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HomeMy WebLinkAboutFY 2016 Budget Presentation-Human ResourcesRE C r:.!VED ·15 M A R 27 -~ 8 :QB COUNTY OF KAUA'I Department of Human Resources 2016 Budget Presentation April 16, 2015 Janine M.Z. Rapozo Director ---1 1 11 Halo Halo 2020 Growing Kauo1 responsibly. DEPARTMENT OF HUMAN RESOURCES I. Mission The Department of Human Resources (DHR) shall service all County departments and agencies with the full range of human resources functions based upon merit principles and devoid of any bias or prejudice including recruitment and exam, classification and pay, labor relations, payroll and benefits coordination, employee development and training, employee relations, and health and safety for the successful achievement of Countywide goals. II. Successes and Achievements/Highlights In the November 2014 election, the electorate voted to amend the County Charter creating a Department of Human Resources for the County ofKaua'i. Although it appears to be a simple name change from the former "Department of Personnel Services", the amendment also expanded the functions of the department to include the full range of human resources management. Last year, a County Customer Service Mission Statement was created by a committee of employees. This year, the committee continued its efforts with the creation of a Countywide Values Statement. "PRIDE", an acronym for Pride, Responsibility, Integrity and Respect, Diligence, and Empathy, Gratitude, and Humility was introduced to employees in the County's September newsletter. Tent cards were distributed and posters were hung in our various conference rooms with both the Values Statement and Customer Service Mission Statement to constantly remind our employees of their responsibilities as public servants. During this past year, the department continued with the centralization of duties from the various departments. Countywide coordination of OSHA's required Hepatitis B vaccination program was achieved ensuring compliance of the regulatory requirements. Since July 2014, a total of seventy-seven (77) employees completed the Hepatitis B series (three shots) and over one hundred twelve (112) additional employees have received at least their first and/or second shot of the three-shot series. In addition to providing for the safety of our employees, a big success in centralizing this function was the realization of financial savings of over $27 ,000 due to leveraging the basic principle of economies of scale. For the first time, recruitment for the various youth summer employment programs (Parks and Recreation Summer Enrichment Program, Mayor's Office Internship Program and the Water Department Internship Program) has been consolidated to allow applicants to complete one (1) application form for any one (1) or all of the three (3) employment opportunities. The DHR is coordinating this effort including the development of the job posting, accepting and reviewing applications , referring applicants to the respective departments, and coordinating pre-employment requirements once selections are made. 2016 Budget Presentation Page 1 The DHR also took the lead in providing all departments with updated employment labor law posters. A total of eighty (80) posters were distributed for all facility locations ensuring compliance with federal and state notification requirements. The updated posters were needed due to changes in various federaVstate laws such as the minimum wage increases effective January 1, 2015. The coordination of completing Job Performance Reports (JPR) has also been centralized with the DHR. Monthly informational memos are sent to respective departments when JPRs are due to ensure that employees are provided the necessary feedback with regards to their job performance. A new benefit, the Qualified Pre-Tax Transportation Benefit became available to employees last summer. Eleven (11) employees currently participate in the program by purchasing annual bus passes on a pre-tax basis through payroll deductions. This benefit helps to reduce the amount of taxable earnings for employees, which decreases the amount of FICA (Social Security and Medicare) and income tax withholdings. III. Fiscal Year 2014-2015 Goals and Objectives Goal: To support all County departments, employees and the Will objective(s) general public with the full range of human resource functions be accomplished by 6/30/2015? Objective: Successfully transition the payroll functions from Yes the Finance-Accounting Division by October 2014 In October 2014 , the central payroll functions were successfully transferred from the Department of Finance to the DHR. Three (3) positions were relocated to the