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HomeMy WebLinkAboutFY 2018 Budget Presentation (Department of Human Resources)COUNTY OF KAUA'I RECE I VED O fn CE O f T HE COUNTY CLERK CO UHtY OF KAU 1 \'I Department of Human Resources 2018 Budget Presentation April 10, 2017 Janine M.Z. Rapozo Director ---l !i!! Halo Halo zaza GroW rlg Kaua1~ 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 After several years of working with departments in reconciling employees' vacation and sick leave balances, the DHR was successful this past year with having "no findings" in the County's single audit report for fiscal year 2016. Currently, the DHR requires all departments to submit summary employee timesheets for each pay period to validate that timesheet records of hours worked and leave taken coincides with data entered into the system. In addition, during each payroll period, departments are provided with the Human Resource Information System (HRIS) accrual reports to reconcile with their manual leave records. If errors are detected, departments inform payroll staff if adjustments are needed due to data entry errors or payroll codes that accrue inaccurately. Finally, payroll staff have implemented a quarterly "Accrual Monitoring Program" whereby departments' timesheet and leave records are randomly audited for accuracy and completeness. The DHR continued to streamline and centralize human resource functions as well as move towards increasing paperless initiatives. This year, funding for the County's drug and alcohol testing program was centralized to the DHR for better fiscal management and efficiency. In addition, the DHR staff coordinates random se .lections, prepares employee notifications and trains supervisors to ensure the necessary protocols are followed when notifying and accompanying employees to the testing site. A reasonable suspicion training was held earlier in the fiscal year to provide supervisors with skills to recognize drug and alcohol use. This past summer, funding for the Mayor's Summer Internship Program was transferred to the DHR. The DHR is now responsible for the coordination and receipt of departmental requests for interns, the placement of interns, and payroll for these employees. Recruitment for this internship program and other summer and seasonal programs have been centralized to the DHR. Once selected, summer and other seasonal hires now complete their pre-employment forms electronically through the NeoGov On-Boarding Program allowing flexibility and creating efficiencies. An on-going supervisory training program was established this year. The program provides for in depth workshops and trainings that focus on not only critical laws, regulations, and rules (e.g., safety and health, disciplinary process, union contracts, 2018 Budget Presentation Page 1 etc.), but more importantly, the development/enhancement of core competencies (e.g., effective communication, interpersonal skills /conflict management, etc.) that an effective supervisor/leader must have. Much effort has been dedicated to supervisory training, with the expectation that in providing these trainings, County supervisors will be able to properly handle situations as they arise, if not (proactively) before problems occur, strengthening our position in protecting the County. An Employee Self-Service (ESS) module from the County's HRIS was launched in February. Employees now have the ability to make changes to demographic information such as address, phone number and marital status, and federal withholding allowances /amounts, which will feed directly into our payroll/personnel system. In addition, forms for employees to change their direct deposit amounts and accounts, beneficiary information and state tax withholdings can be accessed on ESS. Finally, employees can do "what if'' calculations to see how their take home pay would be affected if withholdings, benefits, etc. are changed, in addition to viewing prior/current pay statements and W-2 information. III. Fiscal Year 2016-2017 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 b y 6/30/2017? Objective: Provide responsive, fair and consistent recruitment Yes and examination and classification and pay services to departments, employees and job applicants Thus far this year , there have been two hundred forty-two (242) classification actions taken and two hundred fifty-two (252) recruitments that have been posted. The backlog of classification actions has been reduced to two (2). The Civil Service Commission sustained two (2) appeals that were filed and five (5) of thirteen (13) recruitment administrative reviews were accepted. Objective: Provide training