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Broward County Activity‐Based AnalysisHuman Resources

Analysis Completed on April 6, 2009

April 2009 © Copyright 2009, EquaTerra, All Rights Reserved of 76

1. Overview and Introduction EquaTerra completed an Activity‐Based Analysis of the Broward County Human Resources Agency on April 6, 2009. To comprehensively assess the business processes within the agency (used to indicate this particular department, agency, or section) along with the potential value associated with an ERP implementation, the following methodology was followed:

• Analyzed all relevant departmental information • Conducted analysis of department activities, documenting costs • Surveyed all division employees, detailing their time allocations and perceived issues • Discussed and documented key issues with department leaders and employees • Developed a Return on Investment (ROI) model that demonstrates the department cost

drivers that can be removed. This analysis, and the data presented in this report, was confined to this specific agency. There will be other reports that present combined data for common processes across the county.

Agency Mission Statements and Overview (By Section) General Services The purpose of the General Services Section is to effectively develop, manage, and improve Broward County's Human Resource (HR) programs for citizens and County employees to ensure equal employment opportunity, and sound business practices in an ethical, cost effective, and innovative manner. The General Services Section is responsible for Human Resources management support for all organizational units under the jurisdiction of the County Commission and County Administrator. This includes: administration of human resource policies and procedures, recruitment, testing, and identification of qualified candidates for employment; representing Broward County in collective bargaining; maintaining and developing a classification and pay system; processing personnel transactions; serving as a resource to management and employees in the resolution of grievances, disciplinary actions, labor contract interpretations, and policy interpretations; managing the Employee Assistance Program; managing Employee Insurance Benefit programs; Learning and Organizational Development program and conducting a wide variety of related assigned activities. Learning and Organizational Development The purpose of the Learning and Organizational Development Section is to provide learning opportunities, and consulting, coaching, and facilitation services in order to prepare the




employees and managers of Broward County Government to efficiently and effectively serve the citizens and visitors of Broward County. The Learning and Organizational Development Section is responsible for helping move Broward County government toward its goals by working with organizational systems and organizational culture, and providing individual and organizational learning and development support. This includes training needs analysis, content development, the management of classroom and computer‐based training courses, tuition reimbursement and all related return‐to‐school initiatives, internships, facilitations, customer service programs, leadership and management development, change management, consulting, coaching, the administration of all of the above, and of course, the critical mandatory training. Employee Assistance Program The purpose of the Employee Assistance Program Section is to provide assistance to Broward County employees and their families to improve their quality of life both at home and on the job. The Employee Assistance Program (EAP) provides consultation to managers and supervisors regarding employee behavior, conducts confidential diagnostic interviews with troubled employees and/or their family members, refers them to the appropriate treatment resource, and monitors their progress and participation in treatment. EAP provides training for managers and supervisors on how to recognize and deal with attitude and behavior problems, impaired employees, and on the prevention and management of workplace violence. In addition, the Program plays a prevention and educational role by providing workshops that increase awareness and teach job‐related interpersonal communication and coping skills such as conflict‐resolution and stress management. EAP staff provides critical incident debriefing and crisis intervention services, Organizational Needs Assessments, management coaching and other organizational interventions. Employee Benefits Administration The purpose of the Employee Benefits Administration Section is to provide a comprehensive, affordable and accessible employee benefit program for Broward County employees in order to provide maximum service and best use of these benefits. The Employee Benefits Administration Section designs, plans and administers the County sponsored Cafeteria and Section 125 Flexible Benefit Programs which include voluntary programs such as health, vision and dental insurance, flexible spending accounts, the Consumer Driven Health Plan Health Reimbursement Account, basic and optional life insurance, long‐term disability insurance, long term care insurance, cancer/dreaded disease insurance, pre‐paid legal programs, and the Deferred Retirement Option Program (DROP). In addition to the above, this




section also administers the County’s wellness program as well as educational programs on the County’s Deferred Compensation Program and the donated leave program. Employee Benefits Services The Employee Benefits Services Section represents the County and Employee costs of the full array of voluntary insurance and benefits programs, including health, pharmacy, vision and dental benefits, long term care, long term disability, life insurance, medical and dependent care accounts, and the health reimbursement account, which is a component of the County’s Consumer Driven Health Plan model. 2. 2009 Operating Budget The Office of Management & Budget (OMB) supplied the current operating budget for the Human Resources Agency. The current operating budget consists of the funds required for day to day operations, including salaries, benefits, supplies, and common or expected expenses. EquaTerra analyzed the operating budget because this budget funds the activities that produce repeatable services to Broward County employees and constituents. This analysis utilized the best of breed tools to identify the cost distribution of all activities conducted by the Division. The following Chart A represents a list of Budget Line Items that constitute the sum of the current operating budget:




Chart A ‐ Dollars by Category for the Current Operating Budget

The total current operating budget, as depicted in Chart A above, was distributed to the activities and/or processes performed by the Agency. The budget allocations were spread as follows:

• Salary Trace – For all personnel expenses, this method of allocation was used to trace the percentage of time spent on an activity by a given employee to the budget costs associated with that employee’s personnel costs.

• Direct Trace – For all expenses that can be directly traced to an activity from a budget line item.

$3,758,586.00

$600,490.00

$128,350.00

Salaries & WagesContract ServicesTuition ReimbursementRent ‐ OfficeOffice SuppliesExternal PrintingInternal PrintingSunsationalTelephone Allocation ChargesWorkers CompensationRent ‐ EquipmentEducationTravel / Per DiemOffice Equipment <$1,000Miscellaneous ExpensesUnemployment CompensationUtilities ‐ ElectricEquipment MaintenanceSubscriptionsBuilding MaintenanceDues & MembershipsCapital ‐ Equipment ReplacementBusiness TravelSelf InsuranceComm DVCS ‐ VerAutomobile AllowanceCommunicationsTelecommunicationsMotor PoolCommissions & FeesUtilities ‐Water




• Headcount – For all expenses that remain and must be spread evenly across all activities, based on total headcount.

Using these allocation methods and an analysis of the agency budget, each budgeted position and all operational budget accounts were spread to key Human Resources activities (see below). 3. Department Processes The assistance provided to Broward County employees and constituents is driven by public expectations and taxes. Typically these services are directed by public need and demand, which is in turn determined by the Broward County Board of Commissioners. The services are provided based on repetitive activities or processes that are performed by the Broward County Divisions and Agencies. The activities, sometimes enabled by technology, are funded by multiple line items in the operating budget. The sum of these component line items determines the cost of the activity. The importance of understanding activity costs is critical because:

• It provides a means of evaluating annual budget requests from Divisions and Agencies • It provides a means of comparison with peer organizations • It highlights opportunities to gain efficiencies.

During the initial facilitated sessions, the representatives of the Human Resources Agency identified the following list of key activities performed by the agency: Chart B ‐ Process and Sub Processes

Processes and Sub Processes General Administration Compensation Administration

Corporate, Operational & Program Strategy / Design / Support ‐ Compensation Employee Record Maintenance Compensation Calculations & Re‐Calculations Mass Compensation Changes Salary & Pay Surveys Job Evaluations / Salary Structure Administration Salary Administration & Monitoring Employee / Service Recognitions & Awards Communication/Rollout ‐ Compensation Vendor Procurement & Contract Management ‐ Compensation Reporting & Compliance ‐ Compensation




Processes and Sub Processes Benefits Administration

Corporate, Operational & Program Strategy / Design / Support ‐ Benefits Communications & Training ‐ Benefits Benefits Eligibility Administration Wellness Program Administration COBRA & Flexible Spending Administration Retirement Plan Processing Insurance Plan Administration Disability & Salary Continuation Plan Administration Open Enrollment Benefits Accounting Vendor Procurement & Contract Management ‐ Benefits Employee Inquiry ‐ Benefits Reporting & Compliance ‐ Benefits

Organization Development Corporate, Operational & Program Strategy / Design / Support ‐ Org Development Process Workforce Initiatives Surveys ‐ Org Development Consulting & Coaching ‐ Org Development Vendor Management

Performance Evaluation Management Corporate, Operational & Program Strategy / Design / Support ‐ Performance Evaluation Management Performance Evaluation Communication Program Development ‐ Performance Evaluation Management Performance Evaluation Process Management Vendor Procurement & Contract Management ‐ Performance Management Reporting & Compliance ‐ Performance Evaluation Management

Training Administration Corporate, Operational & Program Strategy / Design / Support ‐ Training Administration Training Delivery & Content Logistics Coordination ‐ Training Administration Tuition Reimbursement Administration New Employee Orientation Administration Vendor Management‐ Training Administration

Employee Development Corporate, Operational & Program Strategy / Design / Support ‐ Employee Development Employee Consulting & Coaching Development Plans ‐ Administration Vendor Procurement & Contract Management ‐ Employee Development Reporting & Compliance ‐ Employee Development




Processes and Sub Processes Succession Planning

Corporate, Operational & Program Strategy / Design / Support ‐ Succession Planning Identify Succession Talent Succession Plan Administration Reporting ‐ Succession Planning

Employee Data & Records Management Corporate, Operational & Program Strategy / Design / Support ‐ Employee Data HRIS Table & Data Maintenance Employee / Client / File Record Management Data Integrity & Security Reporting & Compliance ‐ Employee Data

Human Resources IT (HRIT) / HRIS Corporate, Operational & Program Strategy / Design / Support ‐ HRIS/HRIT Infrastructure Operations & Maintenance ‐ HRIT/HRIS Application Systems Management ‐ HRIT/HRIS Software License Administration Disaster Recovery System Data Security & Integrity System Physical Security Services System Vendor Procurement & Contract Management End User Support

Recruiting, Staffing, Resourcing Corporate, Operational & Program Strategy / Design / Support ‐ Recruiting, Staffing, Resourcing Develop & Manage Recruiting Sources Candidate Pool Management Candidate Assessment & Selection Management Immigration Assistance Contract & Temporary Staffing Management Reporting & Compliance ‐ Recruiting, Staffing, Resourcing

Domestic Relocation Corporate, Operational & Program Strategy / Design / Support ‐ Domestic Relocation Program Administration ‐ Domestic Relocation Temporary Living & Transfer of Household Goods Employee Inquiry/Resolution ‐ Domestic Relocation

Workforce Deployment Corporate, Operational & Program Strategy / Design / Support ‐ Workforce Deployment Severance Plan Administration Reduction In Force (RIF) & Inplacement Administration Outplacement Activity Administration Exit Interview Administration

Labor & Employee Relations




Processes and Sub Processes Corporate, Operational & Program Strategy / Design / Support ‐ Labor/Employee Relations Employee Relations Program Administration Employee Counseling Discipline & Grievance Administration Collective Bargaining Administration Drug & Alcohol Testing Unemployment Administration Vendor Procurement & Contract Management ‐ Labor/Employee Relations Reporting & Compliance ‐ Labor/Employee Relations

Human Resources (HR) Strategy Corporate, Operational & Program Strategy / Design / Support ‐ Labor/Employee Relations Best Practice Research Employee Relations Program Administration Employee Counseling ‐ EAP Program Communications Special Program Administration

Miscellaneous Support By Agency Employees Public Records Requests User Training

Business Support Functions Accounts Payable Accounts Receivable Purchasing Payroll General Accounting Human Resources Fixed Assets & Property Accounting Facilities Management

The following charts, Chart C (Detailed Process Cost Allocations), Chart D (Percentage Dollars Allocation By Process) and Chart E (FTE Allocation By Process), demonstrate how the operating budget and FTEs were distributed to activities. This distribution is pulled from the Employee Surveys, which all Division employees completed, and agency budgets provided by the Office of Management and Budgets. The employees documented the percentage of their time spent on each activity. These documented percentages were applied, along with the corresponding number of dedicated FTEs and associated costs of each activity. These cost allocations was confined to this specific agency. There will be other reports that present combined data for common processes across the country.