DHR and all functions and accounts were transferred . This change has created a centralized management structlire that oversees heavily interdependent personnel functions and further serves to increase efficiencies through the development of common goals. Objective: Expand DPS's centralized repository to include all Yes circulars, memos, and training opportunities along with County-wide forms, policies and procedures With the name change to the Department of Human Resources , all forms are currently being revised, are systematically being numbered by division and reposted in the department's centralized repository located on the County's SharePoint site. In addition , the department is working with Finance-IT to restructure the SharePoint site to provide easy retrieval of necessary forms and information by the various departments . 2016 Budget Presentation Page 2 Objective: Update DPS's website to include frequently asked Yes questions and other common issues to enhance customer service In the past, applicants have complained of having difficulty navigating through the County's NeoGov application process. As such, the department has made changes to the County website with additional links and explanations to allow for easier access and understanding when applying for County job opportunities. The department will continue on this effort and other areas of our website to enhance the quality of the information. Objective: Prepare accurate and timely transactions and submit to departments at least one (1) week before the effective date A lot of time and effort has been expended in developing policies and procedures and in working on communications with the various departments in the preparation of accurate and timely transactions. Several steps have been taken including the development of a comprehensive spreadsheet listing step movement dates for all employees, setting up a calendar reminder system one month ahead of time to prepare for all upcoming transactions, and a tracking system to ensure that transactions are processed by the departments and returned to the DHR for final execution. The department continues to make strides in this area and hope to meet this objective b y the end of the fiscal y ear. Goal: Attract, value, support, and retain a fully-staffed, q ualified and diversified workforce Objective: Allocate positions to proper existing or new classes within forty-five (45) days Since July, two hundred five (205) classification requests have been completed. Of these requests, ninety-two percent (92%) have been completed within forty-five (45) days. Objective: Reduce the backlog of classification requests by fifty percent (50%) At the start of the year, there was a backlog of twenty (20) classification requests. Currently, there are twelve (12) classification requests that are pending review beyond forty-five (45) days. Objective: Provide responsive, fair, and consistent recruitment and examination services to departments, employees and job applicants by certifying eligible applicants within sixty (60) days of closin 2 date 2016 Budget Presentation Yes No; however, close to one hundred percent (100%) will be achieved. Yes ; before the end of the year, we are striving to obtain the fifty percent ( 50%) reduction. Yes Page 3 Of the one hundred fourteen (114) recruitment requests received since July 2014 , thirteen (13) requests were cancelled , two (2) are in the approval process, one (1) has been postponed, and one (1) has a delayed recruitment opening date by request. , The remaining ninety- seven (97) requests were posted within twenty (20) days of the request. Of the recruitments posted this past year, departments were provided with certified list of eligible applicants no later than sixty ( 60) days of the closing date when names were available. Staff continues to work with the Police Department to fill both civilian and especially sworn staff as expeditiously as possible. Beginning in February of this year, recruitment for Police Services Officers is being conducted on a monthly basis in an effort to eliminate vacancies of sworn staff. Objective: Standardize minimum education requirement Yes language for all job classifications to alleviate misinterpretations During the past year, staff amended one hundred nine (109) job classifications to ensure that education requirements were standardized. For applicants, the standardization provides a reasonable justification as to the level of education required for similar positions. Objective: Provide ongoing support to department's succession Yes efforts through development of appropriate classification series and training programs Throughout the year , the department has worked with