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HomeMy WebLinkAboutFY 2019 Budget Presentation (Department of Human Resources) Janine M.Z. Rapozo Director COUNTY OF KAUA'I Department of Human Resources 2019 Budget Presentation April 9, 2018 2019 Budget Presentation Page 1 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 The start of the fiscal year meant the expiration of all of the County’s eight (8) bargaining unit contracts. With the exception of the Hawaii Government Employees’ Association (HGEA) Unit 14 (Ocean Safety Officers), all other contracts were settled and funded during the current fiscal year. While the funding parameters of the 2-year contracts (7/1/17 to 6/30/19) are similar in providing employees to what amounts to a 2% across the board increase in the first year, a 2.25% across the board increase in the second year as well as the continuation of the step movement plan, actual awards differed in the manner in which this was accomplished among the bargaining units. Likewise, the United Public Workers (UPW) and State of Hawaii Organization of Police Officers (SHOPO) contracts that are for four (4) years rely on the same parameters of 2% and 2.25% for the first two (2) years. Increases of 2% for the remaining third and fourth years were awarded for these four (4) year contracts. Back in 1994, the County changed from an on-time payroll to a payroll lag. As a result, individuals employed back in 1994 were provided with an “advance” in order to achieve the lag without affecting anyone’s pay with the understanding that the “advance” would be collected upon an employee’s separation. At the start of this fiscal year, these affected employees were provided with an opportunity to begin to repay this “advance” through payroll deductions, vacation cash out or a combination of the two. A total of fifty-one (51) employees are participating in this opportunity to pay back the County for this “advance” and avoid having this taken out of their last paycheck. On September 1, 2017, after much discussion with the State, the County finally launched the Part-Time, Temporary, and Seasonal or Casual Deferred Compensation Plan (PTS) for those employees that are not eligible for membership in the State of Hawai‘i Employee’s Retirement System (ERS). The main feature of the plan is that instead of making contributions to Social Security on behalf of these employees, seven and one-half percent (7.5%) of these employees’ gross pay on a tax deferred basis is made to the individual’s own PTS Plan account. For the employee, these 2019 Budget Presentation Page 2 contributions earn interest and are available to be withdrawn upon termination of employment with the County. For the County, the Employer’s portion of social security contributions are eliminated for these employees, lowering our overall County payroll expenses. Finally, during the last summer internship program, the DHR’s summer interns produced a video highlighting the eighteen (18) different County departments intended to be used as part of the department’s On-Boarding Program for new hires. Interviews with department heads and pictures depicting the various County services are featured in the video and has been part of an employee’s new hire orientation since September 2017. III. Fiscal Year 2017-2018 Goals and Objectives Goal: To support all County departments, employees and the general public with the full range of human resource functions Will objective(s) be accomplished by 6/30/2018? Objective: Provide continuous training and guidance to all departments on collective bargaining interpretations and other labor issues Staff continues to provide the necessary training and guidance to all departments on various collective bargaining interpretations and other labor issues including ADA accommodations, family leave requirements, EEO laws and workers’ compensation reporting timelines. In addition, the DHR has been active in providing investigative services to various departments for issues related to discrimination, harassment and retaliation. Objective: Develop in-house supervisory training videos for use by all departments The DHR has started a DVD library of various training videos that supervisors may use to help facilitate internal meetings with staff. As allowed, video-taping supervisory trainings has started to create DVDs for new supervisors or those who were unable to attend live trainings This is supplemented with guidance provided by the DHR staff on how to handle various situations given the complexities and unique circumstances that various issues may present. Thus far, the department has DVDs available for discrimination, harassment and retaliation training and for workplace investigations training. Objective: Update the County’s Workplace Violence Policy Preliminary research and work has been done to develop a comprehensive Workplace Violence Policy (WVP). Other County policies that interact with the WVP such as the County’s Policy Yes Yes Yes 2019 Budget Presentation Page 3 Against Discrimination, Harassment and Retaliation are being reviewed to ensure that there is consistency and standardization with the revised WVP. Objective: Develop library of heavy vehicle operating manuals and quizzes With the assistance of the DHR’s 89 day contract worker, training manuals have been developed to assist the department’s Safety and Driver Improvement Coordinator. Quizzes have also been created to validate that those who are trained on the equipment understand proper operation of the equipment. As new equipment are added, training manuals/quizzes are being developed. Yes Goal: To streamline, standardize and centralize various human resource functions that will lead to greater efficiencies Objective: Update and standardize