Chart C‐ Detailed Process Cost Allocations

Activity Total Costs FTE

General Administrative Activities $601,004.38 6.913 General Administrative Activities $601,004.38 6.913

Agency Accounts Payable $6,348.74 0.100

Agency Accounts Payable $6,348.74 0.100

Benefits Accounting $93,373.77 1.020 Benefits Eligibility Administration $90,642.47 1.120 COBRA & Flexible Spending Administration $34,590.81 0.370 Communication & Training ‐ Benefits $27,309.76 0.265 Corporate, Operational & Program Strategy ‐ Benefits $74,518.78 0.540 Disability & Salary Continuation Plan Administration $42,779.06 0.520 Employee Inquiry ‐ Benefits $177,116.82 2.026 Insurance Plan Administration $46,015.69 0.340 Open Enrollment $113,534.05 1.230 Reporting & Compliance ‐ Benefits $50,331.35 0.537 Retirement Plan Processing $55,422.24 0.680 Vendor Procurement & Contract Management ‐ Benefits $30,807.27 0.210 Wellness Program Administration $78,874.66 0.802

Benefits Administration $915,316.73 9.659

Communication / Rollout ‐ Compensation $15,847.81 0.170 Compensation Calculations & Recalculations $50,066.36 0.578 Corporate, Operational & Program Strategy ‐ Comp $132,658.05 1.000 Employee / Service Recognitions & Awards $20,838.51 0.259 Employee Record Maintenance $67,605.96 0.874 Job Evaluations / Salary Structure Administration $123,444.16 1.090 Mass Compensation Changes $21,249.28 0.213 Reporting & Compliance ‐ Comp $4,908.39 0.050 Salary & Pay Surveys $56,262.97 0.535 Salary Administration & Monitoring $75,969.17 0.700 Vendor Procurement & Contract Management ‐ Comp $2,921.04 0.029

Compensation Administration $571,771.69 5.497




Corporate, Operational & Program Strategy ‐ Relocation $927.06 0.005 Program Administration ‐ Domestic Relocation $927.06 0.005 Temporary Living & Transfer of Household Goods $997.23 0.007

Domestic Relocation $2,851.36 0.017

Corporate, Operational & Program Strategy ‐ Employee Data $11,667.30 0.090 Data Integrity & Security $12,295.03 0.150 Employee / Client / File Record Management $193,059.74 2.280 HRIS Table & Data Maintenance $11,770.47 0.113 Reporting & Compliance ‐ Employee Data $1,723.11 0.020

Employee Data & Records Management $230,515.65 2.653

Corporate, Operational & Program Strategy ‐ Employee Dev $66,461.11 0.570 Employee Consulting & Coaching $55,535.51 0.525 Reporting & Compliance ‐ Employee Development $4,306.72 0.050 Vendor Procurement & Contract Management ‐ Emp Develop $11,493.50 0.100 Fixed Assets & Property Accounting $727.24 0.013

Employee Development $138,524.07 1.258

Application Systems Maintenance ‐ HRIT / HRIS $38,902.95 0.321 Corporate, Operational & Program Strategy ‐ HRIT / HRIS $1,478.82 0.013 End User Support $45,868.89 0.400 Infrastructure Operations & Maintenance ‐ HRIT / HRIS $768.99 0.007 System Data Security & Integrity $768.99 0.007 System Vendor Procurement & Contract Management $1,478.82 0.013

Human Resources IT / HRIS $89,267.46 0.759

Best Practice Research $46,250.18 0.410 Corporate, Operational & Program Strategy ‐ HR Strategy $89,767.15 0.850 Employee Counseling ‐ Employee Assistance Program $30,107.22 0.200 Program Communications $4,748.39 0.050 Special Program Administration $32,888.66 0.231

Human Resources Strategy $203,761.60 1.741

Collective Bargaining Administration $60,555.06 0.660




Corporate, Operational & Program Strategy ‐ Labor Relations $74,401.73 0.497 Discipline & Grievance Administration $133,882.20 1.500 Drug & Alcohol Testing $9,769.05 0.107 Employee Counseling $174,460.04 1.730 Employee Relations Program Administration $9,783.35 0.110 Reporting & Compliance ‐ Labor / Employee Relations $9,109.17 0.088 Unemployment Administration $30,448.17 0.437 Vendor Procurement & Contract Management ‐ Labor Relations

$9,721.09 0.109

Labor & Employee Relations $512,129.87 5.236

Public Records Request $60,967.90 0.646 Miscellaneous Support $60,967.90 0.646

Consulting & Coaching ‐ Org Development $59,896.67 0.570 Corporate, Operational & Program Strategy ‐ Org Develop $62,548.59 0.520 Process Workforce Initiatives $30,809.21 0.350 Surveys ‐ Org Development $44,397.93 0.405

Organizational Development $197,652.40 1.845

Agency Payroll $5,817.91 0.100 Agency Payroll $5,817.91 0.100

Corporate, Operational & Program Strategy ‐ Evaluations $31,232.73 0.200 Performance Evaluation Communication $16,594.63 0.200 Performance Evaluation Process Management $11,656.45 0.085 Program Development ‐ Performance Evaluations $3,763.40 0.025 Reporting & Compliance ‐ Performance Evaluations $8,228.54 0.073

Performance Evaluation Management $71,475.75 0.583

Agency Purchasing $36,499.93 0.600 Agency Purchasing $36,499.93 0.600

Candidate Assessment & Selection Management $200,672.49 2.041 Candidate Pool Management $91,508.12 1.000 Contract & Temporary Staffing Management $3,060.87 0.030




Corporate, Operational & Program Strategy ‐ Staffing $176,646.45 1.513 Develop & Manage Recruiting Sources $37,535.80 0.394 Immigration Assistance $2,017.52 0.017 Reporting & Compliance ‐ Staffing $143,934.85 1.515

Recruiting, Staffing, Resourcing $655,376.11 6.509 Corporate, Operational & Program Strategy ‐ Succession $46,781.91 0.377 Identify Succession Talent $5,101.46 0.050

Succession Planning $51,883.36 0.427 Corporate, Operational & Program Strategy ‐ Training $80,314.43 0.740 Logistics Coordination ‐ Training $78,083.17 1.000 New Employee Orientation Administration $22,209.71 0.263 Training Delivery & Content $144,764.41 1.439 Tuition Reimbursement Administration $27,542.18 0.325 Vendor Management ‐ Training $30,519.27 0.355

Training Administration $383,433.16 4.122 Corporate, Operational & Program Strategy ‐ Workforce $3,708.26 0.020 Exit Interview Administration $1,253.16 0.013 Outplacement Activity Administration $19,540.20 0.160 Reduction In Force & Inplacement Administration $110,406.32 1.145

Workforce Deployment $134,907.94 1.338

Totals $ 4,869,506.00 50.00




Chart D ‐ Percentage Dollars Allocation By Process

Chart E ‐ FTE by Process

$601,004

$571,772

$915,317

$383,433

$655,376

$512,130

General Administrative

Compensation Administration

Benefits Administration

Organizational Development

Performance Evaluation ManagementTraining Administration

Employee Development

Succession Planning

Employee Data & Records ManagementHuman Resources IT / HRIS

Recruiting, Staffing, Resourcing

Domestic Relocation

6.91

5.50

9.66

4.12

2.65

6.51

5.24

General Administrative

Compensation Administration

Benefits Administration

Organizational Development

Performance Evaluation ManagementTraining Administration

Employee Development

Succession Planning

Employee Data & Records ManagementHuman Resources IT / HRIS

Recruiting, Staffing, Resourcing

Domestic Relocation




4. Process Cost Drivers During facilitated sessions, EquaTerra asked participating employees to identify barriers to success in performing their various activities. These barriers to success, or cost drivers, are typically the issues that prevent maximum efficiency and often cause rework to occur. The inefficiency measured in this section represents potential waste in work processes, and as such, provide opportunities to improve the value provided to Broward County constituents. It is important to note that inefficiency is not necessarily all easily‐addressable waste. Rather, it represents the Maximum that could be addressed in time. . The investment in an ERP system will be weighed against these inefficiencies by comparing ERP requirements that may remove the inefficiency. The following table demonstrates the Cost Drivers identified by Department employees:

Cost Driver Description

Lack of . . . (typically drives a need for growth of additional capability)

Funding Need more budget money to perform activity correctly

Resources Need more FTE to perform activity correctly

Training Need more training to perform activity correctly

Evaluation Criteria Need the ability to incent employees to perform activity

Progression Opportunity Need to know activities performed correctly will lead to better opportunity

Technology Need to improve or add new software to perform activity

Standard Policies and Procedures Need standards to ensure the activity is performed consistently

Leadership Need improved and more timely leadership to perform activity correctly

Accountability Need to ensure accountability of the activity performed

Impacted by . . . (Typically demonstrates an inefficiency that can be addressed)

Fear of Change Fear change or improvement will negatively impact my department

Strategic Direction The future is uncertain or unclear and requires more detailed definition

Decision Making Authority Politicians and/or staff leaders impact process through use key decisions

Micro Management Leadership is concurrently performing activities, thereby impacted productivity

Manual Intensity (paperwork) The activity is manually intense and requires a long duration to complete




Agency personnel in the facilitated sessions identified barriers to process efficiency, and then established a relative impact for each of these cost drivers (minimal, moderate, large, huge). The cost drivers in Chart F (Total Inefficiency Target Dollars compared to Total Budget Dollars), Chart G (Total Inefficiency Target Dollars by Cost Driver) and Chart H (Total Inefficiency Target Dollars by Major Process) were documented during facilitated sessions. Employees provided feedback on the impact of cost drivers in relation to activities. This feedback and process costing led to an estimate of total work process inefficiency for the Agency. It should be noted that these cost driver results are driven by perceived work process inefficiencies, and are not an indication of efficiency for a particular Agency.