various departments to re-engineer and restructure their organization to meet current needs as well as to provide for varying levels of succession through the development and establishment of classification series to allow for career progression. Various employee development training classes were announced or offered Countywide throughout the year to provide employees with opportunities to gain the necessary skills to succeed. Training agreements with incumbents are also encouraged to provide a means for employees to obtain minimum qualification requirements while remaining in current positions. Goal: Continually improve and support the effectiveness of individual employees and encourage career and professional development Objective: Develop and offer training programs in support of Yes employee development 2016 Budget Presentation Page4 This year, emphasis was placed on the development of supervisory skills and the enhancement of soft skills for customer-facing employees. Thirty-five (35) supervisors attended an all-day workshop titled, "Exploring Behavioral Styles and Effective Interpersonal Communication". The workshop was facilitated by Ms. Colleen Kaiminaauao and Ms. Peggy Lake from Kauai Community College's Office of Continuing Education and Training (OCET). The workshop provided take-away tools for supervisors to use when interacting with their employees, including the DiSC personality profile model. A day-long workshop, A Day in the Life of an Effective Supervisor , conducted by Mr. Glenn Furuya of Leadership Works was held in February. Thirty-Eight (38) employees with supervisory responsibilities attended. Supervisors were provided practical information on what an effective supervisor would encounter and deal with in a productive 8-5 day. Tools provided included LBW A (Lead by Walking Around), APPLE briefing (Acknowledge, Plan/Prevent, Prioritize, Listen/Lesson, Emphasize/Energize), 6W /2H model (Who, What, Where, When, Why, Wow, How, and How Much), Developing Peak Performers (To build "skill", provide direction (teach, explain, clarify, demonstrate, and supervise) and to build "will", provide support (listen, reassure, encourage, prioritize, and mediate)), and CLEARS (Centered/Conscious, Listen, Emphasize, Acknowledge, Respond, and Secure). In support of the Mayor's vision and new Customer Service Mission statement, one of our workshops held over this fiscal year was "Dealing with Difficult People (Customers)". The workshop explored best practices in communicating with difficult customers, as well as with fellow co-workers. Fifty-one (51) employees attended this training. Objective: Develop and provide training and orientation for new supervisors on general duties and responsibilities Efforts to develop a supervisory training program resulted in the creation of a one-day training workshop for new supervisors. The DHR and the County Attorney's Office presented a wide range of topics that covered critical HR and legal matters . Responsibilities and roles of a supervisor were discussed including Job Performance Evaluations , Discipline/Discharge process, Conducting Investigations , etc. Key policies and laws were discussed including the Count y 's Ethics Polic y , EEO/Civil Ri gh ts, Sex- 2016 Budget Presentation Yes Page 5 Discrimination/Harassment, Race-Color-National Origin Discrimination , Retaliation/Whistleblower's Act , American with Disabilities Act, Workers' Compensation, Workplace Violence , etc. In February, the department held its first new supervisor training with the Fire Department -Ocean Safety Bureau (OSB). Eight (8) newly promoted OSB supervisors were in attendance. Although there was an agenda of topics to cover, an open forum format allowed supervisors to share experiences and ask specific questions of actual events (current and past). This enabled the supervisors to apply the concepts , policies, and laws to real-life situations, which made it easier to understand. Goal: Foster a diverse, productive and safe work environment Objective: Provide guidance, training and recommendations in Yes the investigation of complaints, managing employee performance and conduct issues and collective bargaining contract interpretations The DHR has taken a more active approach in working with the various departments on employee related challenges. The department has been an alternate resource in conducting and/or providing guidance for internal departmental employee investigations (e.g., workplace violence, sexual harassment, etc.). With the centralization of HR functions , the DHR has assisted departments in dealing with employee conduct and performance issues. Dependent upon the circumstances, the DHR provides guidance (e.g., step-by-step) on how best to handle each unique situation. This included working with supervisors on completing Performance Improvement Plans that are used as part of their corrective action. Alternative dispute resolutions methods have also been used in employee related conflicts. Several informal mediation sessions with employees, at the request of the departments have been conducted. In most cases, the conflict involved miscommunication or lack thereof. On a routine basis, the DHR also responds to and/or researches collective bargaining contract questions posed by departments. Although each department is unique in its operations , standardizing work processes and practices with respect to contract interpretations provides for greater consistency. Having departments with a mixture of union representation requires such consistency. Objective: Promote a diverse and productive work Yes environment free of discrimination and harassment 2016 Budget Presentation Page 6 As more departments reach out for guidance in dealing with employee issues, the department has been able to reinforce the "zero-tolerance" standard for workplace violence and discrimination/harassment. Assistance was provided to two (2) departments with referrals to anger management thus far in this fiscal year, as part of the disciplinary action imposed, which also included suspension. Additionally, in conjunction with our County's EEO Coordinator, the department has worked with the various departments in handling employee requests for reasonable accommodation due to a qualified ADA-disability. The DHR's involvement in this complicated, and sometimes exhaustive process, is to prevent any disability discrimination complaints filed against the department/County. Objective: Reduce the number of workplace injuries and illnesses through on-going safety training efforts In fiscal year 2014, there were a total of one hundred twenty-three (123) workplace injuries and illnesses. For the eight (8) months in the current year, there have been fifty-one (51) new claims, trending toward a significant reduction. In an attempt to reduce injuries and illnesses, an OSHA Compliance seminar was held in August. The seminar focused on supervisor responsibilities regarding safety management, as it is not only the responsibility of each individual employee to perform his/her job safely (e.g., use of Personal Protective Equipment , follow standard operating procedures, etc.), but it is also the supervisor's responsibility to have and maintain a safe work environment and to ensure that the worksite and employees assigned under him/her are in compliance with OSHA/safety standards. The seminar was conducted by Mr. James Decker (Fred Pryor Institute), former HIOSH Branch Manager. The DHR revamped the Accident/Injury Report forms for workers' compensation (WC) claims. In addition to the revised forms, a Frequently Asked Questions (FAQ) informational document was created for employees regarding the WC administrative process, as well as step-by-step reporting procedures for supervisors. A significant improvement involves one of the forms, "Supervisor's Acciden t/Injury Investigation Report". The revised investigation report requires more details about the accident and greater effort of the respective supervisors in coming up with mitigating measures and/or taking corrective actions, including disciplinary action, to p revent future in j uries. 2016 Budget Presentation Yes Page 7 As HIOSH recently announced a crackdown on ladder safety, additional ladder safety training is scheduled for the end of March. The department had coordinated ladder safety training earlier in 2014, but this additional training will provide for a refresher for those that attended and critical information for those that missed the earlier training. Objective: Reduce the number of lost days through Yes participation in the County's Return to Work Program Last year, there were a total of one thousand five hundred seventy- five (1,575) lost days from employee injuries. Thus far, there are eight hundred fifty-three (853) lost days in the eight (8) months of this fiscal year. The continuous reduction in lost days can be attributed to the County's Return to Work Program (RTWP). During this past fiscal year, the Return to Work Program was able to successfully return sixteen (16) employees to modified or light duty while awaiting release to full duty and therefore, minimized temporary total disability (TID) payments. For those unable to return to usual and customary duties, five (5) Return to Work meetings were held this y ear to discuss alternate em p lo ym ent o p tions. Goal: Enhance the quality and delivery of services through technolo l!V