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HomeMy WebLinkAboutFY 2017 Department of Human ResourcesCOUNTY OF KAUA'I Department of Human Resources 2017 Budget Presentation April 11, 2016 Janine M.Z. Rapozo Director ---I I ! Halo Halo ZOZO Growing Koua·1 respon.<;Jbly. DEPARTMENT OF HUMAN RESOURCES I. Mission The Department of Human Resources (DHR) shall provide efficient and respectful customer service to 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 by offering effective and innovative solutions for the successful achievement of Countywide goals. II. Successes and Achievements/Highlights This year , the DHR continued to streamline and centralize human resource functions as well as move towards increasing paperless initiatives. After returning from a NeoGov user conference , and training , DHR staff revised the department's NeoGov recruitment policy to include new features and programs of the system. In November, training was provided for all departments to discuss new requirements to process applicants for hire . First , all departments must now use the interview scheduling module and include the results of all interviews onto the online NeoGov system. All necessary forms including the Exemption Request Form that allows for an exemption from civil service recruitment must also be part of the online record. These changes were implemented as part of the recommendations of the Hiring Audit conducted last year. It also streamlines the hiring process ensuring proper procedures are followed in recruitment and hiring and that all necessary forms are centralized and paperless on the N eoGov system . Another paperless initiative implemented this past year has been the use of the NeoGov system for departments to process classification requests. Rather than having a paper forms process, classification requests are now processed through the NeoGov system . Necessary information and documents are attached to the request and appro v als are processed electronically from the Department Head to the Mayor , then to the Human Resources Director. In addition to eliminating the paper documents, the process allows for the tracking of the request preventing lost documents , eliminating unnecessary delays, and shortening the processing time . For the first time this year , aside from the annual IRS W-2 Forms that must be provided to all employees each year , IRS Form 1095-Cs were distributed to all employees who worked in 2015. The 1095-C Form is a new requirement of the federal Affordable Care Act ("Obamacare") whereby employers must now provide information to employees to verify if health insurance was provided to them by their Employer. The new regulations lacked clarity and with the varying types of County employees that are hired (full time, part time, short-term , seasonal hires, etc .) there were some chall e ng es i n preparing the 1095-C Forms. Updates were made to our current HRIS but a l o t of i nfo rm a tion still needed to be handled manually in order for the distribution of forms to be comple te d by the required deadline. 2017 Budget Presentation Page 1 The DHR continued to look for alternate dispute resolution options to assist departments and supervisors resolve conflicts in the workplace. This year, the County enlisted the help of the Federal Mediator's Office and scheduled three (3) different cases with federal Mediators involving employee disputes. Two (2) DHR staff members attended a three (3) day Basic Mediation training in February adding to the department's pool ofresources. Skills gained at the training now allows for in- house expertise in handling disputes among employees in an attempt to address problems early on before formal complaints are filed or litigation pursued . All County employees were recently required to attend a mandatory Policy Against Discrimination , Harassment and Retaliation training. Approximately twelve hundred (1,200) employees received the new revised policy and attended either a four (4) hour managerial training or one and one-half (1 Yi) hour non-managerial training conducted by Sarah Wang, Esq., of Marr, Jones and Wang. The training was also recorded and is being shown to the remaining staff that were unable to attend and during New Hire Orientation . III. Fiscal Year 2015-2016 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 while recognizing the current budgetary challenges of the by 6/30/2016? County Objective: Restructure the department through the Yes reorganization and reclassification of positions to increase capacities and decrease costs In light of the financial constraints this fiscal year, the DHR eliminated one (1) HR Manager II position and dollar ($1) funded another HR Manager II position. Leaving only one (1) filled HR Manager II position , the DHR was reorganized to ensure adequate capacity in the various divisions through the reallocation and reclassification of various positions to increase capacities and decrease costs. Movement of one HR Specialist position to the Classification and Pay /Labor Division has already made a