Chart F ‐ Total Potential Inefficiency Target Dollars compared to Total Budget Dollars

78%

22%

Efficient BudgetsInefficient Budgets




Chart G ‐ Total Potential Inefficiency Target Dollars by Cost Driver

Chart H ‐ Total Potential Inefficiency Target Dollars by Major Process

$0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000




NOTE: The cost driver analysis focused on perceived work process inefficiencies and used allocated process costs to establish total potential cost opportunities. It should be noted that the scale on these graphs, and the total potential cost opportunities, could be influenced by the total allocated cost for that process or agency, and also by non‐personnel costs that increase these allocated costs.

Using the facilitated session cost driver discussions in conjunction with FTE and activity allocations, these distributions was derived using averaging within categories and cost drivers to identify the areas where inefficiency targets exist to support potential FTE and financial savings when these inefficiencies can be addressed. This analysis provides a target range which can then be compared with other agency data and process analysis.

Some of the factors that result in these cost drivers being identified by Human Resources personnel are listed below under the discussion of work process limitations after Chart J, Benchmark Analysis, and prior to Section 6, Aligning ERP Requirements to Inefficiencies. 5. Benchmark Analysis Before reviewing benchmark data for common Human Resources processes, it is important to understand how the performance metrics are represented. In the benchmark analysis below, there are benchmarks calculations for the department and next to each are the industry ranges for these categories. Industry ranges are represented with three numbers. The first listed is called “Top Performers”, which represents the point on the bell curve (of sampled responses) that is one standard deviation in the direction of best performance. Note that this may be plus or minus one standard deviation depending on the nature of the metric. The next number is the median value of sampled companies (not the arithmetic mean), which shows where the middle company in the sample set fell. Usually, this is very near the arithmetic mean, and its deviation from the mean is an indication of the directional skew of the overall bell curve. Finally, the bottom quartile number represents the breakpoint at one standard deviation on the opposite side of the median from the “top performers” breakpoint. Typically, 25% of all response will fall outside each standard deviation break, with 50% of all responses falling within +/‐ 1 standard deviation. Review this bell curve illustration prior to reading benchmark tables.




The tables below illustrate agency organizational and operational metrics as well as benchmark data for some common Human Resources processes. In Chart J (Benchmark Analysis), areas that (on the aggregate) fall within +/‐ 1 sigma are shaded in yellow for the “Status” indicator, those inside the bottom quartile are shaded in red for the “Status” indicator, and those in the top performers quartile are shaded in green for the “Status” indicator.

Chart I – Metric Analysis

Typically, the labor‐to‐budget ratio will fall in the 75% ‐ 85% range indicating a balance between employee costs and operational accounts. When that is higher, operational accounts may not be sufficient to effectively sustain employees. And typically, the general and administrative ratio will fall between 12% and 15% indicating the ability of management to devote time to planning and program management.

Organizational Metric Broward

Labor to Budget Ratio 77.55%

General and Administrative Ratio 12.34%

Operating Metric Broward

Operating Cost per FTE $97,390

Labor Cost per FTE $75,524




Chart G – Benchmark Analysis

Benchmark Status Broward County

Top Performer

Median Bottom Quartile

Human Resources Administrative Cost Per HR Administrative FTE $86,942 $83,960 $105,546 $125,175

Human Resources Cost Per Company Employee $836 $440 $720 $1,093

Human Resources Staff To Employee Ratio (%) 0.86% 0.3% 0.6% 0.8%

Company Employees Per Human Resources FTE (Full‐Time Equivalent) 116.5 207.3 156.6 98.7

Benefits & Compensation Cost Per Company Employee $255 $164 $255 $531

Benefits & Compensation Cost Per Benefits & Compensation FTE $98,123 $85,376 $123,796 $250,738

Cost Per Recruiter $100,688 $62,495 $243,030 $300,369

Training Cost Per Trainer FTE Including Both HR / non‐HR Trainers $93,028 $111,704 $131,143 $201,606

The data used benchmark comparisons to establish the Top Performer, Median and Bottom Quartile levels was provided by public sector organizations, including data generated using this same activity based costing methodology from cities, school systems, and counties in Florida and Georgia. Public sector industry benchmarks were obtained from national firms including Gartner, Forrester and Hackett and this benchmark data was then used as a validation for the benchmark data derived from the Florida and Georgia activity based costing locations. Benchmark data was also reviewed to verify that similar processes were used to further determine the usefulness of comparison with Broward County data. There certainly may be some geographic differences based on local costs, however these benchmarks can simply be compared with other benchmarks that would not influenced by these factors. For example, a labor cost per FTE benchmark could possibly be influenced by prevailing local employee costs while a comparison with other benchmarks would most often validate that status. There will be other reports that present combined data for common metrics and processes across the county based on all resources used to support these work processes. This metric and benchmark analysis for these business processes was confined to this specific agency, although there is support provided for these processes in external agencies. There will be other reports that present combined data for common metrics and processes across the county. Analysis of these benchmarks reveals the following:

• The range of savings between the median performer and the top performer would require a budget reduction of $630,093 ranging up to $1,018,499 based on the average salary costs per FTE for Human Resources functions. This range is based on the size of the Human Resources organization and the degree of the benefits and compensation




support provided in relation to public sector benchmarks. These savings could be attained should Broward County transform work processes and utilize technology tools to attain these benchmark levels (Top Performer, Median). Based on Labor Costs per FTE, this reduction could range from ~8.43 – ~13.49 FTE.

• Given the decentralized nature of Human Resources within Broward County, any cost and FTE savings would not necessarily come from within the Human Resources Agency but may come from Human Resources support being provided now within and by other agencies.

• Compared with the benchmark data, Human Resources performance is marginal. This is a preliminary result based on the up to date data analysis. There will be an expansion of this analysis once all Human Resources support processes are analyzed in all other external departments. The metrics charted above are only for central Human Resources support.

The cost driver data came from facilitated sessions where Broward County personnel focused on the perceived inefficiencies that impacted the Human Resources work processes (see Section 4, Process Cost Drivers). As illustrated in these cost driver graphs, the primary areas of perceived inefficiency were as follows:

• Compensation Management • Benefits Administration • Training Administration • Labor & Employee Relations

These functions were impacted by some common cost drivers that included technology and manual intensity, however they were also impacted by funding, resources (FTE), training and decision making authority (refer to cost driver definitions above). This cost driver data, along with Activity Based Costing (ABC) and agency salary data, was used to determine a target non‐value added FTE. When identifying savings targets, a good measure would be the comparison of the target non‐value added FTE and the target FTE identified through the benchmark process above. This cost driver analysis revealed the potential to remove as much as $886,301, which correlates to ~8.99 FTE. This cost driver target corresponds with the targets established in the benchmark analysis, and in addition it was determined that ERP functional requirements that could address these targeted inefficiencies were acceptable. Based on these analyses, EquaTerra believes the target FTE savings in Enterprise‐wide Human Resources is between 9 and 13 FTE.




Neither of these analyses, either the cost driver or the benchmark analysis, can provide a scientific measurement of savings that can be provided through an ERP implementation. However, they can provide target ranges that be compared with other data and an experienced assessment of ERP functionality as it relates to these specific business processes. This methodology has proved itself to be reliable in previous public sector engagements, and can certainly set return on investment (ROI) expectations. However, again these reviews will just provide a good target when similar processes can be compared. This preliminary target data will be followed up with a post implementation analysis to confirm these target ranges.

Chart K – Cost Driver & Benchmark FTE Target Comparisons to Achieve Median

These analyses are further validated by Human Resources work process limitations identified during facilitated sessions. A summary of the more significant process limitations include:

• The New Hire process for Human Resources is a manual and labor intensive effort, which creates a multitude of obstacles that has a direct impact on efficiency throughout the county. For example, personnel actions (BC‐102) initiated by agencies must be processed manually, cycling through many approval loops before the manual submission to Human Resources, at which time there is another round of approvals before being transmitted to Payroll for data entry. Human Resources management has attempted several times to automate the BC‐102 process, but only with limited to success primarily due to lack of end‐user adoption.

• An additional barrier to increased efficiency in the Human Resources Agency is the decentralization of tasks. In the current environment, there are Human Resources liaisons in external agencies that assist with the human resource process. Lack of

1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00

Benchmark Analysis (Median)

Cost Driver Analysis




automation and the excess of manual intensity in the human resource business process supports such extensions of responsibilities at this time. However, these responsibilities are deficient in standard business controls, which as a result add to the inefficiencies.

• There are numerous application systems used to support human resource activities and management reporting. None of which provide the integration necessary to support business process efficiency. As a result there are numerous electronic and manual interfaces required to move necessary data between these systems. For instance, the data that resides in the human resource / payroll system of record (Cyborg) must be interfaced with the financial system of record (AMS) and other commonly used human resource applications such as HR Recruiter and Registrar.

• Shadow application systems (i.e., Microsoft Excel, Microsoft Access, Microsoft Project) are used for some management tracking and reporting. Although these tools work well as an intermediate solution, they are not intended for use in complex reporting as required by a Human Resources organization. Using these tools for complex reporting actually contributes to and creates manual work, because most often than not, these apps contain data that must be either uploaded or retyped into a central system of record. The most challenging barrier created for upper management is the ability to access and report real‐time accurate data.

These work process limitations create manual work, require duplicate data entry and require significant management and supervisory follow up. In addition, the inability to effectively access source data for management reporting impacts the reliability of any financial or operational information. 6. Aligning ERP Requirements to Inefficiencies Once the inefficiencies were documented, the current state process flows were redesigned to become the future state or desired process flows that will be enabled by an ERP solution. A key differentiator for EquaTerra is that we capture the variance between what is possible (100% of all ERP Requirements implemented/100% of all inefficiencies removed) and what is realistic from a change and training perspective. The realism is related to combination of current systems and employee skill sets (employee ability to change) and employee perceptions and politics related to change (employee willingness to change). The measure of employee ability to change and employee willingness to change formulate the view of employee adoption. If the employees don’t adopt the new system, then more resources and money will be needed to operate the system and inherently, savings will be lost and the investment may be perceived as a poor one.




Once the ERP Requirements are selected that best fit what employees will adopt, then the plan to implement the solution is formulated, which is called a deployment strategy. The Deployment Strategy provides a means by which to implement the change without requiring all change be adopted at once. These two steps are depicted in the picture below:

The following chart, Chart H – Human Resources ERP Requirements Alignment, depicts all potential requirements, which, in the case of Human Resources, can all be applied to a significant amount of current inefficiencies. This means that the range of savings will range from $0 to an expected maximum of ~$1,018,499. Of course, there may be some additional requirements not listed below that would be captured as we continue into the detailed design phase of the ERP implementation.

