERS business
planning process. This concludes my report. I'd be happy to
address any questions. VICE CHAIRPERSON MATHUR: Thank you. Well,
I, for one, think that this is a truly exceptional
effort and that this should be a model for the rest of
State service. Clearly, all of us in State service are facing
sort of this real -- what do I -- sort of cliff in
terms of retirements and a need to really focus on
retention and recruitment and training to ensure that we
are able to continue to deliver the type of exceptional
service that we want to.
So I'm really pleased with this effort and thank
you so much for -- to you and your team for putting it
together. HUMAN RESOURCES DIVISION CHIEF HAGEN: Thank
you. VICE CHAIRPERSON MATHUR: We have one member
of the Committee who has a question.
Mr. Jelincic. BOARD MEMBER JELINCIC: Yeah. The report raised
a few issues. But on page eight of Attachment 1, private
versus public, and you don't really need to look at it for
the observation I'm going to make. You talk about the focus on serving the public
in
the most efficient and effective manner. And one of the
other differences between the private and the public
sector is a demand for openness and treating people
equally. You know, the 80/20 rule exists through most
places, and I can tell you that Wells Fargo does not treat
its 20 percent most profitable customers the same as it
treats everybody else. So that is, in fact, one of the
differences that I think we need to recognize. You talked about the hiring on page nine.
You know, roughly half of all the hiring is internal
promotions, and I think that's a good thing. But you say
we can't sustain that kind of hiring growth. It's really
only about 300 people a year that we're hiring new into
the system. The rest are, you know, moving people around,
and I'm not even sure how much of that 300 is actually new
to the system. But why couldn't we sustain 300 people?
HUMAN RESOURCES DIVISION CHIEF HAGEN: I think from an infrastructure standpoint, you certainly
could. I don't know that that's the direction that
we want to aim for for the workforce to continuously grow. You know, the
idea, as I understand it throughout the enterprise, is
we're introducing automated tools to help us be more
efficient. And the idea would be to not continuously grow
the workforce, but to maintain or perhaps even retract in
some areas where we've gained efficiency. So that's what
that comment is referring to. BOARD MEMBER JELINCIC: So it's more aspirational
rather than a statement that we can't sustain it?
HUMAN RESOURCES DIVISION CHIEF HAGEN: Correct, yes.
BOARD MEMBER JELINCIC: I noticed that on page 12, you know, CalPERS employees typically
retire between -- well, as public service, CalPERS
employees typically retire between 55 and 60. And yet,
when you look at the stats on retirement, the average
retirement age is 60, and that includes the batches retiring
early. So clearly, there have to be some people over
-- you know, over 60. So I'm not sure the range is actually
an accurate reflection.
And the one other observation I wanted to make --
there were a number of them, but the one that particularly
stuck in my craw, is going forward, you're looking at
creating a volunteer intern program. And the -- I assume
that we're going to create volunteer interns in the management positions, because quite
frankly, if you think you're going to get volunteer interns in a
unionized civil service environment, you probably don't know
the employee organizations as well as I do.
HUMAN RESOURCES DIVISION CHIEF HAGEN: Well, I
think there's a couple things. Your page alignment is not
matching up with mine, so I'm having a hard time
following. I apologize. But what I think you're referencing, we actually
do have some unpaid interns currently at CalPERS. And I
think to your point, they are not performing SEIU work.
They're here learning. They have a program through their
school and they're following that program. So we're
looking to get a little bit more rigor around that,
establish a policy, and a screening process. So that's
one program. BOARD MEMBER JELINCIC: Are you talking like
the Hornet Foundation students?
HUMAN RESOURCES DIVISION CHIEF HAGEN: No. No,
these are interns from local universities and colleges
that are here for educational purposes. Separate from that, what we also have planned,
as a future initiative, is development of an
apprenticeship program, particularly in the area of the IT
area to bring in people early on in their careers, develop
them. It remains to be seen whether those will be unpaid or paid.
