Agenda - 12-14-2010 - 7e - Laserfiche WebLink

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a Secondly, policies that were part of the FY 2010-11 Budget process approved by the Board included the continuation of various steps to ensure that budgetary objectives and limitations would be met. 1. Staff closely reviews all operations for staffing overlaps and consolidation of processes and to reduce staffing requirements. 2. All vacated positions (except for the Sheriff's Department and Emergency Services) remain unfilled for a period of six months. The work load is reviewed for possible assumption by other existing staff in supporting positions or redistributed accordingly. 3. Relocation and reassignment of qualified staff to other County service functions when their primary function has seen reduced demand Example: reassigning building inspectors to other functions while construction activity remains depressed. 4. Each position, before it is filled, would be evaluated for its role and function to assure that if expanded responsibilities can be assumed, they would be included in the search and evaluation process for new hires. 5. Staff is closely monitoring overtime use to evaluate where processes and schedules could be modified to reduce overtime requirements. County staff's efforts have produced good results. Through October 31, 2010 (1/3 of the fiscal year), budget calculations indicate savings in projected personnel costs of $700,000 have been generated. While these results cannot be guaranteed the same outcome for the remaining eight months of this fiscal year, it is probable that substantial added savings can be expected. As of October 31St, the FY 2010-11 Budget included 856 budgeted positions. There were 813 active permanent employees as of that same date. Vacancies occur for a number of reasons, with each vacancy considered as a separate opportunity to analyze workflow. As part of the FY2010-11 Budget discussions, the Manager's recommendation to the Board was to reconsider employee compensation issues 1) once results of last year's financial performance (audit) were known; AND 2) after County staff had time to analyze the current fiscal year. The Manager believes the County now has enough information to act and recommends that the Board approve aone-time performance award of $600 for qualifying active permanent employees. Staff has performed at very high levels during a very difficult period and has assumed more responsibilities and met unique demands when needed. FINANCIAL IMPACT: The financial aspects of this proposed action are as follows: 1. The funding of this performance award would be paid out of existing departmental salary and benefit allocations within the FY 2010-11 Budget (i.e. no additional budget allocations by the Board would be required). As the Board will recall, the County budgeted salaries at 100% for the current fiscal year. This action, in conjunction with the six-month hiring delay and other actions noted above, has generated significant personnel savings to fund the recommendation; and 2. Funding this proposal based upon 856 budgeted positions as of October 31, 2010 would have a total maximum financial impact estimated at $585,915. However, as noted earlier, the County had 813 active permanent employees as of October 31, 2010, meaning that the actual cost to the County will be less as of January 3, 2011. It should be noted that the $585,915 includes the performance award of $600 and the County's costs related to FICA (7.65%) and North Carolina Local Government Retirement System contributions (6.43%).