Functional Requirements ‐ Human Resources Item No.

Functional Requirement Description Maximum Equaterra Accepted

JOB TITLE CREATION AND MAINTENANCE

1.00 Ability to setup and maintain a countywide job title table, including descriptions, qualification standards and salary information (pay plan)

x x x




2.00

Ability to create, edit and view job title related data for any effective date (e.g., history, current, future, cancelled) and maintain historically

x x x

3.00 Ability to create, modify and deactivate job title data and maintain historically (e.g., due to labor laws, grievances)

x x x

4.00 Ability to process variations and exceptions to the standard job titles identified in the system at the employee level

x x x

5.00 Ability to have titles with varying attributes tying back to a general title x x x

6.00 Ability to have a unique identifier for job titles and subtitles (that can be associated with the Civil Service issue codes)

x x x

7.00 Ability to associate job titles with associated pay grades and step information x x x

8.00 Ability to maintain multiple salary schedules and other required fields for specific job titles x x x

9.00 Ability to maintain historical FLSA status, EEO and Union requirements with the ability for employee level overrides within a job title

x x x

10.00 Ability to override the pay leave parameter and union designation associated with a single job title at the employee level

x x x

11.00 Ability to perform keyword text search and/or a search on job title data (e.g., jurisdictional classifications)

x x x

12.00

Ability to capture detailed job title specification information (including narrative text and/or context sensitive links to online Title Specification PDFs on the Civil Service web site)

x x x

13.00 Ability to track reason codes associated with changes to job titles x x x

14.00 Ability to allow a title to be reclassified while not affecting the incumbent employees x x x




15.00 Ability to support the approval process workflow for the creation or update of job title information

x x x

16.00 Ability to segment data access to the Civil Service Master Title Index (master job title table)

x x x

MANAGE POSITIONS (Budget)

17.00

Ability to flexibly implement full, partial or no position management either County‐wide or segment position management method by population

x x x

18.00 Ability to automatically set minimum and maximum values for salary on positions x x x

19.00 Ability to establish specific salary/grade parameters for all positions x x x

20.00 Ability to determine employee's eligibility for premium pay based by searching against their position

x x x

21.00 Ability to update a position's attributes and automatically update the incumbent's records x x x

22.00 Ability to maintain effective dated (e.g., history, current, future) position data information

x x x

23.00

Ability to determine position counts, full time equivalents (FTE), employee counts, and adjust the counts when position changes and employee changes occur

x x x

24.00 Ability to have maximum headcounts (FTE limits) or unlimited headcounts assigned to a position

x x x

25.00 Ability to adjust FTE count based on funding x x x

26.00 Ability to report/inquire on headcounts (FTEs) filling positions x x x

27.00 Ability to report/inquire on vacant or partially vacant positions x x x




28.00 Ability to maintain hiring and attrition rates related to a position for a specified date range. x x x

29.00 Ability to allow multiple employees to share a single position (e.g., two people working part time sharing a role)

x x x

30.00

Ability for a system to link positions to recruiting functionality to ensure that positions must exist to create a recruitment action

x x x

31.00 Ability to change mapping of employees to position based on rules (to be defined and enforced outside of the system).

x x x

32.00 Ability to access by title and date, the number of incumbents by title and department x x x

33.00

Ability to "freeze" a position and all linked payroll data (e.g., if funds run out for a position and the employee in the position must be laid off, all payroll related data must reflect the lay off immediately)

x x x

34.00 Ability to encumber payroll for Full Time and Part Time positions

x x x

RECRUITING AND APPLICANT TRACKING

35.00 Ability to provide an applicant tracking system for both external and internal job applicants x x x

36.00 Ability to automatically populate certain applicant information to employee data when hired

x x x

37.00

Ability to create, edit and view application profile data for all effective dates (e.g., history, current, future) and maintain historically. Security levels would be necessary to restrict this functionality to those with the appropriate authorization

x x x




38.00

Ability to capture and view resume and applicant data (may include test scores, mental and physical ability test, background checks based on position). Security levels would be necessary to restrict this functionality to those with the appropriate authorization

x x x

39.00 Ability to establish unique ID on applicant record. x x x

40.00

Ability to capture metrics on applicants, including County employees that apply for positions (e.g., those who apply for positions, those who move on and do not move on through the application process, and how long they are in each step of the process)

x x x

41.00 Ability to accept, maintain and query from a pool of applications not linked to a specific position

x x x

42.00 Ability for the system to match/evaluate/rank application data against job requirements based on specified fields.

x x x

43.00 Ability to create and edit job postings and maintain historically.

x x x

44.00 Ability to post positions to the web to facilitate searching for positions x x x

45.00 Ability for agencies to post jobs internally (via intranet), and externally (via internet) x x x

46.00

Ability to track where a job has been advertised / posted (e.g., internet sites, newspapers) to include date posted, length open.

x x x

47.00 Ability to track job postings by user defined criteria x x x

48.00 Ability to specify open/close dates for job postings x x x




49.00 Ability to automatically de‐activate a job posting on its closing date x x x

50.00 Ability to refresh vacancy announcements on a set schedule (e.g., postings added/removed each day or week)

x x x

51.00 Ability to view and search all open vacancies (that have been posted) electronically x x x

52.00 Ability to track online, the number of people applying for a vacancy and how long the vacancy has been open

x x x

53.00 Ability to provide online access for hiring authority to view qualified applicants and status updates during the recruiting process

x x x

54.00

Ability to schedule and track applicants for exams/testing/screening process (interviews, panels, promotional exams, and physical ability tests)

x x x

55.00 W‐4 form that is auto‐filled with information from the job application x x x

56.00 I‐9 form that is auto‐filled with information from the job application x x x

57.00 Ability to create custom forms that populate form fields from information in the ERP system x x x

58.00 Ability to specify fields as required on application x x x

59.00

Ability to receive applicant profile data from an external system via an interface (e.g., external job board, Civil Service applicant system)

x x x

HIRE / REHIRE

60.00 Ability to update/enter employee hire/rehire information (e.g., enter information on benefits, tax information, payroll, etc.)

x x x




61.00

Ability to initiate the entry of selected employee hire/rehire information (e.g., employee updates their personal information during new hire orientation)

x x x

62.00 Ability to designate an applicant as a former or current county employee at any time during the hiring process

x x x

63.00 Ability to identify employees with a unique identifier other than SSN x x x

64.00 Ability to associate the I‐9 document to an applicant record x x x

65.00 Ability to use automated workflow to submit and approve forms related to the Hire/Rehire process

x x x

66.00 Ability to use automated workflow to provide notification of hires/rehires to designated recipients

x x x

67.00 Ability to maintain a historical record of all employee IDs (all employee IDs are maintained separately)

x x x

68.00

Ability to maintain a checklist of items to review with new hires (e.g., covering various orientation sessions and new hire tasks)

x x x

69.00 Track post offer medical exam completion status (Y/N) x x x

MANAGING EMPLOYEE DATA

70.00

Ability to create, edit, view, and maintain history of all employee data (including separated and retired employees) associated with personnel actions (e.g., promotions, transfers, separations, etc.)

x x x




71.00

Ability to maintain current and historical personal data (e.g., name, date of birth, emergency contact information, and multiple address and phone listings) with the appropriate security restrictions

x x x

72.00 Ability to maintain current and historical employment data (e.g., status, bargaining unit, etc.)

x x x

73.00 Ability to record multiple employment actions containing the same effective date x x x

74.00 Ability to view who deleted/expunged an action and why it was done x x x

75.00 Ability to maintain medical, physical, criminal data by employee for job and training restrictions (e.g., drug testing)

x x x

76.00

Ability to record and maintain non resident alien (NRA) data and information required by Immigration and Naturalization Service (INS) including visa information for non‐US citizens and documentation of the I‐9 registration process

x x x

77.00

Ability to track various employee types (e.g., temporary, seasonal, provisional, permanent intermittent), flag the end of seasonal and/or temporary employment, and flag them as active or inactive without losing any associated employee data

x x x

78.00

Ability to maintain employment type (e.g., hourly, part‐time, full‐time), work schedule (e.g., scheduled hours worked per week) and established duration (e.g., permanent, durational, temporary) to specify benefit and accrual eligibility for time and attendance

x x x




79.00

Ability to provide the capability for employees to view their own employment information (current and historical) and to provide corrections or updates to their information (in accordance with the restrictions of self service)

x x x

80.00 Ability to search historical records by last name x x x

81.00 Ability to cross‐reference names/maiden names, prior address history, salary, etc. x x x

82.00 Ability to identify and link files for county employees that are married, domestic partners, children

x x x

83.00 Ability to create and track load outside personnel assignments into the system x x x

84.00 Ability to maintain and view (via self service) the status of employee requests (used to track the progress of the employee's requests)

x x x

85.00 Ability to maintain action type, action reason and approval required for all personnel actions x x x

86.00 Ability to assign multiple work locations to employees (e.g., department, division, office) and maintain historically

x x x

87.00 Ability to identify the funding source for an employee, and capture multiple funding sources for split‐funded employees

x x x

88.00 Ability to process employee leave without pay x x x

89.00 Ability to manage leave programs, to include the Family and Medical Leave Act, and allow for updates as regulations change

x x x

90.00 Ability to maintain employee leave history with start and end dates x x x

91.00 Ability to maintain employee pay changes x x x

92.00 Ability to track the level of security clearance required for an employee (e.g., fingerprinting) x x x




93.00 Ability to track the level of security clearance required for a position x x x

94.00

Ability to interface with the ID card system that maintains employee photos and badges to associate the appropriate personnel information

x x x

95.00 Ability to maintain personnel data including: certifications, EMT training, emergency contact information, ID photos, uniforms, etc.