You know, we haven't gotten that far. There's various
models in State government that have a similar structure,
both paid and unpaid, but that will be during the
development of the project we'll look at those options.
BOARD MEMBER JELINCIC: I know in the unit one
contract, there actually is a provision for IT internship
program -- HUMAN RESOURCES DIVISION CHIEF HAGEN: There
is. Yes.
BOARD MEMBER JELINCIC: -- that by and large the
State has not used nearly as well as it should. HUMAN RESOURCES DIVISION CHIEF HAGEN: Yes.
BOARD MEMBER JELINCIC: And one other observation I will make. Onboarding is a nice jargon word.
Part of jargon is to make people think we're more
complicated than we actually are. So it's almost as bad as
workstreams, but that's a personal editorial.
HUMAN RESOURCES DIVISION CHIEF HAGEN: Thank you
for your comments. VICE CHAIRPERSON MATHUR: Mr. Costigan.
COMMITTEE MEMBER COSTIGAN: Thank you, Madam Chair. I just want to give, Katie, a lot of
credit to you and to Anne Stausboll and the senior management.
Sitting on SPB, we struggle often with what the workforce
will look like, and we also have -- at least, I have the seat
of seeing agencies and departments across the Board.
And the strategic plan that you guys have laid
out with what Kim was talking about earlier today with
space planning, I really don't know anybody else in State
government, and I'd love for CalHR to talk a little about
this, that, at least from a senior staff perspective, is
really as forward thinking. I mean, the discussion we had this morning
to talk about what space should look like. Now,
we're talking about how we recruit and retain, is
I was giving Doug a little bit of grief earlier just about
the IT. You know, what we need to start really focusing
on and you've given us a roadmap is we know how to get there,
now what are the barriers in our way. We address how
the workforce looks like.
And I just was meeting with the IT folks, I mean,
when you look at millennial chart, for example, I mean one
is we, as an organization, are getting ahead of what the
future worker of California looks like. And it's kind of
hard to define what that worker is going to look like.
But what a millennial wants and how they expect their work
station to look like or what they're at. So, I mean, great strategic plan. I mean,
I was working with our executive director. We're
about to put our strategic plan out, and we're trying to figure out
what, as an organization, at SPB are we going to do?
I mean, what we've tried to do, working through you all, is how do you streamline the classifications?
How do you test sooner? How do you get the person hired?
And in the IT area, it's great that we're going to start
this class, because the problem is, as J.J. pointed out
yesterday, we're never going to compete with Twitter and
other folks through their IPOs, so we have to become an
employer destination of choice, and with what Kim was
working on earlier today, and what you've done.
So I just wanted to say, Madam Chair, just great
job all around. The fact that we have a roadmap, and I
would certainly hope other agencies and departments would
look to CalPERS leadership to say here's how you do
workforce planning and development, here's how you deal
with your employees. So thank you. HUMAN RESOURCES DIVISION HAGEN: Thank you.
VICE CHAIRPERSON MATHUR: Thank you. Ms. Schell.
ACTING COMMITTEE MEMBER SCHELL: Thank you, Madam
Chair. And I also just wanted to add my high five and
kudos to you on a wonderful job. Just very thorough, very
well thought out, and we also shared with our CalHR
workforce planning managers, so you will probably be getting a phone call from here as well.
Katie, thank you. HUMAN RESOURCES DIVISION CHIEF HAGEN: Great.
Thank you. I just want to thank my management team too
for their support in this project. Thank you. VICE CHAIRPERSON MATHUR: Thank you. So we
don't have any further requests from the Committee,
but we do have one member of the public who wishes to
speak. Mr. Johnson, would you come on down. This
is the Price is Right.
Yeah, why do you always sit in the back of the
room, so you have to walk all the way down? (Laughter.)
CHAIRPERSON MATHUR: It's the wellness program, walking the length of our auditorium.