Objective: Convert the recording of employee transactions and On schedule to benefits to an automated system that interfaces with source complete by documents with full.completion by FY2016 FY2016 The HRIS Task Force has made some progress to begin the arduous process of rebuilding the information in our current HRIS system including interfacing with source documents from other programs to avoid duplication. Several initiatives that are in progress or have been implemented include accruals reconciliation, creation of an electronic leave sharing bank including payroll codes for addition and deduction of hours, an On-Boarding module that will reduce, if not eliminate all manual /paper new hire forms for new employees, an Employee Self-Service (ESS) system that will significantly reduce paper forms and manual input currently required to initiate /process these personal data changes, a Time/ Attendance module to provide for electronic tracking of hours worked, and a Performance Evaluation module to eliminate paper JPRs. Objective: Convert paper-based personnel f"lles to electronic On schedule to format with full completion by FY2017 complete by FY2017 2016 Budget Presentation Page8 Several challenges have arisen in getting this project off the ground , including a major issue with maintaining the confidentiality of the files through the scanning process. The department is working with Finance-IT to look at different methods to provide for the security of the personnel files once converted to electronic format. We are still o p timistic that this ob j ective will be met b y the end of FY2017. IV . FY 2015 Challenges • With the retirement of our Acting Director and an HR Manager II, the department has lost a significant amount of institutional knowledge. Combined, these two (2) employees represented a total of seventy-eight (78) years of service with the County. • The Department of Labor Disability and Compensation Division (DCD) continues to issue workers' compensation (WC) decisions that heavily favor employees in compensability and other issues. Even more concerning are recent decisions , requiring more and more resources to defend, whereby the DCD has crossed the fine line between making WC decisions (within their authority) and that of employment decisions that the County departments /agencies are responsible for. • The establishment of a new bargaining unit, HGEA Unit 14 (Ocean Safety and Sheriffs' Divisions) has led to countless hours of negotiations as a new bargaining unit has not been created for over fifty (50) years. Much uncertainty remains in the pricing for our Water Safety Officers given that two (2) very different employee groups have been lumped together into one (1) bargaining unit. 2016 Budget Presentation Page9 V. Fiscal Year 2015-2016 Goals and Objectives DHR will continue to work towards achieving goals in the upcoming year that will not be reached this fiscal year. For fiscal year 2016, DHR goals and objectives are as follows: 1. To support all County departments, employees and the general public with the full range of human resource functions while recognizing the current budgetary challenges of the County a) Restructure the department through the reorganization and reclassification of positions to increase capacities and decrease costs b) Dedicate one (1) fulltime position to focus exclusively on the initiatives of the HRIS Task Force including On-Boarding, Employee Self-Service, Time/ Attendance and Performance Evaluations c) Manage collective bargaining agreements and labor relation issues through well-balanced, timely and fiscally responsible negotiations 2. To continue to standardize and centralize various human resource functions that will lead to greater efficiencies a) Centralize the County Drug and Alcohol Testing Program to the DHR b) Revamp the payroll certification process through the development of an online Personnel Action/Transaction Form to be processed electronically c) Implement a standardized evaluation process and evaluation tool for Executive Appointees d) Conduct quarterly payroll audits at the various departments to verify the accuracy and standardization of leave records and timesheet processing e) Complete the reconciliation ofHRIS leave accrual balances for all employees 3. To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment a) Develop an on-going supervisor training program that institutionalizes and reinforces leadership qualities and survival skills for new and current supervtsors b) Provide responsive, fair and consistent recruitment and examination and classification and pay services to departments, employees and job applicants c) Research, develop and implement a deferred compensation