x x x

96.00 track post offer medical exam completion status (Y/N) x x x

97.00

Ability to track multiple employee dates (e.g., original appointment date, leave progression date, longevity date, and special assignment date) based on defined criteria

x x x

98.00

Ability to create a data file for non‐employee volunteers/interns (which would contain basic information (contact, address, etc.), but not require all fields normally associated with an employee on payroll)

x x x

99.00 Ability to track and manage random drug testing x x x

100.00 Ability to track and manage RIF x x x

101.00 Ability to restrict access to protected public record information (FS 119) x x x

JOB DATA

102.00

Ability to identify and support multiple concurrent job assignments for an employee and maintain historically (e.g., An employee may have a job assignment with the same or different agency or across agencies and departments. Each employee’s job assignment is independent of another and must be uniquely identified and tied to the employer)

x x x

103.00 Ability to identify or swap the primary job for an employee who has multiple jobs x x x




104.00 Ability to allocate funds appropriately for multiple jobs x x x

105.00 Ability to support headcount reporting for employees with multiple jobs x x x

106.00 Ability to designate the appropriate benefit eligibility for employees with multiple jobs x x x

107.00 Ability to change employee labor distribution assignment x x x

108.00 Ability to track movement\reassignment (transfers), and promotions and maintain historically

x x x

109.00 Ability to support the processing of mass personnel transactions (e.g., transfers) x x x

110.00 Ability to track job title by employee x x x

SEPARATION DATA

111.00 Ability to support the procedures associated with terminating an employee x x x

112.00 Ability to turn off accruals, benefits, payments, and time and attendance when an employee separates

x x x

113.00 Ability to pay accrued benefits and retroactive pay after employee separation x x x

114.00 Ability to maintain employee exit interview data x x x

115.00 Ability to define and update a checklist upon termination ‐‐ checklist would include items such as: objects loan

x x x

WEB‐ENABLEMENT

116.00 Ability to provide real‐time data for upload to web portals x x x

EMPLOYEE COMPENSATION

117.00

Ability to maintain employee compensation changes and view all compensation data associated with an employee's union affiliation & assignment (e.g., salary, stipend, merit)

x x x




118.00

Ability to automatically calculate percentage based or flat amount salary adjustments for anniversary increase, collective bargaining increase, or awards

x x x

119.00 Ability to identify minimum and maximum salary ranges x x x

120.00 Ability to view annual, weekly, daily and hourly compensation rates x x x

121.00

Ability to associate salary schedules to employees based on union affiliations, start and promotion dates with the ability to override

x x x

122.00 Ability to prorate an employee's pay in payroll for a mid‐period change x x x

123.00 Ability to define the time period between step increases or compensation process x x x

124.00 Ability to allow consideration of performance factors within the step increase process and include comments for the reason

x x x

125.00 Ability to consider employee status (e.g., leave without pay (LWOP)) in applying salary/step increases or compensation process

x x x

126.00 Ability to capture an unlimited number of pay components on an individual's pay x x x

127.00 Ability to add automated eligibility criteria for contract related salary changes x x x

128.00

Ability to automatically identify eligibility for salary/ step increases or compensation process for all employees hired on a specific date (e.g. after 4/1/99) and update (for Civil Service employees)

x x x

MASS CHANGES




129.00

Ability to create and edit salary schedule (e.g., grades, step and banding) and apply mass changes (retroactive, current, and future) to salary tables based on user defined criteria and maintain historically

x x x

130.00 Ability to perform mass changes in "preview" mode prior to incorporating changes to employee records

x x x

131.00 Ability to apply mass increases to individual components of pay x x x

132.00 Ability to apply mass changes forward through an employee's effective dated history x x x

133.00 Ability to assign a reason code to an employee's record which was updated through a mass change

x x x

134.00 Ability to apply mass changes (percentage based, flat amount) to multiple components of pay based on defined parameters and criteria

x x x

EMPLOYEE DEVELOPMENT ‐ PERFORMANCE MANAGEMENT

135.00 Ability to maintain historical information on performance evaluations/ratings for employees

x x x

136.00 Ability to generate competency‐based evaluations for employees x x x

137.00 Ability to maintain levels of demonstrated employee competencies through the performance evaluation process

x x x

138.00 Ability for an employee to list goals for a specified time period‐ IDP x x x

139.00 Ability for a supervisor to evaluate employee goals and determine completion of employee goals

x x x

140.00 Ability to provide an overall performance rating x x x




141.00

Ability for an employee to maintain an individual review plan containing their goals and tying those goals to specific training courses

x x x

142.00 Ability to maintain performance standards for specific job classifications x x x

143.00 Ability to maintain and track the appeal process for performance evaluations x x x

144.00

Ability for a manager to make notes throughout the year on employee performance/conduct in a consistent form across agencies without being part of the employee's official record

x x x

145.00 Ability to document when an employee receives their performance standards and factors against which they will be measured

x x x

146.00 Ability to evaluate group performance x x x

147.00 Ability flag an employee that does not have a performance rating and track by manager / supervisor

x x x

148.00 Ability to maintain and create a performance improvement plan for an employee x x x

149.00 Ability to perform a retroactive pay adjustment based upon the results of the performance appraisal process

x x x

150.00 Ability to maintain awards for recognition of employee achievements and performance (e.g., attendance awards)

x x x

EMPLOYEE DEVELOPMENT ‐ COMPETENCIES AND SKILLS MANAGEMENT

151.00

Ability to create, edit, view, and maintain history of all employee license, certification, accomplishment, and skill information, regardless of job title

x x x




152.00

Ability to maintain employee licenses and credentials pertinent to the employment field and job title held, through self‐service, but subject to final approval before posting

x x x

153.00

Ability to track multiple licenses and certifications held by each employee and associated expiration and renewal dates, through self‐service, but subject to final approval before posting

x x x

154.00

Ability to notify an employee's supervisor when a license or certification is going to expire in enough time to go through the renewal process (for positions where the license or certificate is required)

x x x

155.00

Ability to integrate employee competencies and skills identified during the recruiting process (e.g., an employee indicates that he/she is a certified DBA when applying for a position and the system is automatically updated to reflect this competency when the employee is hired)

x x x

156.00

Ability to associate required competencies and skills to a specific title and integrate the skill requirements with job postings in the recruitment module

x x x

157.00

Ability to historically maintain educational information for an employee (e.g., level of education, type of education, date of completion of education)

x x x

158.00

Ability to maintain language skills and rate an employee's proficiency level with a specific language, through self‐service, but subject to final approval before posting

x x x

159.00

Ability to maintain military background in HR system, including DD214 form information (e.g., Veteran status, dates, branch, discharge information)

x x x




TRAINING ADMINISTRATION

160.00 Ability to create, edit and view training data and maintain historically x x x

161.00

Ability to historically maintain data related to employees' college training courses taken for tuition reimbursement (e.g., employee name, labor unit, job classification, level of college training course (undergraduate vs. graduate), training course name)

x x x

162.00

Ability to maintain costs of employee college training courses taken in order to submit for tuition reimbursement (e.g., track costs of each credit, college fees, other fees)

x x x

163.00

Ability to maintain tables related to tuition reimbursement (e.g., labor unit rules, working test period, employees current funding and reimbursement tables)

x x x

164.00

Ability to historically maintain data related to employee's training record (e.g., classes taken, dates taken, when class is due to be taken again, work location, funding, attendance certificate)

x x x

165.00 Ability to have dynamic training rosters (allow for registrations, cancellations, and rescheduling)

x x x

166.00 Ability to support wait list functionality for training classes x x x

167.00 Ability to reserve the number of seats in a training class based on specified rules x x x

168.00 Ability to record employee attendance at all training sessions and conferences and provide a certificate

x x x




169.00

Ability to indicate category of training (e.g., OSHA training, Public Employee Health & Safety Act (PESH), union sponsored, department curriculum, conferences, agency vs. other sources)

x x x

170.00

Ability to maintain detailed data related to training courses (e.g., dates, hours, costs, credit hours, governmental and non‐governmental hours of continuing professional education (CPE)/ continuing education units (CEU))

x x x

171.00 Ability to maintain pre‐registration data and attendance registry by employee x x x

172.00 Ability to define prerequisites for classes and certifications x x x

173.00 Ability to maintain a history of reasons for employee absences to scheduled training x x x

174.00 Ability to maintain employee training course ratings (e.g., grade, pass/fail, scores) x x x

175.00 Ability to manage training course resources (e.g., room reservation, training course materials, seating limitations)

x x x

176.00 Ability to maintain a listing of all trainers and their individual competencies county‐wide x x x

177.00

Ability to define a training plan by position/title (e.g., training necessary to move from clerk to administrative assistant) and to modify that training plan as their position/title changes

x x x

178.00 Ability to link online training courses to an employee's training plan and update upon completion

x x x

179.00

Ability to automatically enroll an employee in mandatory training courses and notify the employee and/or supervisor of enrollment and when classes are going to be offered

x x x




180.00 Automatically send an email reminder to an employee /supervisor for their upcoming class based upon a user input date

x x x

181.00

Ability to track employees who are in long term training programs, including training courses taken and whether the training course was completed successfully

x x x

182.00 Ability to notify employees when new training courses are being offered x x x

183.00 Ability to maintain information regarding in‐service training (e.g., job shadowing and rotations) on the employee's training record

x x x

184.00 Ability to allow employees to enroll in offered training courses themselves (via self service) x x x

185.00

Ability to maintain an approval process for both tuition reimbursement and training course registration (by employee and Central HR/Civil Service)

x x x

186.00 Ability to view the approval status for a training course, and/or tuition reimbursement x x x

187.00 Ability to review prior denials of employee training and reason for denial x x x

188.00 Ability to automatically reflect completed training, licenses and certifications on the employee’s skill/competency profile

x x x

189.00

Ability to track progress of an employee towards a certification or license (e.g., 80 hours of Continuing Professional Education (CPE) training every two years with a minimum of 20 CPE hours per calendar year ‐ 24 of the 80 CPE/CEU (Continuing Education Units) hours must cover governmental subjects)

x x x

190.00 Ability to have training catalogue and class schedule available online x x x

191.00 Ability to link time and attendance to training for verification of employee attendance x x x




192.00 Ability to have employee's training plan follow the employee to another department or agency

x x x

193.00

Ability to restrict registration for training by user defined rules (e.g., limit those employees that repeatedly do not attend scheduled training from registering)

x x x

194.00

Ability to administer training data on employees with multiple jobs (e.g., if employee is a part‐time police officer and full‐time health care worker, this employee would be required to take training associated with both jobs)

x x x

195.00 Ability to forecast and perform "what‐if" scenarios regarding training based on historical data

x x x

196.00 Ability to identify anticipated training needs based on existing and newly created/budgeted classifications

x x x

197.00 Ability to capture demand for new or existing training courses throughout the year (e.g., via training plans)

x x x

198.00

Ability to track follow‐up information on training courses (including training course evaluations and follow‐up evaluations) in order to assist in determining training curriculum for the next fiscal year

x x x

199.00 Ability to forecast need for training courses based on employee certification expiration dates

x x x

200.00 Ability to track agency compliance with mandated employee training x x x

201.00

Ability to define and maintain a target set of training courses for given positions; to match training needs to required skills; and to perform a gap analysis between required skills and employee skills

x x x




202.00 Ability to manage Lending Library x x x

203.00 Ability to integrate workflow notification and approvals with notice sent to Microsoft Outlook calendar

x x x

204.00 Ability to view classroom space, including size, seating, and availability throughout the county x x x

CAREER PLANNING

205.00 Ability to maintain a career plan for employees which includes their training plan for career advancement

x x x

206.00 Ability to track training courses and/or training plan needed for career/job advancement for all employees

x x x

207.00 Ability to track employee progress against their training plan for career advancement x x x

208.00 Ability to associate job titles to a career progression of job titles in a series (e.g., from officer to detective in the police department)

