Kitsap County Human Resources 2018 Budget overview 9/22/2017

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1 Kitsap County Human Resources 2018 Budget overview 9/22/2017

2 Kitsap Human Resources Mission o HR recruits talented, career-minded leaders; supports employee development; builds trust; celebrates teamwork; works with integrity and clear communications. Vision o Kitsap County is a trusted and competitive organization that employs and develops the most effective, professional and friendly staff available. Values o We make decisions out of fairness & remember the Human part of HR o We focus on our customers needs & work to earn their trust o We do the right thing, no matter who is involved o We are relentlessly positive 2

3 How we are organized & funded Funded through General Fund and Employer Benefit Fund 4 Main functions: HR Consulting performs employee relations, workforce planning, recruitment and classification/compensation work with Departments/Offices Labor Relations bargains and administers the County s 13 collective bargaining agreements Learning & Development designs, implements and administers training and employee performance management systems Countywide Leaves & Benefits Administration designs, implements and administers protected leaves and all insured benefits for employees 3

4 What we do One-stop shop for all employee benefits, retirement planning, leaves, general employee questions, new employee orientation, countywide training Consultants to County managers and supervisors on employee relations, organizational development, workforce planning, classification & compensation, hiring & recruitment, leaves & disability management, performance management Design & implement training, development & learning opportunities in partnership with Risk Management & the PEAK program Design & administer health and well-being programs Negotiate & administer 13 collective bargaining agreements covering 19 bargaining units Administer Civil Service Sheriff s Office & general merit-based personnel system for all other staff 4

5 2017 Accomplishments Created a 3-year strategic roadmap with a new mission, vision and value statement Launched a revised New Employee Orientation program, along with an HR training series & Leadership Foundation class offered in partnership with PEAK program Finalized the scanning of all personnel records Negotiating 3 new collective bargaining agreements and are in the process of negotiating 6 wage and 7 medical re-openers for

6 Created new dashboards for more data-driven HR decisions 6

7 Enhanced branding & recruitment work Changed testing vendors; allowed for remote testing; removed criminal history & will be moving to blind screening 7

8 Implementing plan to achieve simplification as we move to on-line benefit enrollment All pre and post tax 6 rates for every medical plan (full v. part-time) Focus: New benefits, Big Changes, Employee Choices VSP v. Vision in Medical 4 dental plans 7 medical plans

9 9

10 Streamlining & re-designing all major business processes 10

11 Creating more career pathways into County employment 11

12 Challenges & Opportunities for Kitsap HR Aging workforce & increased retirements Harder to recruit ready replacements for those exiting Retention of existing staff is priority Ensuring total rewards package is both competitive and sustainable is key to recruitment & retention efforts Need to invest in current staff to build skills Streamline major business processes 12

13 % in the Workforce Workforce Age Ranges from years; Average age = 48 20% 18% 18.00% 16% 15% 16.00% 14% 12% 13% 12% 10% 10% 8% 7.00% 6% 5% 4% 2% 0% 3% 1% 0% Under Age in years 13

14 % of Employees Workforce Tenure Ranges from 1 week to 44 years of service 30% 25% 24% 20% 20% 17% 16% 15% 12% 10% 8% 5% 3% 0% under yrs years years Years of Service 14

15 Retirement Projections % ELIGIBLE TO RETIRE IN 5 YEARS C O O P S U P E R I O R C O U R T B O C C C L E R K P R O S E C U T O R D C D J U V E N I L E P U B L I C W O R K S I S & F A C I L I T I E S P A R K S H U M A N R E S O U R C E S A U D I T O R K C S O E M E R G E N C Y M G T A S S E S S O R T R E A S U R E R A D M I N S E R V I C E S C O R O N E R D I S T R I C T C O U R T H U M A N S E R V I C E S 0% 0% 11% 11% 14% 16% 17% 18% 20% 21% 21% 21% 25% 25% 26% 27% 28% 29% 30% 31% 0% 5% 10% 15% 20% 25% 30% 35% 15