difference in handling the backlog of classification requests. Currently, there is a backlog (greater than forty-five ( 45) days) of nine (9) classification requests . Three years ago, this figure was thirty-three (33). Objective: Dedicate one (1) fulltime position to focus exclusively Yes on the initiatives of the HRIS Task Force including On- Boarding, Employee S elf-Service, Time/ Attendance and Performance Evaluations 2017 Budget Presentation Page 2 The HRIS Task Force continues to see progress on initiatives to provide the County with an integrated payroll and personnel information system by leveraging our existing system with new modules and software customizations . Since hiring an HR Specialist I in October , on-going efforts have been accelerated and continues to move forward with one employee now dedicated exclusively to working on the initiatives of the HRIS Task Force . One of the first HRIS initiatives to be implemented is the NeoGov On-Boarding Program. The On-Boarding Program provides new hires with an opportunity to complete all necessary forms and to review Countywide policies online prior to their first day of work. This program has saved considerable time at the new hire orientation and paper as most forms are now stored electronically . Several other HRIS initiatives are also beginning to come to fruition . The Employee Self Service module will provide employees with online access to pay stubs, "what if' benefit calculations, demographic change requests automatically routed to the DHR , and other functions . Eventually, this will allow the County to pursue an electronic pay stub initiative , and eventually eliminate the need to print pay stubs on paper with each payroll cycle. The NeoGov Performance Evaluation module will allow departments /agencies to automate and streamline their performance review activities while providing the DHR with centralized insight and management capabilities. Plans are to start with a pilot implementation with the Kaua 'i Fire Department with rollout to other departments and agencies to follow in 201 7. Finally, the ExecuTime Time and Attendance module has been procured and can be integrated with our current Sungard payroll system, thus creating a seamless environment for payroll processing. The implementation of the software will be in phases starting with a sampling ofHGEA and all ofHFFA members. This program allows employees to submit their leave requests and timesheets electronically each pay period, increasing efficiencies and decreasing errors and oversights by eliminating several of the manual tasks associated with requesting leave, collecting time and entering data into the payroll system. For those employees without computer access , other arrangements are being looked at including a shared workstation that would be available at the various baseyards. Objective: Manage collective bargaining agreements and labor relation issues throug h w ell-bala nce d, timely and fiscally responsible negotiations 2017 Budget Presentation On -Going Page 3 During the last negotiation session, the Employer (all jurisdictions) and the UPW agreed to conduct a pilot repricing project for Bargaining Unit 1 employees. Employees and the UPW were allowed to submit proposals to the Employer to "reprice" classes of positions that the union or its members believe are not appropriately priced in relation to other classes of work within the bargaining unit. As such, staff from the City and County of Honolulu provided a workshop in September 2015 to the various County departments with UPW workers as well as to State managers wishing to attend. In all, twenty-four (24) managers from the five (5) County departments with UPW members as well as representatives from the Judiciary attended the two (2) hour training. A Conference of Personnel Directors (CPD) will be held on the various islands beginning in June 2016 and throughout the summer to decide on the various proposals submitted to determine if a repricing is warranted. Settlement agreements were reached with HGEA Units 2, 3, and 4 for a two-year contract effective July 1 , 2015 to June 30, 2017 as follows: HGEA-Unit 2 (07/01/15 to 06/30/17) (2 year contract) 07 /01/15: 0.3% across the board increase; continue step movement plan ; 2% lump sum to those not assigned to the salary schedule or do not move to a new step in the fiscal year 10 /01/15 : 2% across the board increase 04 /01/16: 2% across the board increase 10 /01/16: 2% across the board increase 04 /01/17: 2% across the board increase HGEA-Unit 3 and 4 (07/01/15 to 06/30/17) (2 year contract) 07 /01/15: Move to appropriate step without retroactive payments; $1 ,500 lump sum to those not assigned to the salary schedule or do not move to a new step in the fiscal year 07 /01 /16: $1,200 lump sum payment; continue step movement plan 01 /01 /17: 1.6% across the board increase Unable to reach an agreement with the new HGEA Unit 14 bargaining unit representing County water safety and State sheriff employees, arbitration hearings were held in November 2015. In February 2016 , the arbitrator issued a final award for this bargaining unit. While the final salary adjustment is far less than the union requested, it is more than t he Empl oye r offered. The proposed award however, should not be comp ar ed to negotiated increases for 2017 Budget Presentation Page 4 other units because this new unit was established to recognize th e specialized work of sheriffs and water safety officers. The legislative bodies of all jurisdictions must approve the funding for this award before it can be implemented . A bill has been submitted to the County Council to fund this award which includes the following : HGEA-Unit 14 (07/01/15 to 06/30/17) (2 year contract) 07 1 01115: Move to appropriate step without retroactive payments; $1,500 lump sum to those not assigned to the salary schedule or do not move to a new step in the fiscal ye a r (maintains Unit 3 and 4 award) 07 /01/16: Delete the first 3 steps of the current Unit 3 and 4 salary scale and add 2 steps after the maximum step of the current Unit 3 and 4 salary scale; 4% across the board increase ; continue step movement plan ; Pay differentials of $5 .00 per hour when certified and assigned by the Employer as an aerial observer ; $3 .50 per hour when certified and assigned by the Employer as a rescue craft operator ; Uniform maintenance allowance of: -$25 /month for a full uniform; -$15 /month for button shirt , trousers , or jacket ; and -$1 O f month for T-shirt and / or shorts Goal: To continue to standardize and centralize various human resource functions that will lead to greater efficiencies Objective: Centralize the County Drug and Alcohol Testing Program to the DHR During this year, the DHR worked with various departments to oversee their random drug and alcohol testing program. The DHR staff coordinated random selections, prepared employee notifications and trained supervisors to ensure the necessary protocols are followed when notifying and accompanying employees to the testing site. In the coming fiscal year, funding for this program has been centralized to the DHR for better fiscal management and efficiency. Additional training including reasonable suspicion training is being developed to better prepare our supervisors in implementing this program . Objective: Revamp the payroll certification process through the development of an online Personnel Action/Transaction Form to be processed electronically 2017 Budget Presentation On-Going Yes; should be completed before the end of the fiscal year Page 5 The development of an online Personnel Action/Transaction Form has been assigned to the department's new HR Specialist I. A preliminary sample has been developed and will be used as a guide in the development of the new form. Objective: Implement a standardized evaluation process and evaluation tool for Executive Appointees A revised evaluation tool and administrative procedures has been developed for Executive Appointees and will be implemented before the end of the fiscal year. Objective: Conduct quarterly payroll audits at the various departments to verify the accuracy and standardization of leave records and timesheet processing The DHR payroll staff has started to audit payroll input at various departments. In October, the Department of Public Works, the Police Department and the Fire Department were audited to ensure that leave accruals were in balance by verifying that paper timesheets and leave applications were consistent with data entry inputs. The auditing is being done in conjunction with reconciling employees' leave accrual balances in the HRIS system . Objective: Complete the reconciliation of HRIS leave accrual balances for all employees Payroll staff have been providing assistance to all departments to ensure that HRIS leave accrual balances are accurate. One department is expected to be completed by the end of the fiscal year and all other departments have reconciled manual leave records with the HRIS system. This will be important as we move towards a Time and Attendance electronic system in the coming year. Goal: To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment Objective: Develop an on-going supervisor training program that institutionalizes and reinforces leadership qualities and survival skills for new and current supervisors Earlier this year, a variety of workshops and trainings were provided to support efforts in developing an on-going supervisory training program . A one-day supervisory module was created and focuses on Supervisory Responsibilities, Job Performance Evaluations, Discipline /Discharge Processes, Conducting Investigations, Ethics, EEO /Civil Rights, ADA , Workers' Compensation and Workplace Violence. Newly promoted supervisors from the Kaua'i Police 2017 Budget Presentation Yes Yes Yes; should be completed before the end of the fiscal year Yes Page 6 Department , and supervisors of the Fire and Water Safety divisions were provided with this training . In addition to this in-house training covering the basics, other trainings that were held include "A Day in the Life of an