x x x

209.00 Ability to relate job title codes to job series and career paths x x x

210.00 Ability to maintain job family relationships among job titles x x x

211.00 Ability to maintain career progression paths specific to a series or across a number of series x x x

LABOR RELATIONS REQUIREMENTS

212.00 Ability to create, edit, and view grievance‐related data and maintain historically x x x

213.00 Ability to maintain and retrieve the number of grievances per bargaining unit and contract provision title

x x x

214.00

Ability to maintain and provide a summary of vital information about individual grievances, including the ability to report on the individual contract provision title (Focus on department level)

x x x




215.00

Ability to assign multiple codes and descriptions to various steps in the grievance process for grievances filed by employees and/or unions

x x x

216.00 Ability to track the section/subsections cited in a grievance, including the ability to track multiple claims per grievance

x x x

217.00 Ability to track and inquire on grievance timeline and status x x x

218.00 Ability to filter and sort grievance data based on outcome x x x

219.00 Ability to associate one grievance to many contract sections/subsections by bargaining unit

x x x

220.00

Ability to enter, edit and maintain institutional/ class action grievances (e.g., no specific claimant identified) as well as individual grievances

x x x

221.00 Ability to link or cross‐reference related grievances x x x

222.00

Ability to track multiple types of grievances (e.g., contract interpretation or discipline, PERB ‐ Public Employee Relations Board, lawsuits)

x x x

223.00 Ability to limit data changes to final grievance decisions x x x

224.00 Ability to select similar grievances and identify outcomes and past practices x x x

225.00

Ability to create a unique identifier to track grievances based on case criteria (e.g., bargaining unit, agency tracking number, Labor Relations tracking number, employee, Collective Bargaining Unit agreement)

x x x

226.00 Ability to provide the flexibility to support the various contract interpretations associated with user defined criteria

x x x




227.00

Ability to report on number of grievances filed and detailed information, such as: date, employee, type of grievance (e.g., loss of overtime, money, discipline grievance)

x x x

228.00

Ability to produce a report to track all disciplinary actions and steps taken to resolve (sorted by employee‐specific record, number of employees receiving disciplines, gender, race, EEO standards)

x x x

229.00 Ability to record manually assigned grievance numbers x x x

230.00 Ability to create, edit, and view investigation and complaint‐related data and maintain historically

x x x

231.00 Ability to capture multiple dates and results of an investigation (e.g., fact finding) x x x

232.00 Ability to assign codes and descriptions to the various types of complaints/issue x x x

233.00 Ability to view the steps that supervisors/managers have taken when imposing disciplinary actions on an employee

x x x

234.00 Ability to assign an expiration date from a specific disciplinary action and maintain history

x x x

235.00 Ability to capture disability information x x x 236.00 Ability to view EEO discrimination complaints x x x

237.00

Ability to inquire on resolutions based on past decisions and contract interpretation associated with specific grievance types or user defined criteria

x x x

238.00 Ability to monitor arbitration payments and time frames for responses x x x

239.00 Ability to track arbitrator data and performance (e.g., name, previous rulings on cases)

x x x




240.00

Ability to maintain a standard set of codes used to evaluate arbitrators (e.g., rating outcome, severity of judgment, appearance of bias)

x x x

241.00 Ability to uniquely identify all unions, employee organizations and associations including non‐union employees

x x x

242.00 Ability to track seniority by bargaining unit x x x

243.00 Ability to track union contracts including contract dates, planned start dates, date required for union negotiation

x x x

244.00 Ability to create, edit, and view negotiation related data and maintain historically for the Office of Labor Relations

x x x

245.00 Ability to create, modify, inactivate and view affirmative action statistics and goals and maintain historically

x x x

246.00 Ability to modify hiring and promotional goals related to affirmative action x x x

247.00

Ability to maintain and view (with the appropriate authority) applicant data (e.g., demographics, recruitment source, classification, acceptance/rejection of employment by applicant) for comparison to affirmative action goals

x x x

248.00 Ability to maintain office locations (e.g., responsibility centers) within agencies in order to prepare affirmative action reports

x x x

249.00 Ability to recalculate and analyze affirmative action data x x x

UNEMPLOYMENT TRACKING AND REPORTING

250.00 Ability to electronically complete and send separation data forms via work flow process x x x




251.00

Ability to view claimant data, such as unemployment or workers compensation data (e.g., reason for separation, benefit rate, submission date, approval date)

x x x

252.00 Ability to access Human Resource employment data to identify why employee has separated and verify wage data

x x x

253.00

Ability to automatically notify Agency/Department when a former employee applies for unemployment or files an appeal to the unemployment compensation decision

x x x

254.00 Ability to identify if a former employee has filed for unemployment compensation while on Workers Compensation

x x x

255.00 Ability to automatically track status throughout the unemployment hearing and appeals process

x x x

256.00 Ability to track unemployment benefits paid to an employee based on specific criteria and view history

x x x

257.00 Ability to give priority to employees with seniority/longevity within a given area of expertise

x x x

258.00

Ability to compile data on the number of unemployment applicants, their reason for collecting unemployment benefits (e.g., seasonal, part time, subsequent employment, retroactive payments), and the total dollar amounts associated to each type

x x x

HR REPORTING

259.00 Ability to import data and export Human Resources data x x x

260.00

Ability to download data, define/perform queries, and report from the HRMS system to user computer

x x x




261.00 Ability to import data from outside systems to compare or combine with related HRMS system data for reporting

x x x

262.00 Ability to export report‐related data to other applications (e.g., Excel, Access) for further manipulation

x x x

263.00 Ability to produce statistical charts and graphs from the database without needing to export data to Excel or other programs

x x x

264.00 Ability to create, modify, save and view standard and adhoc reports and the specified reporting criteria

x x x

265.00

Ability to view reports online, save reports to a file, distribute information in electronic format, and route report signature documents in electronic format

x x x

266.00 Ability to report on data based on different frequencies ‐ weekly, monthly, quarterly, and yearly (adhoc and on‐demand)

x x x

267.00 Ability to provide a report that reflects a roster of employees x x x

268.00 Ability to create 'canned reports' with user entered date parameters x x x

269.00 Ability to support trend analysis x x x

270.00 Ability to support standard regulatory reporting (e.g., EEO‐4, EEO‐5, OSHA, DOL) x x x

271.00 Ability to generate reports at different organizational levels ‐ department/agency, county

x x x

272.00 Ability to access a specified number of years worth of data for reporting purposes x x x

273.00 Ability to generate adhoc reports for third‐party review (e.g., by department/agency) x x x

274.00 Ability to generate an audit trail report that would detail each change made within the system (e.g., user, dates, field)

x x x




275.00 Ability to query and report against real‐time integrated data x x x

276.00 Ability to report on all employees and/or applicants, and their related data x x x

277.00 Ability to produce a report on job titles, jurisdictional classifications, and positions x x x

278.00 Ability to produce a report on applicant data and their associated recruiting activities/status x x x

279.00 Ability to support Federal Consent Decree report associated with recruiting and application tracking

x x x

280.00 Ability to produce a report on new hires and rehires x x x

281.00 Ability to produce a report on employee separations and unemployment x x x

282.00 Ability to produce a report on all personnel actions, competencies, and skills x x x

283.00

Ability to provide report for all personnel transactions (all transfers, salary increases, etc.) and to be able to sort in a variety of ways with date and range specifications

x x x

284.00 Ability to produce a report on employee training, career planning, and performance management

x x x

285.00 Ability to produce a report on compensation changes x x x

286.00 Ability to produce a report on seniority and longevity (retirement) x x x

287.00 Ability to produce a type of leave report (e.g., long term vs. short term) x x x

288.00 Ability to report on disciplinary actions per employee (overview report for Labor Relations)

x x x

289.00 Ability to produce workers compensation and other health and safety reports x x x

290.00 Ability to identify top wage earners x x x




291.00 Ability to report on the number of arbitrations associated with an employee or grievance x x x

292.00 Ability to generate union affiliation reports x x x

293.00

Ability to provide a consistent snapshot of data, calculations, and percentages for each department/agency (to allow the county to report on the same information)

x x x

294.00 Ability to generate forms for various employee supporting/source documentation (e.g., I‐9, etc.)

x x x

295.00 Ability to report on consolidated data pulled from various systems x x x

296.00 Ability to limit access to reporting data based on security restrictions x x x

297.00 Ability to report on pending transactions by department or by personnel action x x x

298.00 Ability to report on user information per transaction x x x

299.00 Ability to report on employee profile information including history x x x

300.00

Ability to generate reports that track the performance efficiency of personnel (used to determine areas of improvement and processing time)

x x x

301.00 Ability to output reports in the following formats: .pdf, .doc, .xls x x x

302.00 Ability to generate all county specific user defined reports as required x x x

HR BUDGET AND ACCOUNTING

303.00

Ability to default all of an employee's earnings, deductions, taxes, and employer deductions to the appropriate chart of account string and the ability to override the default

x x x

304.00 Ability to associate a particular account to an additional earning x x x




305.00 Ability to charge labor expenses to a grant or project number (hurricane and election) x x x

306.00 Ability to charge labor expenses to the appropriate account(s) over fiscal, and calendar year end splits (e.g., Charge backs)

x x x

307.00 Ability to specify chart of accounts coding string processing options, such as: Activate, De‐Activate, Open Date, Close Date

x x x

308.00 Ability to perform mass update of chart of account strings x x x

309.00 Ability to mass update of employee records to reflect updates to chart of account strings x x x

310.00 Ability to maintain history of chart of account strings x x x

311.00 Ability to record hours and dollars by labor distribution code on an employee's record x x x

312.00 Ability to track employee work activity and whether it was charged to the appropriate fund

x x x

313.00 Ability to track equipment usage by hour and associate that time with one or more projects/grants

x x x

314.00 Ability to create, edit and maintain start and end date funding for positions and identify positions for which funds will end

x x x

315.00 Ability to capture split‐funded positions (salary and fringe benefits) across departments and funds (e.g., grants, capital projects)

x x x

316.00

Ability to track employee program tasks (for projects and work functionality) to support a program budget model versus the line item budget used currently

x x x

317.00 Ability to capture detailed employee task information at point of time entry x x x

318.00 Ability to allocate non‐labor expenses to the appropriate location at point of time entry x x x




319.00 Ability to capture information and summarize potential costs by project x x x

320.00

Ability to generate Labor Distribution Summary Listing (summarizing pay) and the Labor Distribution Summary Report by dept & by fund on an ad hoc basis

x x x

321.00 Ability to charge/track labor expenses by physical location (e.g., to allocate security cost by square foot)

x x x

322.00 Ability to view labor on a weekly basis (e.g., time charges) x x x

323.00 Ability to report on allocated time versus time worked for selected employees x x x

324.00 Ability to adjust payroll after the fact (e.g., retroactive labor distributions, correct an incorrect posting in general ledger)