classification forms Several classification forms have been or are in the process of being updated that will lead to the consolidation of information and standardization of processing. The Notice of Classification Action Form is being revised to ensure that the processing of the form is provided to affected employees in a timely manner, preserving the time for employees to file an appeal. Objective: Centralize data maintenance functions to the Administrative Division allowing the Payroll Division to audit entries The department’s Administrative Division staff has been trained on the majority of the data maintenance functions previously assigned as payroll tasks, which has allowed the Payroll Division to audit entries. This centralization of duties allows for greater efficiency and reduces the need for multiple individuals to complete one transaction. Yes Yes Goal: To attract, support, and retain a qualified and diversified workforce by fostering employee development and providing a safe environment 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 thirty-three (233) classification actions taken and two hundred sixty-eight (268) recruitments that have been posted. The backlog of classification actions has remained steady at three (3). The Civil Service Commission sustained one (1) appeal that was filed and twenty-four On-Going 2019 Budget Presentation Page 4 (24) of thirty-seven (37) recruitment administrative reviews were accepted. Objective: Evaluate and revise testing admissions procedures to maximize participation while maintaining the integrity of the process Earlier in the fiscal year, rules for test admissions were revised to try and reduce the number of applicants that are turned away without compromising security issues. Admission letters can now be retrieved on cell phones and the test security agreement is given to applicants at the testing site versus the need to have to bring it to the test. Candidates are also informed that doors will close at a specific time to avoid confusion regarding when a candidate is not allowed to participate in testing. Objective: Maintain on-going training programs including an initial supervisory orientation module utilizing in-house resources as available The DHR has facilitated supervisory trainings, particularly for new supervisors. The department continues to work on incorporating both live and recorded trainings to be able to consistently provide training to new supervisors. Yes Yes Goal: To enhance the quality and efficiency of services with technological advancements Objective: Continue the implementation of the online Performance Evaluation module to include all departments The Human Resources Information System (HRIS) Task Force has been meeting on a regular basis with the Fire Department and has been working with the vendor to ensure that necessary information is available to allow for the successful implementation of the Performance Evaluation module. However, after discussions with the County’s new IT Manager, the department is currently reevaluating several of the HRIS projects which include the Performance Evaluation module to determine if the current HRIS system is capable of fulfilling the department’s long-term needs. Objective: Successfully implement the HRIS Time and Attendance and Advanced Scheduling modules Similarly, the HRIS Task Force continued to work with the vendor to allow for the successful implementation of the Time and Attendance/Advanced Scheduling modules. However, after discussions with the County’s new IT Manager, the Time and Attendance/Advanced Scheduled modules are also being reevaluated No No 2019 Budget Presentation Page 5 to determine if the current HRIS Payroll/Personnel system is capable of fulfilling the department’s long-term needs. Objective: Electronically store the County’s class specifications and post on the County’s shared drive for easy access With the assistance of the 89 day contract hire, all of the County’s current class specifications from all jurisdictions have been scanned into Laserfiche and are available to the department staff for easy access, which supports the County’s paperless initiative. During the second part of this fiscal year, the class specifications will be downloaded onto the County’s SharePoint site for easy access for all departments. Objective: Transition official leave accrual balances to the County’s HRIS system The loss of the Accountant IV in the Payroll Division to the Public Works Department in October created a void that resulted in several projects being placed on hold. A new staff person started in January and we are hopeful to restart this project once routine payroll processes are stabilized with additional resources being added to the division. Yes Yes IV. FY 2018 Challenges  Staff departures during the first part of this fiscal year brought with it personnel shortages and along with it, institutional knowledge being lost. After previously losing an HR Specialist II to retirement in May, the department also lost an HR Specialist III to retirement in December with over twenty-six (26) years of service. In addition, the Accountant IV in the Payroll Division transferred to the Public Works Department in October.  Departments struggled with NeoGov upgrades that no longer allowed for approval processes to be completed on smartphones. With many Department Heads and the Mayor using their phones to complete transactions, this change caused significant delays in the hiring process. Staff was able to work with NeoGov to resolve the issues after several weeks. 