and guidance to all departments on Yes interview and performance evaluation procedures including guidelines and best practices On-going training and guidance are being provided to all departments on a variety of issues including performance evaluations and interview procedures. An interview checklist has been drafted and is being finalized that will provide guidelines and information to departments in planning the interview , choosing an interview panel , and conducting the interview. In addition, staff have participated as interview panelists at various departments. Annually and at the end of a probation period, job performance evaluations are due for all em p lo y ees. The DHR notifies res p ective 2018 Budget Presentation Page 2 departments at least one (1) month before job performance evaluations are due and assist with developing performance improvement plans for those employees that are not satisfactorily meeting expectations of their job duties. Objective: Develop a Countywide drug and alcohol testing On-Going policy to ensure compliance with existing legal and collective bargaining requirements Preliminary research and work has been done to develop a comprehensive drug and alcohol testing policy. Beginning in July, funding for the County's drug and alcohol testing program was centralized to the DHR for better fiscal management and efficiency. In addition, the DHR centralized the coordination of random drug and alcohol selections and testing for the various departments, ensuring necessary protocols are followed when notifying and accompanying employees to the testing site. Objective: Work with departments and other jurisdictions to Yes recommend new or revisions to existing contract language in negotiating new contracts for all eight (8) bargaining units Negotiations for all eight (8) bargaining units have been in full swing since the start of the fiscal year. Along with the entire Employer group, Kaua 'i County recommended clarifying language to a number of articles of the various contracts to avoid misinterpretation in the future. Unfortunately, the Hawai'i Firefighters Association (HFFA) and four (4) of the five (5) units of the Hawai 'i Government Employees Association (HGEA) have filed for impasse halting further negotiations. Arbitration hearings were held with HFFA and the four (4) HGEA units that filed for impasse. The HGEA and Employer group agreed to drop all contract proposals except for Wages and Duration to expedite the arbitration hearings. The HFF A proceeded with a large number of contract proposals but eventually ended the arbitration hearings with just Wages and Duration for consideration. The arbitration awards are ex p ected in mid-A p ril. Goal: To streamline, standardize and centralize various human resource functions that will lead to 2 reater efficiencies Objective: Develop, update and maintain standardized Yes organizationa l charts for all departments Standardized organizational charts for all departments were completed and posted on the County's internal SharePoint site. Trainings were held with all departmental staff to ensure upkeep and maintenance of these documents on an on-g oin g basis. 2018 Budget Presentation Page 3 Objective: Centralize and standardize recruitment and hiring Yes efforts for the various youth summer programs This past summer, the DHR was successful in streamlining and centralizing all summer employment programs to the office's Recruitment Division . One (1) application for all summer internship programs was available online and the hiring of these summer workers was centralized at the DHR. In addition, the administration and budget of the Mayor's Summer Internship Program was transferred to the DHR this past year. The DHR is now responsible for the coordination and receipt of departmental requests for interns, the placement of interns, and payroll for these employees. An additional summer internship program was offered this year by the Office of Economic Development (OED) through a contract with the Department of Human Services, Division of Vocational Rehabilitation (DVR). The Summer Youth Employment Program (SYEP) provided employment for students at least sixteen (16) years old and not older than twenty-four (24) years of age with a disability and/or other vocational rehabilitation consumers. The DHR will continue to work with OED to place those individuals referred by the DVR at various worksites within the County this summer. Goal: To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment Objective: Research alternative recruitment methods and On-Going incentives for hard-to-fill positions Recruitment staff have begun to research