HUMAN RESOURCES DEPARTMENT

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1 Director: Steve McLain Mission: The Department administers activities, and Employee Training and Development Services for 21 County offices and departments which employ 1,129 employees. The department administers two (2) merit-based personnel management systems, one of which supports the Civil Service System for Sheriff s Office employees as well as separate program for the remainder of County employees. The department s major functions include recruitment and selection, classification and compensation, employee benefits, training and development, centralized personnel records system, employee relations, labor relations, unemployment compensation, and administration of two human resources management systems: Halogen (Electronic Performance Appraisal) and NEOGOV ( Online Application Recruitment System). also ensures compliance with statutory employment requirements, including Equal Employment Opportunity and develops and implements County-wide human resources practices and policies. Employee Development/ Training 14% Program Allocation 2% Allocation of General Fund Labor Relations 26% 60% Revenue Taxes $0 $0 Licenses and Permits 0 0 Intergovernmental 0 0 Charges for Services 15,000 0 Fines and Forfeits 0 0 Misc/Other 35,000 50,000 TOTAL REVENUE $50,000 $50,000 Expenses Salaries and Benefits $1,190,611 $1,325,538 Supplies 7,600 56,050 Services 86,530 80,010 Interfund Payments 77,822 71,155 Other Uses 0 0 TOTAL EXPENSES $1,362,563 $1,532,753 FTE (Full Time Equivalent) Employees

2 Director: Steve McLain and Civil Service Program Budget: $928,763 The Department exists to recruit and hire the most talented pool of employees, administer classification and compensations systems that are fair, administer a responsive employee benefits program, keep accurate and confidential employee records, process timely performance appraisals, advise and provide professional assistance to departmental supervisors and managers regarding organizational changes, employee disciplinary issues, and a myriad of other employee-related concerns. The Department also is entrusted with writing, presenting, and administering consistent and easily understood policies, procedures and programs, as well as adhering to State & Federal employment related Laws. Kitsap County operates under a complex labor relations model involving 15 separate employee bargaining units, as well as the Sheriff s Civil Service System and non-represented employees whose employment is governed by the Personnel Manual as approved by the Board of Commissioners. is entrusted every day to walk the fine lines between collaborator, policy maker, negotiator and employee supporter. The County Vision commits the organization to effective and efficient County Services. Like all County departments in recent years, has been called upon to maintain adequate services amidst dwindling resources. The Department s 2015 budget reflects a Strategy restructured organization, designed to make accountability more apparent, provide quicker and more reliable service to our customers the Kitsap County employees, and, overall, smoother more efficient operations, consistent with the County s Vision. 1. In 2015, county-wide classification internal alignment and total compensation study completed. 2. As a result of FMLA Kaizen in 2014, FMLA process, policy, procedures streamlined, more clear, more consistent and administratively more manageable. 3. Reduce time it takes to fill vacancies. 4. Benefits Administration more consistent and responsive. 1. % of new hires who 95% 90.6% 90.8% 89% 93% 88% complete probation 2. Number of Applications/Hires 9500/ /64: 9,000/ / /N/A N/A N/A 3. Average length of recruitment/classification process (in weeks) projected 5.6/5.9 7/7.43 7/9.43 7/10 8/6 7/15 1. # of recruitments Projected 2. # of applicants ,288 3,485 1, # of Class Studies Class/Comp 25; 7 pending completed Study Completed +35 add l studies Revenues $0 $15,000 $15,037 $59 $1 $721 Expenditures 928, , , , , ,849 Difference (928,763) (903,520) (737,720) (758,482) (719,647) (751,128) # of FTE

3 Director: Steve McLain Program Budget: $382,597 At direction of Board of Commissioners (BOC): develops, negotiates, and administers 15 collective bargaining agreements with the represented employees' 22 bargaining units of Kitsap County. Provides strategic input/support to the BOC and other County's elected officials, department directors in addressing labor relations unionized workforce issues. Provides direction, consultation and training to key departmental staff on collective bargaining and collective bargaining agreements, negotiations and administration. Ensures compliance with collective bargaining agreements, laws/codes. Coordinates effective responses and resolutions to employee/union grievances, arbitrations and other disciplinary matters. Approximately two-thirds of our 1129 employees are labor-organized through the collective bargaining laws of the State of Washington (Revised Code of Washington, Chapter 41.56, Public Employees Collective Bargaining). Compliance with that law is essential, and having positive, collaborative and cost-effective labor-management Strategy relations is an essential goal of the County, and consistent with our mission and values. The proposed service level is the realistic minimum in order to maintain our current labor relations' service level to the County and our represented employees. The program's model of managing and providing labor relations services, via a fulltime-dedicated labor relations manager, has been an innovative, cost-effective solution, without use of multiple (and costly) external consultants, while providing better consistency and coordination in addressing the full scope of labor relations issues. The addition of a full time analyst will improve the service, efficiency and expedite the labor relations process that has been challenging in part due to the increase in number of bargaining units. 1. % Union contract 100% 100% 100% 100% 100% 100% negotiations started pre-expiration 2. % Union contracts 70% 80% 46% 0% 46% 25% settled 3. Arbitrations filed # contracts negotiated # of grievances settled at Step 1 & 2 3. # of grievances settled at Step 3 Revenues $0 $0 $0 $4,000 $24,646 $23,583 Expenditures 382, , , , , ,820 Difference (382,597) (243,824) (220,619) (223,043) (199,466) (176,237) # of FTE

4 Director: Steve McLain Employee Development and Training Program Budget: $221,393 Kitsap County Training & Development provides opportunities for employees to develop and enhance competencies that positively affect organizational effectiveness and efficiency. Program administration includes managing the budget; developing curriculum and course materials; delivering technology training; coordinating safety, supervisor, and skills training; managing Halogen e-appraisal and e-learning Management, Custom Guide and SharePoint systems; and assisting Risk Management with projects. Training & Development is committed to the ideals of Kitsap County s vision. We provide training opportunities that (1) encourage inclusive government and citizen Strategy involvement and (2) ensure effective and efficient County Services (by promoting innovation and improvement, fostering employee development, using effective methods and technologies to produce significant results, and supporting a culture of safety that facilitates understanding and application of safety policies and procedures). In 2015, we will offer vision-focused training that emphasizes organization-wide awareness of Kitsap County s mission, vision and goals. We will affect positive change by providing opportunities that stimulate employee engagement, deepen awareness of legal and diversity issues, spur innovation, enhance productivity, and ensure safety mindfulness. The training and development program caters to organizational needs by providing just-in-time customized training opportunities that are delivered by subject matter experts. Development and delivery of software training by internal instructors ensures software and computer application training that is coordinated with Information Services program deployments. Training is tailored to ensure that end users understand and can use Kitsap County s unique system capabilities. We also have the capacity to provide more training sessions at a lower cost than a vendor could provide. 1. Training hours in critical 5,500 5,500 5,142 7,500 7,500 7,500 areas. 2. % of who rate classes very good to excellent. 3. % of supervisors who rate classes very good to "excellent". 1. # of classes offered # of appraisals done Revenues $50,000 $35,000 $36,123 $39,296 $34,480 $35,548 Expenditures 221, , , , , ,778 Difference (171,393) (165,219) (112,605) (114,963) (105,461) (80,230) # of FTE

5 Department Director Manager Benefits Analyst Training and Development Coordinator Manager Analysts (3) Technician (.75) Office Specialist I Analyst Specialist (2) Office Assistant II (2)

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