Budget Presentation Human Resources Marsha Edwards, Director May 14, 2015
Agenda • Strategic Plan • Overview of Services • Changes • Successes • Constraints • Initiatives • Moving Forward 2
Lane County Human Resources 2014- 2017 Strategic Plan Overview OUR STRATEGIC ANCHORS 2014 - 2017 STRATEGIC AREAS OF FOCUS ① ② ③ OUR VISION: Lane County is recognized as Safe and Healthy County Vibrant Community Administrative Infrastructure the best county to live, work, and play. OUR MISSION : To support Lane County by providing services that promote a work KEY OBJECTIVES environment that is characterized by fair treatment of staff, open communications, personal accountability, trust and mutual I. Improve the health of our I. Support and protect a vibrant I. Maintain internal administrative respect. communities natural environment infrastructure • Provide employees access to affordable • Automate HR processes to reduce use of • Provide training for staff and supervisors in COUNTY VALUES health insurance paper policy and best practices • Implement responsible wellness initiatives • Ensure greater efficiencies in training delivery by adopting a Learning • Provide low cost alternatives for routine II. Ensure Equity and Access Management System medical concerns • Advise departments in best practices for • Implement cost containment measures by • Ensure availability of healthcare to interviewing and selection adopting responsible benefits and wellness employees and eligible dependents by • Conduct recruitment outreach to diverse practices conducting dependent eligibility audit communities • Encourage local control by moving to self- • Provide opportunities for education around • Provide training to interview committee funding model for employee medical mental and physical well being members in best practices for interviewing benefits HUMAN RESOURCES’ DIVISIONS and selection, including recognition of implicit • Promote positive employee relations by bias II. Ensure networks of integrated and negotiating collaboratively with County • Participate in County and community cultural effective services through unions/associations Administration events partnerships • Adopt a new performance management Benefits and Wellness • Advise departments on compensation-related • Partner with Employee Assistance Provider system to ensure employees receive Employee and Labor Relations issues to increase equity awareness to promote mental health and employee well necessary feedback to excel • Invest in employees by providing being • Monitor compensation structure to ensure OUR STRATEGIC IMPERATIVES development opportunities and ensuring they • Partner with retirement advisors to educate competitiveness with public comparators have the tools to succeed and support employees with personal financial planning • Partner with other public agencies to provide course offerings of mutual benefit
Services • Classification • Compensation • Benefits Administration • Wellness Initiatives • Bargaining/ Administering Seven Collective Bargaining Agreements • Grievance Resolution • Employee Relations • Training and Development • Recruitment and Selection • Performance Management • Human Resource Information System (HRIS) 4
Changes • No significant changes to HR’s budget • In order to accurately reflect the budget priorities; funding was shifted to line items such as: – $15,000 - New line item for Maintenance Agreements – $30,000 – Transfer from Professional Consulting to DP Supplies and Access 5
Successes • Offered 210 classes (5,575 hours, 1,535 attendees) • Partnered with other agencies to offer mutually beneficial training • B argained five CBA’s and administered seven CBA’s • Opened 301 recruitments • Selected new 457 administrator • Selected new EAP • Processed proof of enrollments for over 500 Medicare retirees • Coordinated employee engagement survey 6
457 Deferred Compensation TIAA-CREF will administer the plan effective June 1, 2015 • Lower Fees • Enhanced Transparency • 401(a) • New Financial Planning Services 7
Employee Assistance Program (EAP) Inova will administer the plan effective July 1, 2015 • The Live Well committee selected this world-class provider after evaluating 9 proposals • Replaces DIRECTION effective July 1 • Network of counselors across Lane County, including Florence • Supervisor training and coaching • Other services - finances, legal issues, ID theft prevention, elder care, child care, adoption, savings on purchases, online training, education, wills & documents, pet care, and wellness 8
Constraints/ Challenges • Ensuring employees are able to seek skill development opportunities • Recruiting for specialized positions • Bargaining contracts in 2015 with FOPPO and Prosecuting Attorneys • Bargaining contracts in FY 16-17 with Admin Pro, 626 and LCPOA • Ensuring Lane County is in compliance with ACA requirements • Limiting the County’s exposure to the employer Cadillac tax • Redesigning New Employee Orientation (NEO) in 2016 • Balancing staff workloads as they work to automate HR processes 9
Initiatives 10
Learning Management System • What? A Learning Management System (LMS) is a software application for administering, scheduling, delivering and tracking online courses. • Why ? Our goal is always to hire and retain the “best” – to do that we have to be prepared to invest in our employees and their development. • When? • RFP completed Spring 2015 • Selection- in progress • Implementation - Fall of 2015 11
Online Benefits- BenAdmin • What? A PeopleSoft solution that enables you to review, elect, and change your benefits online. • Why? The current manual process does not provide employees access to their benefit plan enrollment information, and it is paper- intensive. • When? • System configuration – Spring 2015 • Testing – Summer 2015 • Implementation – Open Enrollment Fall 2015 12
Performance Management Currently: • The number of employees receiving a performance evaluation on an annual basis is too low • Our current tool is not goal-driven • Focus groups were conducted to engage employees • The County is developing a new tool Goals: • A more useful, user-friendly tool • Employees participate in meaningful goal-setting • All regular status employees receive an annual evaluation 13
Rising Healthcare Costs We must address the rising cost of healthcare and the County’s “Cadillac Tax” liability in 2018. Controlling these costs is challenging but there are things we can do… • 14
Cost Control Measures - Over 2,100 dependents are enrolled in the benefit programs. To ensure the plans cover only dependents who meet the eligibility requirements we periodically review enrollment. This year’s review will begin in May 2015. - The Live Well Committee is developing evidence-based programs that will include wellness screenings, interventions, education and activities. - By moving our current health plans to a self-funded model, the County will save on administrative costs and eliminate some ACA premium taxes. We plan to complete this process by August 1 st . 15
Moving Forward The end of FY 2014-2015 and through FY 2015-16 will bring improvements in service to HR’s customers through automation and a more streamlined approach to many of our processes. – Negotiate new and maintain ongoing collective bargaining agreements – Move the County to a self-insured model – Open an onsite, employee wellness center – Implement a Learning Management System – Redesign the performance evaluation process – Adopt online benefits enrollment through the implementation of BenAdmin – Develop greater flexibility within the County’s recruitment process – Utilize employee survey results to develop an action plan to increase engagement – Analyze compensation structure to ensure pay is competitive – Increase Wellness offerings, which align with the ACA 16
Thank You! 17
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