Effective Supervisor'', "Creating a Respectful Workplace" and "Behavioral Styles and Communication " that focuses on "DISC"-Dominance, !nfluence , ~teadiness , and Conscientiousness . Additional DISC trainings will be held in April and May. Other supervisory modules to be held later this year include Conducting Investigations and Workers' Compensation basics. Objective: Provide responsive, fair and consistent recruitment and examination and classification and pay services to departments, employees and job applicants Thus far this year, there have been two hundred forty-eight (248) classification actions taken and one hundred thirty-three (133) recruitment that have been posted. As previously stated , the department's restructuring has led to a decrease in the backlog of classification actions. Yes Objective: Research, develop and implement a deferred Yes compensation retirement program for part-time, temporary and seasonal employees A Memorandum of Agreement (MOU) with the State ofHawai'i to join their Deferred Compensation Plan for part-time , temporary, and seasonal or casual (PTS) employees has been finalized and has been sent to the County Council for indemnification approval. The State PTS program provides an alternative retirement plan for qualified employees who are not eligible to participate in the State Employees' Retirement System (ERS). The plan allows employees to opt out of contributing to social security and instead, contribute 7.5% of their pre-taxed gross wages to this deferred compensation plan . The County benefits from this program by saving on its portion of the Social Security tax. Once the agreement is executed, the DHR will be working closely with the State and respective insurance company to ensure a smooth implementation of the program. Objective: Provide guidance, resources and recommendations to departments on employee related challenges including employee conflicts, management of performance issues, 2017 Budget Presentation Yes Page 7 workplace violence, harassment and discrimination, reasonable accommodation assessments, and investigations of complaints Guidance, resources and recommendations to departments have been on-going and increasing. The DHR has assisted with coordinating and providing mediation services as needed, assisted in developing performance improvement plans for employees that are not meeting job standards, assisted departments in evaluating and providing the necessary processes in providing for reasonable accommodations or modified duties, and investigated various types of complaints including workplace violence, harassment, discrimination and retaliation and violation of administrative rules. Various staff members are beginning to become part of the pool of investigators at the DHR to ensure timely and efficient response to departments' needs. IV. FY 2016 Challenges • In September, the American Civil Liberties Union (ACLU) settled a lawsuit against the County ofHawai'i whereby it was determined that a pre-employment physical that included a urinalysis was considered to be a violation of an applicant's 4 111 Amendment rights related to an illegal search and seizure. Since that time, the County of Kaua'i has stopped doing pre-employment physicals for non-safety sensitive employees. • Legitimacy of employee disability slips has been problematic as health care providers are back dating medical excuse slips and look at issues beyond their medical expertise in trying to get their patients off/back to work. The DHR has been working with various departments in questioning and clarifying disability slips when warranted. 2017 Budget Presentation Page 8 V. Fiscal Year 2016-2017 Goals and Objectives 1. To support all County departments, employees and the general public with the full range of human resource functions a) Provide responsive, fair and consistent recruitment and examination and classification and pay services to departments, employees and job applicants b) Provide training and guidance to all departments on interview and performance evaluation procedures including guidelines and best practices c) Develop a Countywide drug and alcohol testing policy to ensure compliance with existing legal and collective bargaining requirements d) Work with departments and other jurisdictions to recommend new or revisions to existing contract language in negotiating new contracts for all eight (8) bargaining units 2. To streamline, standardize and centralize various human resource functions that will lead to greater efficiencies a) Develop, update and maintain standardized organizational charts for all departments b) Centralize and standardize recruitment and hiring efforts for the various youth summer pro grams 3. To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment a) Research alternative recruitment methods and incentives for hard-to-fill positions b) Implement and maintain an on-going supervisor training program that institutionalizes and reinforces leadership qualities and survival skills for new and current supervisors c) Establish Countywide safety committees