alternative methods and incentives for hard-to-fill positions. Positions are currently being reviewed to see if shortage differentials are appropriate. In addition , the DHR has begun to include several dates and/or times for testing of Police Services Officers to maximize the ability to take the entry level test. Other options that are being considered include testing or interviewing in the evenings or at facilities on the Northshore, Kapa'a area and Westside to increase the applicant's ability to be considered for various positions. Objective: Im p l ement and maintain an on-going supervisor Yes training program that institutionalizes and reinforces leadership qualities and survival skills for new and current supervisors An on-going supervisory training program was finalized and im p lemented to ensure that new and current su p ervisor i are 2018 Budget Presentation Page 4 equipped with leadership qualities and survival skills. Trainings will focus on interpersonal skills such as conflict management, effective communication, team leadership/building, employee engagement, coaching/mentoring and developing talent, and competency skills of planning and organization, resource management, and problem solving. In addition, supervisors will be provided with training on employment laws (E.g., ADA, FMLA, Workers' Compensation, EEO, etc.), collective bargaining agreements, drug and alcohol testing, discipline and job performance evaluations, workplace violence, safety and health and recruitment and hiring. Objective: Establish Countywide safety committees comprised Yes of supervisors and line employees The United Public Workers (UPW) union and the DHR worked together to establish a Countywide Safety Committee to address departmental safety issues for blue collar workers. Five (5) members of the committee were selected by the union and five (5) members were selected by the County. Representatives of the Department of Public Works, Department of Parks and Recreation, Department of Water, Transportation Agency and the DHR make up the County's representatives. A Countywide Safety Committee will be tailored similarly with representatives from the various departments. Objective: Provide on-going drug and alcohol training Yes including reasonable suspicion training for all departments In coordination with Worklife Hawai 'i, a Reasonable Suspicion Drug training was held in July for sixty-two (62) supervisors in the various departments. Aside from providing supervisors with the tools needed to recognize drug use, the DHR staff provided guidance and information on drug testing procedures, processes involved when a positive drug test result is received and return to duty and follow up requirements. Goal: To enhance the quality and efficiency of services with technolo g ical advancements Objective: Interface the current HRIS Sungard system with the Yes NeoGov online application system to streamline the flow of in formation Interfacing the current HRIS SunGard system with the NeoGov online application system to streamline the flow of information was initiall y successful but has since ex p erienced p roblems with the file · 2018 Budget Presentation Page 5 format that was being sent from NeoGov to our HRIS system. Recruitment staff are currently working with the Finance-IT Division to correct the problem. Objective: 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 The HRIS Task Force has been meeting on a regular basis and continues to make strides towards implementation of the various modules. After months of working out the various challenges to the Employee Self-Service module, the program was launched in February. A PowerPoint presentation was created and presented to all department heads prior to roll-out. The Employee Self Service module provides employees with online access to pay stubs, "what if' benefit calculations, demographic change requests automatically routed to the OHR, and other functions. The NeoGov Performance Evaluation module will allow departments/agencies to automate and streamline their performance review activities while providing the OHR with centralized insight and management capabilities. The program will start with a pilot implementation with the Kaua'i Fire Department with rollout to other departments and agencies to follow. Continued ' implementation efforts for the Time and Attendance and Advanced Scheduling modules were slightly delayed due to a change in ownership from ExecuTime to Tyler Technologies. The pilot group made up of select members of the Fire Department, Police Department, DHR and the Finance-IT Division have been working closely with the vendor to ensure that departments' needs