Employee Development

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Breadcrumb: Service Area Summaries > Public Works > Bureau of Environmental Services > Retired Program Offers. . . . . . . . . > Employee Development

City of Portland Fiscal Year 2026-27 Proposed Budget Public Works > Bureau of Environmental Services > Employee Development Employee Development Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed Grand Total - Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Materials and $10,000 $10,000 $0 $0 Services Personnel $52,497 $54,504 $0 $0 Grand Total $62,497 $64,504 $0 $0 Program Description and Goals This program expired in FY 2020-21 due to the bureau's reorganization. The key functions of this program are now reported in the new Business Support Program. It no longer exists and has been sunset. It will continue to be displayed in the budget book until the budget data drops off. The Employee Development Program is aligned with the strategic goal area of Workforce Development, which involves developing, retaining and attracting highly skilled, diverse and knowledgeable employees that can meet the challenges ahead. This program aims to identify and coordinate training needs and solutions for managers and employees, manages the employee recognition program and supports employee completion of required trainings. The Wastewater Group's Learning and Development work unit is also budgeted within the Employee Development Program. Services 788

City of Portland Fiscal Year 2026-27 Proposed Budget Equity Impacts The bureau's Strategic Plan identifies Workforce Development as one of six key goal areas. To achieve its strategic outcomes, the bureau needs a highly engaged and committed workforce. Nearly one-quarter of the bureau's workforce will be eligible to retire over the next five years. In addition, effective integrated business processes require that employees be trained in current and emerging processes, best practices and technology. Cross training and information sharing, as well as training the new generation of workers, are critical to ensuring the bureau's long-term success. Another critical goal is ensuring the safety of our employees and the public. The Employee Development Program works closely with the bureau's Risk Services Division to develop and update the list of required safety trainings. Trainings that are offered to employees are tracked and reported quarterly. The Wastewater Group's Learning & Development work unit completes assessment and ongoing management of training needs for Wastewater Group staff and related functions. It also provides support for succession planning and employee transition through knowledge capture, skill development and program/work unit orientations, and supports advancement of workforce initiatives that can encourage workforce diversity and career advancement such as trainees, apprentices and interns. BES has a successful onboarding program (implemented in FY 2017-18) and employee recognition program that help employees understand the bureau's varied, interconnected areas of work and how employees' work supports our mission. The bureau's PEER program improves BES culture and empowers employees to address workplace and personal challenges. Changes to Program For many years, the bureau has attempted to manage training and development in a non-coordinated fashion due to resource limitations. Currently, most bureau activities related to employee development are dispersed throughout various individual program budgets (and not comprehensively reflected under this Program Offer budget). As a result, training and development opportunities for individual staff can be unintentionally inconsistent, missed or unavailable. Recent strategic efforts (including the BES organizational transition assessment) have identified the critical nature of a more coordinated effort to ensure that training and development opportunities become available to support the entire BES workforce. In FY2020-21, the bureau is requesting a training coordinator to better integrate, facilitate and monitor all training throughout the bureau. As part of the upcoming organizational transition work, the bureau will be looking to inventory currently disparate training/workforce development activities and assembling a more cohesive strategy for identifying and allocating employee development opportunities, including development of standardized practices and protocols. Effectively managing this effort will be challenged to succeed without a dedicated, full-time subject matter expert. Future improvements to bureau-wide training and workforce development are likely, given that the bureau's Strategic Plan emphasizes workforce development as one of the six primary goal areas. Additionally, the new BHR training application for employees has increased responsibilities to enter and track data within the system. The upcoming FY2020-21 Citywide roll out of an employee performance management module will also meaningfully connect current HR administrative functions to training/development opportunities. The Employee Development Program will be working closely with BHR to (1) ensure that BES managers and employees know what trainings are required/available and whether they have been completed, and (2) provide training on how to use the new systems. It is expected that adding the new Coordinator position will allow the bureau to more effectively manage through these collective changes, resulting in more equitable opportunities and improved employee retention and skill development over the long-term. 789

Parent: Retired Program Offers. . . . . . . . . · PDF: pp. 788-789 ↗