comprised of supervisors and line employees d) Provide on-going drug and alcohol training including reasonable suspicion training for all departments 4 . To enhance the quality and efficiency of services with technological advancements a) Interface the current HRIS Sungard system with the NeoGov online application system to streamline the flow of information b) Successfully implement the HRIS Employee Self Service and Performance Evaluation modules and ensure continued progress to advance the implementation of the Time and Attendance module c) Establish a Memorandum of Understanding with the Employer-Union Health Benefits Trust Fund (EUTF) to obtain accurate detailed billing information 2017 Budget Presentation Page 9 VI. FY 2015 and FY 2016 to Date Statistics Recruitment , Examination and Certification Recruitment FY 2015 FY 2016 (July 2015 to February 2016) Classes Recruited 202 180 Applications Received 4,427 2 ,409 Applications Accepted 3 ,225 1 ,713 Applications Rejected 1 ,202 696 Types of Examinations Held Open Competitive 104 148 Promotional 106 81 Non Competitive 10 7 Registration 12 6 Eligible Placed on List Open Competitive 1,124 524 Promotional 123 62 Registration 1 ,176 617 Return-to-Work 4 1 Re-Employment 4 2 Certification Request from Departments 195 133 Job Opportunities filled by Certification 354 90 Eligibles Certified 2 ,209 3 ,083 Classification and Pay Classification and Pay FY 2015 FY 2016 (July 2015 to February 2016) Initial Allocation 12 3 Reallocation 130 72 Reallocation of Vacant Position 102 60 Temporary Reallocation 19 8 End of Temporary Reallocation 17 2 Redescription Review 63 41 No Change 1 8 Withdrawal 10 6 Class Retitled 0 37 Backlog of Classification Requests 17 9 Classification Requests 371 248 Classification Appeals 1 0 Number of Classes Established 13 5 Number of Classes Retitled 0 8 Number of Classes Abolished 7 1 Number of Classes Am ended 8 15 Number of Classes Re activ a ted 1 1 2017 Budget Presentation Page 10 Transactions Transactions FY 2015 FY 2016 (July 2015 to February 2016) Total Personnel Transactions Audited 4 ,167 2,167 Promotions 41 17 Demotions 2 3 Transfers 55 35 Pay Increase 1 ,901 1,197 Reallocations 80 82 Suspensions 34 5 Other 1 ,352 508 Leave Without Pay 377 167 Seasonal 106 26 New Hires 98 68 Separations 121 59 Heavy Equipment Training Heavy Equipment Training FY 2015 FY 2016 (July 2015 to February 2016) Promotional 0 0 Temporary Assignment 0 0 Re-certification (Forklift) 24 0 Refresher /Retraining 10 3 New Equipment/New Vehicle 103 49 Evaluation (Qualifications /Skills) 0 0 Total 137 52 General Training GENERAL TRAINING FY 2016 (July 2015 to February 2016) Driver Improvement Program 57 A Day in the Life of an Effective Supervisor 38 Customer Service Training 14 New Supervisor Training: Leadership and HR-Related 36 Topics Hazard Communication 113 OHA Native Plants (intended to support the implementation of HB206 Relating to Hawaiian Plants 21 Act 233 EEO Rights and Responsibilities -Supervisors 365 EEO Rights and Responsibilities -Employees 884 Ergonomic Assessments 11 TOTAL 2017 Budget Presentation Page 11 VII. FY 2017 Budget Overview Fund: GENERAL FUND Department: HUMAN RESOURCES FY 2016 FY 2017 $+I -0 10 +I - Salary and Wages 1,229,447 1,267,023 37,576 3.1% Benefits 589,218 615,947 26,729 4.5% Utilities 0 0 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 446,921 485,201 38,280 8.6% 2,265,586 2,368,171 102,585 4.5% FY 2016 Operating Budget FY 2017 Operating Budget 0% 0% •Salary and Wages •Benefits •Utilities •Vehicle/Equip, Lease •Operations 0% 0% FY 2016 and FY 2017 Comparison 1,000,000 800,000 600,000 400,000 200,000 0 Salary and Wages 2017 Budget Presentation ·----,.--~---,....-'"" Benefits Utilities Vehicle/Equip, Operations Lease •Salary and Wages •Benefits •Utilities •Vehicle/Equip, Lease •Operations FY 2016 FY 2017 Page 12 VIII. Operating Budget Discussion Overall, the DHR 's FY 2017 budget request reflects a $102 ,585 or 4.5% increase from FY 2016 . Salaries and Wages show an increase of $37 ,576 or 3 .1 % due to collective bargaining raises and the transfer of funding from the Office of the Mayor for the Summer Hire Program which will now be housed and centrally managed at the DHR. Some savings were achieved by reducing the Vacation Credit Payout by $50 ,000. The Benefits' aggregate increase of 4.5% or $26 ,729 reflects the corresponding increase in salaries and wages . Operationally, there is an aggregate increase of 8.6% or $38,280 over the previous budget. These cost increases are primarily due to an increase in funding for Arbitration Expenses ($20,000), the transfer of funding from the Office of the Mayor for the Employee Awards Banquet of $10 ,000 (Special Projects), and the centralization of drug and alcohol testing expenses of $31 ,000 (Other Commodities) to the DHR. Some savings were realized within the DHR budget due to a $10,000 decrease in funding for training and the transfer of funding for the N eoGov On- Boarding program to the Finance Department-IT Division ($15,000). 2017 Budget Presentation Page 13