are met. Design of the program includes all County departments to ensure that all considerations are taken into account at the outset. When implemented, 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 t ime and entering data into the payroll system. At this point , i mplementation plans are for the pilot groups to begin testing the program before the end of the calendar year. 2018 Budget Presentation Yes Page 6 Objective: Establish a Memorandum of Understanding with the Yes Employer-Union Health Benefits Trust Fund (EUTF) to obtain accurate detailed billing information A Memorandum of Understanding with the Employer-Union Health Benefits Trust Fund (EUTF) is being finalized. Prior to signing off on the agreement, the County is working on developing policies and procedures for the receipt of the information to ensure security p rotocols for access and stora g e. IV . FY 2017 Challenges • In an attempt to streamline and go paperless, the DHR has embarked on various online tools to gain efficiencies in various processes. Unfortunately, even after extensive testing prior to implementation, electronic glitches have occurred leading to initial frustration and inconvenience for staff and employees. The DHR worked diligently with the outside vendors to resolve the issues. Some examples include: o The NeoGov On-Boarding program, which has provided our new hires with an online/electronic means of completing their new hire employment forms, has been up and running since October 2015. Most of the problems encountered have followed upgrades and enhancements, which resulted in new hires being unable to complete their forms online. In addressing this issue and to ensure overall business continuity, the DHR now has regularly scheduled teleconference meetings with NeoGov to discuss upcoming On-Boarding initiatives that may affect operations. o During online enrollment for the Flexible Spending Program, several employees who completed electronic enrollments did not appear on the enrollment listing. After resolving the problem, the DHR has been in close contact with the third party administrator to ensure for a smooth Open Enrollment Period coming up in May 2017. o The recently launched Employee Self-Service Program provides employees with online access to pay stubs, "what if' benefit calculations, demographic change requests and tax exemption requests automatically routed to the DHR. After launching the program, due to a change in program updates and upgrades, the record for the last employee to use the system was initially affected but resolved expeditiously. 2018 Budget Presentation Page 7 V. Fiscal Year 2017-2018 Goals and Objectives 1. To support all County departments, employees and the general public with the full range of human resource functions a) Provide continuous training and guidance to all departments on collective bargaining interpretations and other labor issues b) Develop in-house supervisory training videos for use by all departments c) Update the County's Workplace Violence Policy d) Develop library of heavy vehicle operating manuals and quizzes 2. To streamline, standardize and centralize various human resource functions that will lead to greater efficiencies a) Update and standardize classification forms b) Centralize data maintenance functions to the Administrative Division allowing the Payroll Division to audit entries 3. To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment a) Provide responsive, fair and consistent recruitment and examination and classification and pay services to departments, employees and job applicants b) Evaluate and revise testing admissions procedures to maximize participation while maintaining the integrity of the process c) Maintain on-going training programs including an initial supervisory orientation module utilizing in-house resources as available 4. To enhance the quality and efficiency of services with technological advancements a) Continue the implementation of the online Performance Evaluation module to include all departments b) Successfully implement the HRIS Time and Attendance and Advanced Scheduling modules c) Electronically store the County's class specifications and post on the County's shared drive for easy access d) Transition official leave accrual balances to the County's HRIS system 2018 Budget Presentation Page 8 VI. FY 2016 and FY 2017 to Date Statistics Recruitment, Examination and Certification Recruitment FY 2016 FY 2017 (July 2016 to February 2017) Classes Recruited 268 252 Applications Received 4,130 2,736 Applications Accepted 3,005 1,849 Aoolications Rejected 1,125 895 Types of Examinations Held Open Competitive 140 138 