x x x

325.00 Ability to interface distributed labor expenses to the General Ledger x x x

326.00 Ability to report on time and leave data by Time Reason Code (Time Reason Codes are created for leave categories)

x x x

327.00 Ability to report on scheduled/unscheduled leave usage in order to facilitate manpower percentage and scheduling for departments

x x x

328.00 Ability to report on the percentage of staff lost time x x x

329.00 Ability to review online timesheet entries and approvals for audit purposes x x x

330.00 Ability to reprint scheduled time versus actual time for audit purposes x x x

331.00 Ability to report on time worked by department or by project x x x

332.00 Ability to analyze leave balances, excessive/minimal leave usage and the correlation to overtime

x x x




333.00 Ability to view leave data and identify long‐term leaves and long‐term abandonment if necessary, viewable on a monthly basis

x x x

334.00 Ability to record and report the actual hours worked and be able to access this information real time

x x x

335.00

Ability to view current or point‐in‐time personnel actions on attritions, additions, separations and promotions by fund, department, union, employee attributes

x x x

336.00 Ability to access data regarding approaching retirements, number of years served, tiers x x x

337.00 Ability to project termination cost payouts x x x

338.00

Ability to split employee time and payroll across different funds (this will lead to more accurate cost allocation of employees, especially partial FTEs)

x x x

339.00 Ability to reprint hierarchies (e.g., organization hierarchies ‐‐ who is signing off for certain employees, departments)

x x x

340.00 Ability to report on earnings, supplemental earnings, payouts, awards by all attributes x x x

341.00 Ability to report on deductions x x x

342.00 Ability to report by different types of payrolls (e.g., seasonal, part‐time, regular) x x x

343.00 Ability to access payroll data by type of employee (i.e., union, uniform, non‐uniform) x x x

344.00 Ability to calculate cost of remaining payrolls in the year by fund, dept, county wide x x x

345.00 Ability to report on number of workdays per month x x x

346.00

Ability to forecast and perform trend analysis for payroll and time & leave information (useful in assigning overtime in workforce/schedule management)

x x x

347.00 Ability to report on overtime by agency x x x




348.00 Ability to analyze overtime versus the cost of a new hire x x x

349.00 Ability to find average overtime rate paid out, broken out by type of employee (e.g., civilian, uniformed officer)

x x x

350.00 Ability to report on Medicare Part B reimbursement x x x

351.00 Other user‐defined reports as required x x x

Functional Requirements ‐ Benefits Administration Item No.

Functional Requirement Description Maximum Equaterra Accepted

MANAGE BENEFIT PLANS AND PROGRAMS

1.00

Ability to create, edit and view multiple types of benefit plans and related data (e.g., health, dental, savings bond, deferred compensation, optional, and retirement) and maintain historically

x x x

2.00

Ability to define all the benefit plans offered (e.g., benefit plan type, benefit plan name, rules, carrier for each benefit plan, deduction code, plan description, payee) and maintain historically

x x x

3.00

Ability to define benefit carrier and third‐party administrator information (e.g., name, contact person, address, phone, and policy number) and restrict access to information for authorized employees

x x x

4.00

Ability to specify provider coverage limits for each benefit type and plan, according to the levels of coverage (e.g., employee only, family, domestic partnerships)

x x x

5.00 Ability to define employee deductions/contributions and employer share amount/percentage for benefit plans

x x x

6.00 Ability to define eligibility for benefit plans based on bargaining unit, employment, job x x x




status and agency

7.00

Ability to define benefit plans based on salary and/or percentage calculations pre‐tax and/or after tax (e.g., health/dental insurance, deferred compensation plans, optional supplemental benefit package deductions, union dues and fees, credit unions, charitable organizations)

x x x

8.00

Ability to maintain eligibility for deferred compensation plans based on bargaining unit, employee status, service and agency, including 457,403(b), and state retirement systems (including optional retirement systems such as College TIAA‐CREF)

x x x

9.00 Ability to define benefit eligibility rules based on multiple factors specified in sub‐requirements below

x x x

10.00 Ability to override the pay leave parameter and union designation associated with a single job title at the employee level

x x x

11.00

Ability to verify employee eligibility for a requested benefit change, notify employees (through an auto‐trigger alert) that the change has been accepted and identify when the change is effective

x x x

12.00 Ability to process different rate calculations and deductions for groups of employees x x x

13.00

Ability to define coverage based on pre‐defined selection criteria (e.g., self coverage, self plus one, family coverage, domestic partnership) and to define discrete rates for multiple providers

x x x

14.00

Ability to link benefit plans to governing labor agreement information (e.g., expiration dates of governing labor agreements, reference guides, documents) and maintain historically

x x x




15.00 Ability to use unique code values or identifier for benefits plan x x x

16.00 Ability to establish and maintain changes to benefit plan rates (e.g., health/dental/vision) x x x

17.00 Ability to identify employee and employer contribution and payment amounts separately x x x

18.00 Ability to maintain multiple deduction schedules x x x

19.00 Ability to indicate that an employee’s benefit deduction is pre‐tax and/or post‐tax x x x

20.00 Ability to effectuate mass changes to employee record tables based on benefit plan changes x x x

21.00 Ability to automatically trigger alerts to employees for changes made to benefit plans x x x

22.00 Ability to support multiple plans including sub categories of related plans x x x

23.00

Ability to support tiers of grouping in the benefits plans (e.g., a carrier's plan will have differing premiums assigned depending on enrollee status (e.g., active, LWOP, WC, retired, vestees, retirees) and type of coverage (e.g., single , family, Medicare, one over 65/one under 65))

x x x

24.00 Ability for the County to self administer the Flexible Spending Account Plan x x x

25.00

Ability to set up 3rd party one‐time payment other than payroll for those enrollees (vestees, retirees) who want to pay premiums for a period of time (e.g., one year in advance)

x x x

26.00

Ability to compute and report value for tax purposes (e.g., car fringes, domestic partner, college housing etc.) to employees via e‐mail or automatically update a template correspondence to be sent via mail anytime annually, or anytime a change is made to the value (e.g., domestic partner coverage added or deleted.)

x x x




27.00

Ability to permit/prevent continuity of benefits coverage for eligible employees during periods in which they are not receiving pay (or beyond the expiration date for terminated employees), submit both employee and employer share of the premiums due and track amounts owed to the County

x x x

28.00

Ability to create similar plan definition records without having to enter redundant data (e.g., numerous plans are created with many of the same attributes)

x x x

29.00

Ability to link changes to an employee’s benefit plan such that when adding a new plan the system will supersede the old plan while maintaining the old plan in history

x x x

30.00

Ability to provide benefit programs that support enrollment functions for two married County employees and verification/prevention of "dual coverage" based on governing labor agreement provision(s)

x x x

MANAGE ELIGIBILITY AND ENROLLMENT PROCESS

31.00

Ability to create, edit and view employee benefits eligibility data and related employee benefits data according to governing labor agreement, employee status, appointment status, and maintain historically

x x x

32.00

Ability to allow the establishment of benefit hierarchies and benefit preclusions/exclusions so that an employee cannot sign up for more than one health, dental, or vision care provider through their County employment, but can elect several optional benefits

x x x

33.00 Ability to automatically determine benefit plan eligibility rules based on status, governing labor agreement, and/or job title

x x x

34.00 Ability to track all employee benefit deductions by user date of entry, payroll deduction date, and by user effective date of benefit change

x x x




35.00

Ability for County employees to view their benefits enrollment related data on‐line (e.g., health, dental, vision, and Flex Pre‐tax Spending Plan )

x x x

36.00 Ability for County employees to maintain data for employee‐selected benefits (e.g., health/dental/vision dependent data)

x x x

37.00 Ability for employee to maintain dependent information (e.g., primary/contingent, age, Social Security Number, relationship)

x x x

38.00 Ability for County personnel to access benefit information maintained historically for active/inactive employees

x x x

39.00 Ability to edit and maintain benefits during enrollment and qualifying events and to maintain historically

x x x

40.00

Ability to perform automatic changes to benefits according to rules (e.g., termination of benefits, automatic enrollment in appropriate benefits)

x x x

41.00

Ability to allow authorized personnel (Comptroller's Health Benefits Division) to establish open enrollment periods for each benefit type, which can vary by benefit type or specific plan

x x x

42.00 Ability to provide automatic default benefits choice if no response is received from employee and generate notification letter to employee

x x x

43.00

Ability to restrict changes outside enrollment period or qualifying life changing events with the ability for authorized personnel (Comptroller's Health Benefits Division) to override the changes

x x x

40.00

Ability to maintain benefit enrollment data on employees who are on leave, who have separated, or who have returned for deduction and benefit eligibility status and maintain historically

x x x




41.00

Ability to re‐enroll employees who have returned from leave or separation, in benefits, upon return to County employment according to benefit rules in effect at the time of reinstatement (e.g., teachers on sabbatical, personnel on military furloughs, leave without pay)

x x x

42.00

Ability to automatically coordinate employee benefits across job and agency assignments to determine eligibility when an employee is less than full time in all job assignments and prevent dual benefits when more than one job assignment meets eligibility

x x x

43.00 Ability to enroll employees in a benefit program and one or more associated plans as a single data input page (e.g., health/dental/vision)

x x x

44.00 Ability to perform multiple benefit related transactions related to one event x x x

45.00

Ability to split and provide dual coverage for employees and their dependents (e.g., allow eligible spouses that are County employees to co‐cover each other under the same benefit) and to limit or exclude such coverage by benefit, by plan, and by provider

x x x

46.00

Ability for administrative personnel to generate periodic benefits statements showing current employee coverage for all plans and the value of employer paid benefits, such as health benefits coverage, and paid leave

x x x

47.00

Ability to generate flexible benefits open enrollment forms showing current elections, annual costs, costs per pay period (regardless of frequency) and flex dollars available

x x x

48.00

Ability to maintain the data necessary to identify all available benefit plans, coverage options, and employee premium costs for use in preparing a comprehensive benefits booklet

x x x




49.00

Ability to automatically generate notification letters to employees based upon certain events (e.g., open enrollment, or when a dependent reaches the age of majority, the covered employee may need to show proof of college enrollment to keep dependent eligible)

x x x

50.00 Ability for County to maintain dependent information (e.g., primary/contingent, age, Social Security Number, relationship)

x x x

51.00 Ability for employees to designate and view benefits elections through self‐service the Internet and print a Benefits Summary

x x x

52.00

Ability to allow participants to perform County open enrollment functions and life event changes via online access (self‐service) and to receive information on where to forward appropriate documentation for verification

x x x

53.00 Ability to provide security through use of login access x x x

54.00 Ability to control employees ability to change information based upon business rules and policy guidelines

x x x

55.00 Ability to provide automated form processing to support open enrollment x x x

56.00 Ability to provide pre‐populated forms with personal information x x x

57.00 Ability for employees to designate benefits elections through self‐service using an interactive voice response system (e.g., phone)

x x x

58.00 Ability to provide useful information and instructions for the user (e.g., via self‐service) x x x

59.00

Ability for system to prompt employee for appropriate/suggested options or selections during open enrollment or during life changing events and to maintain history of responses to questions (e.g., Do you need to change your number of dependents in your health benefit option?)