MR. JOHNSON: Yeah, I kind of always liked the
back of the bus. (Laughter.)
MR. JOHNSON: Neal Johnson, SEIU 1000. Overall, I thought -- I think this is a very
good document. I had the fortunate or misfortune
several years ago in bargaining of reading a whole bunch
of various State agency succession plans. And some of
them were quite good and some of them were quite not
so good. But I found this one was quite, I think, good,
but I have a couple of specific -- or one specific
comment, and that Mr. Jelincic touched on it, and that
dealt with the internship program. And I'm trying -- was
trying to figure out how that really differs from student
assistants, which according to a side letter we have with
the State, says that we agree that hiring student
assistant may be necessary to give students the
opportunity to gain experience in their field of study and
give the State the ability to attract high quality
candidates for possible hire. Here, we have -- obviously, giving them
experience, but I guess sort of going on the cheap and not
paying them and not considering them really employees.
And then the other thing deals with, you know, what are
they doing, and who do they wind of displacing? So having said that, like I said, I'm not
sure how it really differs from the student assistant.
Thank you. VICE CHAIRPERSON MATHUR: Thank you. Okay.
I see no further requests to speak, so we can
move on to the next item on our agenda, Agenda Item number
6, the Organizational Health Index Survey Update.
Ms. Hagen. DEPUTY EXECUTIVE OFFICER HOFFNER: Okay. Sorry
about that. So Doug Hoffner, CalPERS staff. I'll be presenting on Agenda Item 6, sort
of an overview of the Organizational Health Index
survey, and really sort of the actions and action planning
that's coming out of that, and what we, as an enterprise,
are doing regarding the feedback that we received.
Just for background, the survey was done initially in 2010, and we've done a follow-up
in 2013 earlier this year. Essentially, the survey
is a confidential anonymous opinion survey of our
employees to get feedback as to how we're doing as an organization.
And basically, this is something that has been used in
numerous other organizations and companies. In the last
10 years, probably 1.25 million or so individuals have
taken the survey to help create this sort of baseline and
peer group to be compared against, et cetera, across other
organizations. So I think it's -- I want to start off by
saying, you know, we had an 81 percent participation
by our employees as a voluntary process to participate
in. Most organizations average about 67 percent participation.
clearly, the employees are very much interested in
providing their feedback and we greatly appreciate that.
I'll kind of go back and forth and toggle between
the document I handed out our had staff hand out and then
talk about sort of the action plans and items we're working on.
One of the things that we've found in terms of
feedback from the employees was that our core values
basically contribute to our well-defined culture here at
CalPERS and makes it a strong organization that people
want to work at. So we've talked a lot about today in
three or four different committees about an employer -- a
destination employer, a place people want to work. And
that is true in terms of the feedback we received from the
employees as well. They basically -- that was one of the highest
rated categories we had, sort of our culture and our
values associated with this organization. And that's
identified in slide one of the attachment, in terms of the
overall rankings between 2010 and 2013, just to show you
sort of a comparison between the movement within the
organization. And I also want to highlight the fact identifies
us as we compare to other public sector organizations and
how we are above average in terms of those leadership
categories. Some of the feedback we received from the
employees as well was the increased opportunity for
further empowerment within the workforce. And that was
sort of built around clarifying roles within the organization. They also wanted to see
an increase in facilitation and innovation within CalPERS.
They felt that we did a good job of getting external
ideas and bringing them in and growing them, based upon
that feedback, but they wanted to see a little
bit more of internal development related to innovation
across the organization.
And they also just look and decided and felt that
we needed to see some improvement in our business processes within the organization. And so,
as a result of that, we've put together two action planning
teams comprised of approximately 30 employees. One
team will be led by Cheryl Eason, our Chief Financial Officer.