Promotional 123 66 Non Competitive 9 10 Registration 12 6 Eligible Placed on List Open Competitive 977 975 Promotional 35 146 Registration 1,069 555 Return-to-Work 2 0 Re-Employment 2 0 Certification Request from Departments 237 150 Job Oooortunities filled by Certification 254 118 Eligibles Certified 4,760 2,875 Cl "fi f d P ass1 ca 10n an ay Classification and Pay FY 2016 FY 2017 (July 2016 to February 2017) Initial Allocation 15 11 Reallocation 71 49 Reallocation of Vacant Position 75 50 Temporary Reallocation 12 7 End of Temporary Reallocation 7 12 Redescription Review 96 106 No Change 0 0 Withdrawal 6 5 Class Retitled 37 0 Backlog of Classification Requests 9 2 Classification Requests 334 242 Classification Aooeals 0 0 Number of Classes Established 13 10 Number of Classes Retitled 3 2 Number of Classes Abolished 1 0 Number of Classes Amended 17 8 Number of Classes ReactivAted 1 0 2018 Budget Presentation Page 9 . ' Transactions Transactions FY 2016 FY2017 (July 2016 to February 2017) Total Personnel Transactions Audited 3,620 2,978 Promotions 26 38 Demotions 5 2 Transfers 48 23 Pa y Increase 1,701 1,723 Reallocations 120 55 Sus p ensions 10 13 Other 1,208 735 Leave Without Pa y 319 168 Seasonal 187 54 N ew Hires 109 78 S e p arations 88 89 p 11 a yr o Pay roll FY 20 16 FY2017 (July 2016 to February 2017) E m p lo y er Union T rust Fund (EUTF) $14.6 m illion $9.6 million E m p lo y ee Retirem ent System (ERS) $15.5 m illion $10.2 million S ocial Securit y $ 3 .1 m illion $ 2.1 million M edicare $ 1.1 m illion $ 7 40 thousand 2018 Budget Presentation Page 10 IOI ' I t H E . tT .. ea vy .q m p men ramm g Heavy Equipment Training FY 201 6 FY 2017 (Jul y 2016 to Februa ry 2017 ) Promotional 0 0 Tem p or ary Assi gnm ent 0 0 Re-certification (Forklift ) 0 35 Refresher/Retrainin g 43 2 New E q ui p ment/New Vehicle 73 40 Evaluation (Qualifications /Skills ) 0 0 Total 116 77 General Training FY 2017 GENERAL TRAINING (July 2016 to February 2017) Driver Improvement Program 77 A Day in the Life of an Effective Supervisor 40 Customer Service Training 107 New Supervisor Training: Leadership and HR-Related 12 Topics EEO Rights and Responsibilities -Supervisors 11 EEO Rights and Responsibilities -Employees 80 Reasonable Suspicion 61 Dealing with Difficult People 56 DiSC Workplace Behavioral Assessment Training 54 Workers' Compensation 83 Total 581 2018 Budget Presentation Page 11 , ,. ' , VII. FY 2018 Budget Overview Fund: GENERAL FUND Department: HUMAN RESOURCES FY 2017 FY 2018 f_ +I -O/o+l- Salary and Wages 1,264,178 1,280,651 16,473 1.3% Benefits 618,792 715,980 97,188 15.7% Utilities 0 0 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 485,201 447,101 -38,100 -7.9% 2,368,171 2,443,732 75,561 3.2% I FY 2017 Operating Budget FY 2018 Operating Budget I I L •Salary and Wages •Benefits 0% I 0% Utilities I I I •Vehicle/Equip, I I Lease I L_ FY 2017 and FY 2018 Comparison 1,400,000 -.,..--------------------------. 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 Salary and Wages Benefits 2018 Budget Presentation Utilities Vehicle/Equip, Operations Lease •Salary and Wages •Benefits Utilities •Vehicle/Equip, Lease FY 2017 FY 2018 Page 12 • I ~ VIII. Operating Budget Discussion Overall, the DHR's FY 2018 budget request reflects a $75,561 or 3.2% increase from FY 2017. Salaries and Wages show an increase of $16,473 or 1.3% primarily due to Salary Commission and collective bargaining raises and an increase for the Summer Hire Internship Program, partly due to the increase in the minimum wage on January 1 , 2017. Some savings were achieved by reducing the Vacation Credit Payout by $10,614. The Benefits' aggregate increase of 15.7% or $97,188 reflects the corresponding increase in salaries and wages as well as for the Employee Retirement System's (ERS) proposed increased contribution amount and an allowance for pending collective bargaining raises. Operationally, there is an aggregate decrease of7.9% or $38,100 over the previous budget. Aside fi:om various smaller adjustments in various operational accounts, the primary reason for the cost decrease is budgeting $42,000 less for training. Personnel within the department have been able to provide various trainings in-house including First Aid/CPR, DiSC (Dominance, Influence, §.teadiness, and Conscientiousness) training, customer service training, and new supervisor training, significantly lowering the County's out of pockets costs. Additional savings were realized within the DHR budget due to the transfer of funding for the NeoGov maintenance fees which will now be centrally housed in the Finance Department-IT Division ($13,900). 2018 Budget Presentation Page 13