HomeMy WebLinkAboutFY 2024 (HR Department of Human Resources) Budget Narrative
DEPARTMENT OF HUMAN RESOURCES
FY 2024 BUDGET AND OPERATIONS SYNOPSIS
Annette L. Anderson
Director
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Department: HUMAN RESOURCES
Fund: GENERAL FUND
1. FY 2023 to FY 2024 BUDGET COMPARISON
FY 2023 FY 2024 $ + / - % + / -
Salary and Wages 1,664,933 1,822,770 157,837 9.5%
Benefits 1,039,686 1,077,999 38,313 3.7%
Utilities 700 700 0 0.0%
Vehicle/Equip, Lease 1 1 0 0.0%
Operations 793,208 1,044,812 251,604 31.7%
3,498,528 3,946,282 447,754 12.8%
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Salary and
Wages
Benefits Utilities Vehicle/Equip,
Lease
Operations
FY 2023 and FY 2024 Comparison
FY 2023
FY 2024
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2. MAJOR CHANGES AND/OR VARIANCES IN OPERATIONS BUDGET
Leadership & Employee Education Development
The Department of Human Resources’ (DHR) FY 2024 budget request seeks $200,000 for
“Leadership & Employee Education Development” as part of Training Account #001-0601-512.24.-
00.
DHR intends to develop a robust program that will focus on improving and enhancing leadership,
management, and supervisory skills as well as developing career progression for associates that
will allow for appropriate succession planning and retention of associates.
The Leadership & Employee Education Development program is intended to provide intense and
individualized trainings adapted to the specific needs of departments and associates. For example,
there are accredited schools that provide training specifically geared toward law enforcement
leadership training, which would assist in succession planning up through the ranks to chief.
DHR also intends to focus on career paths for white collar associates that have the skills and abilities
to move into higher level and higher compensation positions but are lacking a college degree or
course credits. The program will assure that there is a fair and equitable selection process including
a cost/benefit analysis for the department involved. It is anticipated that the program will build
capacity and enhance retention among associates.
IT Arrangement (SBITA) Account Established
The County established an IT Arrangement (SBITA) account for all departments to use in connection
with software applications. As such, $433,000 was moved from R&M Computers, Account #001-
0601-512.43-05 to the newly established IT Arrangement, Account #001-0601-512.31-01.
Of the $433,000 in this account, $393,000 is for the annual subscription and maintenance of
Workday (payroll and time and attendance) and ADP (unemployment insurance) human resources
management systems (HRMS), and $40,000 is for the NEOGOV annual maintenance cost for the
current recruitment system.
Thus, there is no increase in the budget for these costs, rather monies were moved from one
account to another newly created account.
Other Account Adjustments
The “Operations” accounts have been adjusted to include $51,604, which represents an inflation
factor to better reflect the funding needs of DHR.
Of the $51,604, DHR moved $10,503 to Consultant Services, Account #001-0601-512.31-01,
primarily for the increased cost of the multi-year workers’ compensation third party administrator
contract, combined with reduced arbitration expenses. The remaining $41,101 was moved to IT
Arrangement, Account #001-0601-512.31-01, for the cost of the future recruitment subscription
offered by Workday.
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3. OPERATIONAL CHALLENGES
Throughout FY 2023 and continuing into the next year, numerous personnel have dedicated many
hours working towards implementing the Workday system to assure a successful transition, which
we are pleased to report occurred in January 2023. The amount of resources and time expended
has been challenging because staffs’ regular job duties must also be completed, e.g., payroll still
needs to pay employees on time while being trained, engaging in testing, and analyzing issues for
the new Workday and ADP systems.
4. TOP 3 OPERATIONAL HIGHLIGHTS FROM FY 2023
• DHR staff has engaged in extensive Workday training of almost all 1,300+ County associates,
an endeavor that has not occurred on such a grand scale in the County’s history.
• As the County geared up for go live with Workday, DHR staff continued testing hundreds of
scenarios to assure that the system was configured correctly, met multiple times per week with
our implementation consultants, core team members, timekeepers, and others to assure that
everyone was prepared for go live. DHR also benefited from having hired a Human Resources
Management System Administrator who provided much needed support during the final
stages of the Workday implementation.
• DHR’s Safety Officer has provided valuable trainings and guidance to the various departments
and is overseeing the drug and alcohol testing program and the Workers’ Compensation unit.
DHR recently provided internal safety inspections at various County worksites to identify and
mitigate safety concerns.