She's heading up the accountability team. And that
will tackle the sort of role clarity and process based
business processes item. She's got 11 members on her
team. And the other one relates to the innovative
-- encourage innovation and empowerment within
the organization. And that has 20 employees ranging
from analysts up to executive staff, broken into
four committees specifically led by staff within
the organization to look at creativity, the culture
of innovation, how we further developed that
within CalPERS, and what are the processes and mechanisms
that will come out of that in the near future. As a result,
the action planning teams are meeting, have met starting in September. We've
got four to six meetings depending on the actions that
come out of that. We'll be coming back to the Committee
with recommendations on what to do in terms of
those items, particularly around accountability, and that
innovative piece that the employees have asked to see,
and be more apart of. And we'll be reporting that back
out probably in the November time frame when the appropriate
committee meets. And I just want to talk about, I think,
how fantastic it is that the employees are so
engaged with the further development of their organization.
In addition to that, we've also looked at branch
level feedback, and basically each Deputy Executive
Officer or executive has been asked to come up with an
additional item that's in addition to the innovative or
accountability piece. And essentially, most of those
revolve round talent development and management, and based
on their unique special skills and needs within their
parts of the organization ties very well with the comments
that Katie provided related to our long-term strategic
workforce talent management plan. And the other big bucket of folks looked at
sort of further employee empowerment, and what
that might mean for their part of the organization. And there's
a couple others, but those were the two buckets of main activity
that many of the deputies were looking at. So with that, I'd be happy to answer questions.
You've got additional material there, additional details
that kind of walks you through 2010 to 2013, and provide
sort of a what we're doing and a look forward there. But
again, in sort of the interests of time, I thought we'd
turn it over to questions, if there are any. CHAIRPERSON BILBREY: There are. Thank you.
Mr. Jelincic. BOARD MEMBER JELINCIC: Two questions. The
action planning teams. DEPUTY EXECUTIVE OFFICER HOFFNER: Yes.
BOARD MEMBER JELINCIC: Who selected those employees and how were they selected?
DEPUTY EXECUTIVE OFFICER HOFFNER: We did a self-nominating process. So we went down to
the division counsel, in many respects, and asked for volunteers.
We asked for them to reach out to their staff.
So particularly on the innovation team, the idea
was that the employees said that they wanted to be more
engaged and more involved and develop that. So we asked
for them to participates. And people who came forward
were selected and put on the team, so we have that cross-sectional,
divisional approach. Again, there's 19 individuals comprising four different specialty teams
that make up that plan.
And the other is a little more executive led, in
terms of some of the makeup, but again we're looking for
people to volunteer to participate on those teams.
BOARD MEMBER JELINCIC: Okay. And then in 10 there was one question that was kind of surprising
the Board and I think very disappointing to the
management. And that was the -- when two-thirds of the
staff rejected the statement that favoritism was not tolerated.
How was the response to that -- was that question
asked this year, and what was the response?
DEPUTY EXECUTIVE OFFICER HOFFNER: I don't believe there was any specific question related
to favoritism. Employees had the opportunity
to provide feedback, in general, as to how they felt
about management. From 2010, I mean some of the
things that we implemented at that point in time related
to hiring was hiring panels with individuals outside of
your organization to participate, so that you wouldn't
see just a self-selection process that would be sort
of internally driven. You'd have to bring somebody in from
a different division or branch or unit within the organization
external to your own. We require that individuals to be -- when
they're being hired that the supervisors go up the chain of
command, essentially to get additional feedback, so it's
not a single decision essentially made by any one
individual. Some of those practices and processes were
established and put in place to help respond to that
feedback. BOARD MEMBER JELINCIC: Thank you.
DEPUTY EXECUTIVE OFFICER HOFFNER: Thank you. VICE CHAIRPERSON MATHUR: Than you.
