Kitsap County Human Resources 2018 Budget overview 9/22/2017 - PowerPoint PPT Presentation

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

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

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

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

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 2018 5

Created new dashboards for more data-driven HR decisions 6

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

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

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Streamlining & re-designing all major business processes 10

Creating more career pathways into County employment 11

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

Workforce Age Ranges from 22 – 77 years; Average age = 48 20% 18.00% 18% 16.00% 16% 15% 14% 13% 12% % in the Workforce 12% 10% 10% 8% 7.00% 6% 5% 4% 3% 2% 1% 0% 0% Under 20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+ Age in years 13

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

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

Employer Benefit Fund - $17.4M ▪ Have saved the County $2M amount since becoming self-insured in 2013. o Have estimated an additional $15.3M in savings between 2013-2016 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

HR Director HR Analyst: HR Manager – HR Analyst: Learning & Labor Relations & Benefits * Development HR Consulting HR Specialist: HR Supervisor: HR Technician: HR Analyst: Labor Learning & Consulting Benefits (2)* Relations - $2,941 Development ($22,495) HR Analyst: Consulting (3) 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 HR Technician: Consulting (2) Supported Employee *1 Analyst and 1 technician paid out of Employer Benefit Fund Office Assistant (1) Overall, the changes result in a requested salary & benefit budget $13,401 less than status quo budget Support Employee – .25 Extra Help - $7,857

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

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

On-line Learning $10K 20

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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 20-30 benchmark classifications, including hard-to-recruit classifications o Goal of implementing any changes effective January 2019 22

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

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

Any Questions? 25