Department of Human Resources

Presentation Title Here

Budget
Additional Presentation
Line if Needed
Budget & Finance Committee

March 22, 2021

Date Here
HR Department Current Org Chart

William Brown
(Director)

Ed Ramsey (Deputy
Doris Adotey
Director) Employee
(Deputy Director)
Services

Lisa Auciello
Latisha Hazell (DM- April Carr Rawlen Williams
(Training
WFM) Jones (HRA) (HRA)
Supervisor)

Amy Luthanen Kelli Wright Mike Fellerman Gerald Thomason

(Snr HRA) (Snr HRA) (CDL Trainer) (SS DM)

Nosa Ekhator V. Robyn Kinebrew Chanelle Lockett Vacant (HRIS

(Snr HRA) (HRA) (HRIS Analyst) Analyst)

Carmen Gulliford Crystal Jackson

(HRA) (HRA)

Administrative
Technician (Vacant)

Shauna Moore
(Administrative
Specialist)

Lacy Stamper
(Clerk 3)

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 HR Department Proposed Org Chart
William Brown
(Director)

Ed Ramsey (Deputy
Doris Adotey
Director) Employee
(Deputy Director)
Services

Lisa Auciello
Supervising HR Gerald Thomason
Latisha Hazell (Training
Analyst (Tier 1) (DM-SS)
Supervisor)

Nosa Ekhator (Snr. Amy Luthanen (Snr. Administrative Mike Fellerman April Car Jones (HR Rawlen Williams Chanelle Lockett Vacant (HRIS
HRA) HRA) Specialist (CDL Trainer) Analyst) (HR Analyst) (HRIS Analyst) Analyst)

Supervising HR
Administrative Human Resources
Analyst (City-
Technician (Vacant) Analyst
wide/Compliance)

Kelli Wright V. Robyn Kinebrew

(Snr HRA) (HRA)

Carmen Gulliford Crystal Jackson

(HRA) (HRA)

Shauna Moore
(Administrative
Specialist)

Lacy Stamper
(Clerk 3)

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 HR Department Budget History
General Fund Operating Budget
FY 2017 – FY 2021

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

Personnel Compensation 1,169,550 1,092,290 951,920 1,225,690 1,154,170
Fringe Benefits 340,930 357,370 339,740 389,180 461,560
Non-Personnel Expenses 537,840 462,350 486,520 455,350 214,220
Total $ 2,048,320 $ 1,912,010 $ 1,778,180 $ 2,070,220 $ 1,829,950

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 HR Department Budget History
Restricted Funds Operating Budget
FY 2017 – FY 2021
Income Tax-Infrastructure Fund 302
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Personnel Compensation 220,560 237,870 312,670 313,910 321,910
Fringe Benefits 69,330 80,990 67,240 138,990 129,600
Non-Personnel Expenses - - - - -
Total $ 289,890 $ 318,860 $ 379,910 $ 452,900 $ 451,510

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 HR Department Significant Issues
Staffing
The HR Centralization Model will require additional staff as HR functions are beings transitioned from
the Tier 2 departments to Central HR. The additional staffing is necessary to successfully implement
the HR Centralization Model.

1. Employee Services
The Centralization Model creates a significantly increased workload for Employee Services,
which manages union contracts and policies that require citywide consistency. Accordingly,
there is no anticipated decrease in workload from Tier 1 departments to offset the increased
workload from absorbing workload from Tier 2 departments. These positions are needed to
maintain service level to all City departments.
a. Supervising HR Analyst (ES) – This position will support Tier 1 departments as the
central HR Analysts manage all Employee Services activities for Tier 2 departments as
part of the centralization efforts.
b. Human Resources Analyst – This position will support Tier 2 departments on Employee
Services activities. Currently, there are only 2 staff members supporting 15
departments/divisions.
2. Supervising HR Analyst (WFM) – This position will oversee city-wide exam administration and
will monitor departments’ compliance of WFM activities city-wide.
3. Administrative Specialist – This position will work in the Office of Employee Advancement for
the entire organization. Currently there are only 2 staff members.

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 HR Department Significant Issues
Non-Personnel
1. City-wide Learning Management System – This will support the Office of Employee
Advancement (OEA) to bridge city-wide training gaps by aligning trainings with organizational
goals and improved performance.

Citywide benefits Employee Benefits

 Automatic reminders • Self registration

 All device training • Bite sized learning

 Increase training opportunities • Flexible scheduling

 Increase performance • Self-paced learning

 Increase OEA capacity • Access own training records

 Improves compliance • Create training plan

• Learning network
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 HR Department Significant Issues
Non-Personnel Continued
2. Background Check Software – This is necessary for performing background checks for
new hires. As part of centralization, Central HR will perform this function citywide.
3. CHRIS Enhancement – Improvement of the City’s Human Resources Information System
to increase efficiency across the organization through the implementation of key modules
in CHRIS including integration of Onboard and Perform NeoGov Modules in our applicant
tracking system that will increase efficiencies in the hiring and performance management
process across the city and create a seamless transition from candidate to employee.
Currently these activities occur on paper or fragmented across various systems.
4. Document Processing/File Sharing System – This is necessary to ensure updates to
SOP, MOUs, P&Ps are tracked, shared, and stored in a centralized system for streamlined
reference and application.
5. Specialized Job Postings – This is necessary for streamlining our recruiting process,
allowing the City access to a large pool of candidates and ensuring the best qualified
candidates.
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 HR Department Significant Issues
Miscellaneous
1. Arbitration Services – Due to the COVID-19 State of Emergency, many
arbitrations were delayed and are now being scheduled. The total cost for the
increased number of arbitrators and court reports is expected to be higher than
normal.

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QUESTIONS?