2019 Budget Presentation Page 6 V. Fiscal Year 2018-2019 Goals and Objectives 1. To support all County departments, employees and the general public with the full range of human resource functions a) Provide training and guidance to all departments on interview and performance evaluation procedures including guidelines and best practices b) Update the DHR’s website to include frequently asked questions and other common issues to enhance customer service c) Develop and implement a one (1) day in-house supervisory training focusing on information regarding basic supervisory duties and collective bargaining requirements 2. To streamline, standardize and centralize various human resource functions that will lead to greater efficiencies a) Reorganize and increase the department’s payroll staff to continue the centralization of resources and ensure succession 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) Research various recruitment strategies to increase the applicant pool in hard to fill positions c) Provide guidance, resources and recommendations to departments on employee related challenges including employee conflicts, management of performance issues, workplace violence, harassment, discrimination, and retaliation, reasonable accommodation assessments, and investigation of complaints d) Standardize minimum education requirement language for all job classifications to alleviate misinterpretations 4. To enhance the quality and efficiency of services with technological advancements a) Implement a new HRIS Payroll and Personnel system that will allow for an efficient time and attendance, advanced scheduling, and performance evaluation modules 2019 Budget Presentation Page 7 VI. FY 2017 and FY 2018 to Date Statistics Recruitment, Examination and Certification Recruitment FY 2017 FY 2018 (July 2017 to February 2018) Classes Recruited 297 268 Applications Received 4,194 2,903 Applications Accepted 2,882 1,178 Applications Rejected 1,350 1,422 Types of Examinations Held Open Competitive 215 163 Promotional 112 55 Non Competitive 15 0 Registration 12 6 Eligible Placed on List Open Competitive 810 554 Promotional 188 119 Registration 1,118 497 Return-to-Work 0 2 Re-Employment 0 1 Certification Request from Departments 334 247 Job Opportunities filled by Certification 441 248 Eligibles Certified 2,108 1,019 Classification and Pay Classification and Pay FY 2017 FY 2018 (July 2017 to February 2018) Initial Allocation 31 3 Reallocation 71 31 Reallocation of Vacant Position 92 80 Temporary Reallocation 9 12 End of Temporary Reallocation 15 1 Redescription Review 214 91 No Change 0 0 Withdrawal 8 9 Class Retitled 0 3 Backlog of Classification Requests 5 3 Classification Requests 445 233 Classification Appeals 0 0 Number of Classes Established 11 7 Number of Classes Retitled 2 2 Number of Classes Abolished 4 1 Number of Classes Amended 18 4 Number of Classes Reactivated 0 0 2019 Budget Presentation Page 8 Transactions Transactions FY 2017 FY 2018 (July 2017 to February 2018) Total Personnel Transactions Audited 3,875 2,439 Promotions 67 57 Demotions 4 2 Transfers 45 57 Pay Increase 2,217 1,534 Reallocations 80 31 Suspensions 20 11 Other 921 494 Leave Without Pay 203 6 Seasonal 81 60 New Hires 116 97 Separations 121 90 Payroll Payroll FY 2017 FY 2018 (July 2017 to February 2018) Employer Union Trust Fund (EUTF) $15.6 million $10.9 million Employee Retirement System (ERS) $16.3 million $11.9 million Social Security $ 3.3 million $ 2.1 million Medicare $ 1.2 million $773 thousand 2019 Budget Presentation Page 9 Heavy Equipment Training Heavy Equipment Training FY 2017 FY 2018 (July 2017 to February 2018) Promotional/Evaluation/TA 0 0 Re-certification (Forklift) 7 0 Refresher/Retraining 0 2 New Equipment/New Vehicle 65 70 Evaluation (Qualifications/Skills) 0 0 Total 72 72 General Training GENERAL TRAINING FY 2018 (July 2017 to February 2018) Driver Improvement Program 77 Customer Service Training 10 Microsoft Excel I Training 18 Microsoft Excel II Training 8 Microsoft Word I Training 19 Conducting Proper Workplace Investigations Training 57 First Aid/CPR Training 28 Workplace Essentials – Leadership Training 24 Total 241 2019 Budget Presentation Page 10 VII. FY 2019 Budget Overview Department: HUMAN RESOURCES FY 2018 FY 2019 $ + / - % + / - Salary and Wages 1,278,599 1,413,620 135,021 10.6% Benefits 709,611 687,899 -21,712 -3.1% Utilities 0 0 0 0.0% Vehicle/Equip, Lease 0 0 0 0.0% Operations 447,101 436,651 -10,450 -2.3% 2,435,311 2,538,170 102,859 4.2% 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 Salary and Wages Benefits Utilities Vehicle/Equip, Lease Operations FY 2018 and FY 2019 Comparison FY 2018 FY 2019 53% 29% 0% 0%18% FY 2018 Operating Budget Salary and Wages Benefits Utilities Vehicle/Equip, Lease Operations 56%27% 0% 0%17% FY 2019 Operating Budget Salary and Wages Benefits Utilities Vehicle/Equip, Lease Operations 2019 Budget Presentation Page 11 VIII. Operating Budget Discussion Overall, the DHR’s FY 2019 budget request reflects a $102,859 or 4.2% increase from FY 2018. In aggregate, Salaries and Wages show an increase of $135,021 or 10.6%. Salaries increased primarily due to collective bargaining raises as well as seven (7) months of funding for the previously $1 funded HR Manager II position and funding for the Payroll Specialist I position transferred from the Fire Department. On the other hand, Wages and Hourly Pay decreased by $12,000 due to the movement of an 89 day contract position to the Parks-Facilities Maintenance Division. Benefits showed a decrease of $21,712 or 3.1% reflecting the estimated funding necessary for the various employee benefit accounts. Operationally, there is a cumulative decrease of 2.3% or $10,450 over the previous budget. Adjustments were made in various accounts including R&M Computers, Per Diem, Printing, Other Commodities and Postage by budgeting closer to actuals in looking at the historical trends over the last three (3) years.