retirement program for part-time, temporary and seasonal employees d) Provide guidance, resources and recommendations to departments on employee related challenges including employee conflicts, management of performance issues, workplace violence, harassment and discrimination, reasonable accommodation assessments, and investigation of complaints 2016 Budget Presentation Page 10 VI. FY 2014 and FY 2015 to Date Statistics Recruitment, Examination and Certification Recruitment FY 2014 FY 2015 (Julv 2014 to February 2015) Classes Recruited 210 145 Applications Received 5 ,211 2,737 Applications Accented 3 ,438 1 ,863 Aoolications Rejected 1 ,773 763 Types of Examinations Held ' Open Competitive 161 71 Promotional 113 74 N on Competitive 14 7 Registration 12 6 Eli!tlble Placed on List Open C ompetitive 1 ,075 655 Promotional 68 97 Registration 1 ,470 512 Re-Employment 3 3 Certification Request from Departments 178 114 Job Opportunities filled by C ertification 323 139 Eligibles C ertified 2 ,212 1 ,680 Cl "fi f d P ass1 ca ion an a y Classification and Pay FY 2014 FY 2015 (Julv 2014 to February 2015) Initial Allocation 27 9 Reallocation 76 63 Reallocation of Vacant Position 60 48 Temporary Reallocation 30 12 End of Temporary Reallocation 19 16 Redescription Review 240 30 No Chanj.?;e 3 0 Withdrawal 6 9 Class Retitled 2 0 Backloj.?; of Classification Requests 20 12 Classification Requests 483 205 Classification Aooeals 1 0 N umber of C lasses Established 10 11 Number of Classes Retitled 0 3 Number of Classes Abolished 2 6 Number of Classes Amended 109 8 Number of C lasses Reactivated 2 1 2016 Budget Presentation Page 11 Transactions Transactions FY2014 FY2015 (Jul y 2014 to Februa ry 2015 ) Total Personnel Transactions Audited 3,838 3,153 Promotions 55 18 Demotions 3 2 Transfers 79 26 Pa y Increase 1,854 1,489 Reallocations 82 48 Sus p ensions 19 30 Other 1,108 1,093 Leave Without Pa y 305 265 Seasonal 46 28 N ew Hires 131 67 Se p arations 156 87 Heavy Equipment Training FY2014 FY2015 Jul 2014 to Februa 2015 Promotional 0 0 31 0 34 24 9 8 112 48 0 0 185 80 G 1 T .. en era ramm g GENERAL TRAINING FY2015 (July 2014 to February 2015) Driver Im p rovement Pro m-am 62 First Aid/CPR/ AED 99 OSHA Com p liance 49 Behavioral St y les & Inte rp ersonal Communication 35 Dealin g with Difficult Peo p le 51 A Da y in the Life of an Effective Su p ervisor 38 New Supervisor Training: Basics on HR-Related 8 To p ics TOTAL 342 2016 Budget Presentation Page 12 VII. FY 2016 Budget Overview * FY 2015 Bmefits include . Fund: GENERAL RIND Peoartment HUMAN RE500RCES FYZ015 FYZOl.6 1,449,089 1,240,400 649,889 595 ,791 0 0 0 0 ]:p,7p8 446.SZJ 2 .. 454,686 4283 .. 112 OPEB !+l-OJo-t-l- -208,689 -14.4% -54,098 -8.3% 0 ()..()% 0 ()..()% .9J.2.lJ. ~ -171,574 -7.()% FY 2015 Operating Budget FY 2016 Operating Budget •Salary and Wages • llllH!fits •Uliities • vebide/EqaDp, LeilSe • OpetDllHS FY 2015 and FY 2016 Co mparison •salary and Wages •Benefits •utilities • vehkfe/Equip, Lease • opeatiults 1,IOD,DOO......-~~~~~~~~~~~~~~~~~~~~~~ 1,400,DOO 800,DOO 600,DOO 400,GOO 200,aoo 0 2016 Budget Presentation Utilitil!S Page 13 VIII. Operating Budget Discussion Overall, the Department of Human Resources' FY 2016 budget request reflects a $171,574 or 7.0% decrease from FY 2015. Salaries and Wages show a decrease of $208,689 or 14.4%. Although collective bargaining raises necessitated increasing salaries, the department will be achieving these savings by eliminating one of the HR Manager II positions, and dollar funding another one. Management of the department will be restructured by hiring one HR Manager II to assist the Director while upgrading Specialist positions to increase capacities in completing the most complex duties. This restructuring also allows for succession planning within the organization. The remaining savings makeup was achieved by reducing our Vacation Credit Payout by $85,000, Overtime by $7,740 and Premium Pay by $1,152. The Benefits' aggregate decrease of 8.3% or $54,098 reflects the corresponding decrease in salaries and wages due to the overall reorganization of the department as well as the transfer of $50,000 from the Department of Finance for Unemployment Compensation, a central account that will now be housed at DHR. Operationally, there is an increase of25.6% or $91,213 over the previous budget. These cost increases are primarily due to additional funding for Training ($20,000) to support increased efforts on Countywide supervisory training, Consultant Services ($58,500) for cost increases in contract services, and R&M Computers ($15,000) for on-going renewal fees for the expansion ofNeoGov services to include On-Boarding. 2016 Budget Presentation Page 14