Mr. McGuire. ACTING COMMITTEE MEMBER McGUIRE: Thank you,
Madam Chair. I have a couple questions, Doug. First off, the 81 percent participation is
terrific. I'm just kind of curious, was there any
incentive? DEPUTY EXECUTIVE OFFICER HOFFNER: You know,
there probably, at the end of the day, was probably some
internal competition. You know, we didn't put out, you
know, getting free stuff or gift cards or coffees or
whatever. I mean, there was some internal emails going
around about which branch can get their first to 100
percent or so. It tended to be the smaller ones that
prevailed there. I would have to say though that the staff,
in that respect -- you know, 81 percent participation.
I mean I don't know that we can ask for much more than that,
in a voluntary process. ACTING COMMITTEE MEMBER McGUIRE: Well, that's
all very positive. I just was curious, because it wasn't
mentioned. Secondly, the Controller's office is rather
new to this Committee, and so didn't really focus
on the 2010 survey. And so I kind of have a question as
to whether or not you can provide me some time -- some background
on the public sector participants, you know, what
type of public sector participants, how many, how -- what
types of organizations?
And, in some respects, that kind of leads to sort
of a following question as to whether or not there's
anyway to isolate a peer group within this analysis -- you
know, the source of this information? You know, it's one thing if you have a number
of pension plans or, you know, State government
agencies, but if it's a lot of cities, counties, police
departments, I mean, just some color would be very useful
relative to what makes up that public sector.
DEPUTY EXECUTIVE OFFICER HOFFNER: Yeah, we can
ask that question. I don't know. I mean, we'll have to
go back and see if they will tell us the specific entities
or just the type of entities that are included. My guess it will be more like the type versus
the specific entities that have participated in the past, but we'd
be happy to ask that question and provide that and give
you some color as to the type of participants and are they
-- do they look like us or not, kind of thing, so sure.
ACTING COMMITTEE MEMBER McGUIRE: All right. Thank you.
DEPUTY EXECUTIVE OFFICER HOFFNER: Thank you. VICE CHAIRPERSON MATHUR: Thank you.
Mr. Lind. COMMITTEE MEMBER LIND: Thank you. First, I
also wanted to say that the level of participation,
the engagement really speaks highly of the overall
health of this organization. I mean, it's great to sort
of feel that and the culture that -- you know, I'm
new to the Board, but I'm feeling that continuously.
I did have one result that kind of stuck out to
me. I wanted to ask a question about it. This was under
accountability. Around 47 percent say they don't have
sufficient authority to make decisions, which is, you
know, kind of concerning, because that could lead to all
sorts of inefficiencies that filter through the
organization, if people are hesitant to make a decision.
Any sort of idea what's behind that? Are there other questions that were asked that kind
of give some indicators? Is that still what has to be fleshed out
through the process? I mean, where is that coming from?
DEPUTY EXECUTIVE OFFICER HOFFNER: I have to get
further details on that, but I think essentially that was
sort of built around this sort of role clarity. What is
my job, and my responsibilities, and my authority to take
action and deal with things? And so there could be a broad spectrum related
to staff at various levels, what that means to
them. So we'd have to probably do a little further digging
on that. But the hope is with the accountability sort of
action planning team is to look at these kind of
items and come up with some recommendations and initiatives
to address them. And so, you know, any one individual's
perspective on what that means to them, we need to sort
of have a better understanding. We'll be happy to do
further research into that.
COMMITTEE MEMBER LIND: Thank you. VICE CHAIRPERSON MATHUR: I see no further
requests to speak on this item, and no members of the
public who has asked to speak on this item. So we can move on to Agenda Item number 7,
Human Resources Division Report.
Ms. Hagen. HUMAN RESOURCES DIVISION CHIEF HAGEN: Thank
you, Madam Chair. I have nothing further to report at this
time. VICE CHAIRPERSON MATHUR: Okay. So the final
agenda item on the open meeting agenda is public comment.
Is there any member of the public who wishes to speak at
this time? Seeing none.
I'm going to adjourn the open session. And we
are going to take a break for lunch and reconvene in
closed session at 12:45, is that okay? That gives us 45 minutes. All right. Thank
you.