HomeMy WebLinkAboutFY 2022 Budget Presentation (Department of Human Resources)DEPARTMENT OF HUMAN RESOURCES
FY 2022 BUDGET AND OPERATIONS SYNOPSIS
Annette L. Anderson
Director
Department: HUMAN RESOURCES
Fund: GENERAL FUND
1. FY 2021 to FY 2022 BUDGET COMPARSION
FY 2021
FY 2022
$ + / -
% + / -
Salary and Wages
1,605,549
1,648,589
43,040
2.7%
Benefits
934,407
967,917
33,510
3.6%
Utilities
1,200
700
-500
-41.7%
Vehicle/Equip, Lease
1
1
0
0.0%
Operations
401,799
390,209
-11,590
-2.9%
2,942,956
3,007,416
64,460
2.2%
FV 2021 Operating Budget
■ Salary and
096 Wages
0 kIN% ■ Benefits
Utilities
54%6
■ Vehicle/Equip,
Lease
■ Operations
FY 2022 Operating Budget
■ Salary and
0%
Wages
■ Benefits
Jt--ties
55%6
4'e^ c e/Equ3:
Lease
■ Operations
FY 2021 and FY 2022 Comparison
1 Unn r6nn
1,5+00,000
1,400,000
1,200r00o
1,000,000
g00,000
600,000
400,000
200,000
Ffl
0
Fv 2021
Fv 2022
1
2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET
Overall, the Department of Human Resources' (DHR) FY 2022 budget request reflects a $64,460
or 2.2% increase from FY 2021.
Due to collective bargaining raises and one additional full time equivalent (FTE) position
transferred from Public Works (Human Resources Specialist III, position #805, SR 24), Salaries and
Wages showed an increase of $43,040 or 2.7%, while Benefits increased by $33,510 or 3.6%.
The Human Resources Specialist III position will focus on, among other things, employment
investigations, which historically have taxed other Specialists in the department. All departments
will benefit from the addition of this position due to its focus on investigating and resolving
complaints in a timely manner. In addition, this position will provide additional capacity as the
department embarks on the huge undertaking of implementing a new Human Resources
Management System (HRMS).
Both Utilities and Operations showed a decrease over the previous budget, with a Utilities
decrease of $500 or -41.7% and an Operations decrease of $11,590 or -2.9%. The reductions were
accomplished by decreases from various accounts including telephone, training, dues and
subscriptions, special projects, and travel accounts.
3. OPERATIONAL CHALLENGES
Historically, employment investigations are time intensive and often take months to complete.
There can be further delays should there be a need to procure an outside investigator through
the labor intensive procurement process. It is anticipated that with the addition of a Human
Resource Specialist it will reduce the time it takes to complete the investigations not only by
having another FTE to do the work, but to train departments and provide guidance with their own
internal investigations.
Although there is light at the end of the tunnel when the new HRMS is implemented in January
2022, the County continues to rely upon various manual payroll and employee records entries
that must occur with the current HRMS. These manual processes have led to several issues
regarding retirement benefits, tax withholdings, deductions and payments.
4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2021
• Last fiscal year, $2 million was budgeted in the Capital Improvement Program (CIP) to acquire
a new Human Resources Management System (HRMS) that would have the capabilities to
progress the County forward by fully automating employee records and payroll and
eliminating redundancy and ensuring accuracy. The County developed and posted a Request
for Proposal (RFP). A total of eight (8) vendors submitted proposals and after many months
of review, the County made its selection and awarded the top vendor. Contracts are close to
completion and it is expected that the County begin the implementation process in March
with the expected Go Live date of January 1, 2022. This is a cumulation of many years of hard
work, dedicated staff from numerous departments, and the support and approval by the
Mayor and the Council.
2
• For the past year, we have addressed the ever -changing challenges due to COVID-19. From
lock downs, changes in work schedules, tele-working, mask wearing, social distancing, virtual
meetings, halt to business travel, hiring freeze, to more, COVID-19 has profoundly changed
our employees' work environments, with DHR providing information and guidance at every
step of the way.
• DHR has continued its transition to a County -wide centralized human resources department,
which has included taking over payroll reporting for additional departments, converting from
paper paychecks to electronic direct deposit, modifying recruitment testing process to include
temperature checks and safety screening questionnaires, addressing challenges faced by
those needing accommodations, and proving department -specific trainings to various
departments.
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