16 Employer Benefit Fund - $17.4M Have saved the County $2M amount since becoming self-insured in o Have estimated an additional $15.3M in savings between given the projected increases when fully insured v. what was needed to pay claims as self-insured BOCC approved update to the self-insurance plan that provides for 20 weeks of reserves (we already are exceeding that amount) and a commitment that the monies in the fund will be reinvested in employee health and well-being programs & benefits Implementing a new, on-line benefit enrollment system 2018 highlights: o Will expand the WorkingWell program in 2018, staying within allocated $10,000 budget o Will contract for an enhanced EAP, long-term disability coverage & some enhancements to the PPO HSA/HDHP plan o Will eliminate and/or close some of our plans as part of a move to simplify the benefit environment for staff o Rates are projected to increase by 7.1% (Kaiser), 7.2% (Premera PPO plans) in 2018 o Request to increase County contribution - anticipated impact to GF is an additional $126,578 16

17 HR Director HR Analyst: Benefits * HR Analyst: Learning & Development HR Manager Labor Relations & HR Consulting HR Technician: Benefits (2)* HR Specialist: Learning & Development HR Analyst: Labor Relations - $2,941 HR Supervisor: Consulting ($22,495) Requested changes will result in $11,698 savings Reallocating downward HR Manager position to HR Supervisor generates $22,496 in savings to offset increased costs in Labor Relations & for Supported Employee *1 Analyst and 1 technician paid out of Employer Benefit Fund Overall, the changes result in a requested salary & benefit budget $13,401 less than status quo budget HR Analyst: Consulting (3) HR Technician: Consulting (2) Office Assistant (1) Support Employee.25 Extra Help - $7,857

18 Realignment will: Add capacity to have more targeted outreach in recruitments, increase work with departments/office on workforce planning Allow for proactive consultation Add & expand internship programming and other pathways into County employment Allow for more timely negotiations by having 2 staff positions assigned chief negotiations responsibilities Provide Kitsap County opportunity to participate in Human Services Program for Developmentally Disabled Adults, while providing additional administrative support to HR Department 18

19 Budget Changes Requested Goods & services $62,000 $10,000 for purchase of on-line learning system (ongoing) $42,000 for compensation study re-fresh (1x ask) $10,000 for employee engagement survey (1x ask) 19

20 On-line Learning $10K 20

21 21

22 Compensation Study Refresh $42K Implemented the new classification and compensation study effective January 2016 o Reduced # of classifications from 469 to 129 o Heard 96 appeals o Negotiated new pay rates to implement study o Cost $1.26M in year 1 ($941,055 GF impact) Comp study refresh to ensure salary grid is still aligned with market o Survey benchmark classifications, including hard-to-recruit classifications o Goal of implementing any changes effective January

23 Employee Engagement Survey $10K 2 departments have regularly conducted employee engagement surveys o Engaged employees: Feel passionate about their jobs, Are committed to the organization, and Put discretionary effort into their work o How engagement demonstrates itself: High attendance and productivity Low # of accidents, complaints, grievances, lawsuits, lower rates of absenteeism & turnover Recommend employer as a great place to work With tools, resources & a respected survey consultant, can benchmark, get more detailed analysis to understand and identify how to improve engagement & track progress over time Will want to pilot a countywide survey in early 2018 o Train managers and supervisors why employee engagement matters & what are the key drivers of engagement o Do the survey o Train on the results and monitor & resource action plans to address pockets of disengagement 23

24 Other budget changes $8,000 increase in Supplies: o This represents a move of $ budgeted in GAO for the employee store and employee recognition supplies. The costs associated with the Countywide recognition program will now be housed in HR s budget $77,000 increase in Interfund charges: o That is mostly a result of the change in IS allocation. We have not increased our consumption of IS services, it is just being reflected in our budget rather than embedded in the GAO budget. 24

25 Any Questions? 25

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