x x x




60.00 Ability for employees to print user selected benefit options x x x

61.00 Ability to confirm submission of open enrollment selections to user via online message or via email message

x x x

62.00 Ability to inform employee that open enrollment selections have been validated and processed via email message

x x x

63.00

Ability to automate the exporting of data to healthcare carriers based upon pre‐defined business rules, including the notification of termination for all qualifying event coverage changes

x x x

64.00 Ability to utilize web based hot links to direct employees to other web sites with related benefit information

x x x

65.00 Ability to collect and maintain current and historical dependent data x x x

66.00 Ability to provide notification of a dependent's pending loss of eligibility to the agency and to the employee based on birth date of dependent

x x x

67.00

Ability to identify dependents who still qualify for dependent benefits (e.g., qualifying students, disabled adult dependent) Those no longer eligible will be flagged for action

x x x

68.00

Ability to prohibit two married employees, who have dependents (husband and wife who are both eligible for benefit program) from electing separate health insurance plans dependent upon controlling government labor agreements

x x x

69.00 Ability to change married County employees to participants or dependents without the need to re‐key existing employee information

x x x

70.00 Edit for "double" family health coverage for two County employees that are committed to one another (e.g., domestic partners, married)

x x x




71.00 Option to restrict health insurance coverage based upon specific labor agreement conditions.

x x x

72.00

Ability to terminate benefits enrollment automatically upon separation from County service based on eligibility criteria, unless a future benefits termination date is provided or continued coverage is applicable, as indicated by the type of separation

x x x

73.00 Ability to define and apply a waiting period based on eligibility criteria x x x

74.00

Ability to initiate/change the appropriate deduction/contribution from employees and/or employer, and direct to the corresponding vendor/carrier

x x x

75.00 Ability to link to carriers electronically to process all new/changed/deleted benefit records in real time

x x x

76.00 Ability for employee to view enrollment information (e.g., Benefits packages) in advance x x x

77.00 Ability to track and maintain alternate multiple IDs for an employee based on specific carrier x x x

78.00 Ability to override eligibility rules by authorized personnel (within the Comptroller Health Benefit Division only)

x x x

79.00 Ability to track dependents regardless of dependent status and allow employee to access/update that information

x x x

80.00

Ability to generate, upon qualifying event, the appropriate Health Insurance Portability and Accountability Act (HIPAA) notification letters as well as additional notification letters as required by law (e.g., new Medicare Part D "creditable service" letter to be provided by employer to employee on demand) to covered employees, survivors, and dependents that indicate their coverage options as well as their responsibility for premium payments

x x x




81.00 Ability to track service (including prior service credit, for health coverage purposes, only) towards retirement

x x x

82.00

Ability to capture a waiting period for enrollment in retirement plan and expire retirement system reporting when employee separates from primary full‐time job, if required by applicable retirement system reporting rules

x x x

83.00 Ability to track service enrollment with waiting period x x x

84.00 Ability to automate changes in employee and County contributions to retirement plan x x x

85.00 Ability to track, report, and maintain history employer‐share contributions including escrow (which is 1st year of retirement membership)

x x x

86.00 Ability to support reports and interfaces between benefits/retirement providers and ERP

x x x

87.00

Ability to view and change Flexible Spending Account (FSA) information only during allowable dates (e.g., Open Enrollment season, qualifying life changing events, new employees)

x x x

88.00

Ability to link to payroll information to ensure that employee's Flexible Spending Account deduction amount doesn't exceed maximum deduction limits when making changes

x x x

89.00 Ability to elect multiple beneficiaries by flat dollar amount or by percentage x x x

90.00 Ability to designate any excess funds over and above selected dollar amounts to distinct beneficiary

x x x

91.00 Ability to identify different beneficiaries for distinct insurance policies and/or outstanding earnings

x x x

92.00 Ability to maintain employee benefits and keep employees active on the HRMS system even though they don’t receive a paycheck (e.g., for

x x x




accrued leave based on hours worked)

MANAGE RETROACTIVE BENEFITS

93.00

Ability to process multiple retroactive benefit changes to employee records (e.g., returning from leave of absence, labor unit stipulated agreements, error corrections, late submission of enrollment application and/or supporting documentation)

x x x

94.00 Ability to make retroactive mass changes to employee records x x x

95.00

Ability to define parameters for retroactive adjustments for the affected population (e.g., all employees that fall within a certain date range are eligible for retroactive adjustment)

x x x

96.00 Ability to calculate premiums due (both County and employee portions) in the event of retroactive benefit processing

x x x

97.00 Ability to set up a deduction schedule (within payroll) and maintain an arrears balance for retroactive premiums due

x x x

98.00

Ability to accept various forms of lump sum payments for retroactive premiums due from employees (e.g., checks, money orders, credit cards, debit cards)

x x x

99.00

Ability to record and allocate lump sum enrollee premium payments to the proper period, including retroactive premium payments and advance premium payments (via payroll deduction for active employees (pre and post‐tax) and checks for all enrollees other than active employees)

x x x

100.00

Ability to authorize/approve retroactive benefits changes, distinguishing approval roles based upon distinct criteria (e.g., governing labor agreement)

x x x




101.00

Ability to calculate retroactive calculation rules online, by benefit type and display onscreen for validation (e.g., health benefits calculations are straight forward, using existing rate table changes)

x x x

102.00 Ability to utilize templates and download updated premium rates into such templates in the event of retroactive benefit processing

x x x

103.00

Ability to automatically calculate and refund retroactive adjustments to enrollees; refund claims to follow electronic approval path for payment authorization

x x x

104.00

Ability to automatically recognize and report retroactive Human Resources data changes that require a retroactive benefit action (e.g., additional premiums/contribution amounts due, qualifying event allowing election changes)

x x x

105.00

Ability to generate letters to employees (or if applicable, their department\HR representative) detailing amounts due, relevant data, coverage dates, plan/benefit details, explanation for retroactive charge, default deduction information, etc.

x x x

106.00

Ability to generate premium balance statements by employee name showing actual premiums paid from/to a certain period compared to updated retroactive premium due from/to certain period and resultant difference of balance due

x x x

107.00 Ability to segregate employee population for recoupment, based upon the employees governing labor agreement

x x x

108.00 Ability to generate refund letters/templates and download certain enrollee data into such templates ‐ by instance or mass mailings

x x x

109.00 Ability to maintain history of retroactive benefits activity and report by specific parameters (e.g., governing labor agreement)

x x x




110.00 Ability to track the steps associated with the collection process x x x

111.00 Ability to integrate Retroactive Benefits with Benefits Billing x x x

MANAGE BENEFITS BILLING

112.00 Ability to set up billing for new and changed benefits programs x x x

113.00 Ability to override table driven deductions (both negative and positive) and agency share portions by authorized personnel

x x x

114.00

Ability to automatically determine the employee premium amounts based on the plan type, membership option, and other parameters stored in the benefits plan structure database

x x x

115.00 Ability to display expected amount of premium and report any discrepancy in the actual amount received

x x x

116.00 Ability to maintain current and historical benefit costs x x x

117.00

Ability to process pre‐payment of benefits to capture and track benefits for all enrollees including active employees (e.g., employees in advance of a leave without pay scenario)

x x x

118.00 Ability to automatically update payroll deduction if applicable x x x

119.00

Ability to capture and accumulate (in arrears) funds from employees who were or weren't receiving pay, but had the County pay the employee share of their benefit premiums

x x x

120.00 Ability to automatically adjust employees pay to account for funds in arrears, and to override for negotiated payment schedules

x x x

121.00 Ability to identify which employees have benefit premiums paid by the County and are in a non‐pay status or have been terminated

x x x




122.00 Ability to include both employer and employee premiums for employees in certain types of non‐pay status

x x x

123.00

Ability to automatically stop benefits for employees who have been in certain types of non‐pay status for more than a specified period and notify employees

x x x

124.00 Ability to automate tracking ( e.g., Dunning notice report) of an enrollee's payments x x x

125.00 Ability to track a refund of an employee overpayment and to maintain a history of this transaction

x x x

126.00 Ability to process insufficient funds or debits x x x

127.00 Ability to apply receivable to oldest unpaid month and to record date of receipt x x x

128.00 Ability to scan all premium payment checks and endorse them to capture account information and total number of checks

x x x

129.00 Ability to generate letters to notify an employee on leave without pay of owed health, optical, and dental insurance premiums

x x x

MEDICARE ELIGIBILITY TRACKING AND REIMBURSEMENT

130.00 Ability to issue Medicare reimbursement checks x x x

131.00 Ability to issue retroactive reimbursement payment(s) for Medicare x x x

132.00 Ability to prorate partial eligibility of Medicare reimbursements due to enrollee (e.g., in the event of a deceased enrollee)

x x x

133.00

Ability to generate a report that shows that updates to retroactive changes have been made and (through workflow processing) notifies the carrier of the Medicare coverage designation (prefer interface)

x x x

134.00 Ability to generate summary report showing how many vendor checks ran, the dollar amount, the number of eligible participants, the

x x x




amount of money owed to county, etc.

135.00

Ability to suspend and subtract future Medicare reimbursements from balance overpaid and maintains remainder of balance due to county. Ability to resume checks after balance has been satisfied (the first payment due to enrollee will be the residual amount)

x x x

136.00 Ability to apply retroactive enrollee changes to calculate overpayment of Medicare reimbursement payments

x x x

137.00 Ability to generate a refund check using the Accounts Payable module within ERP x x x

138.00 Ability to issue notification based on employee status and age for enrollees and dependents x x x

COBRA ADMINISTRATION

139.00

Ability to provide former employees, retirees, spouses, former spouses, and dependent children a temporary continuation of Health Insurance, including Dental and Vision

x x x

140.00 Ability to determine eligibility for COBRA benefits based on qualifying events x x x

141.00 Ability to extend the continuation of COBRA benefits based on disability x x x

142.00

Ability to generate COBRA letter as soon as qualifying event occurs (e.g., employee separates from County and dependent comes off policy as a result of a qualifying event)

x x x

143.00 Ability to customize COBRA letter generated according to qualifying event that occurs x x x

144.00 Ability to send notification letter of COBRA expiration at a specified number of days before the expiration date

x x x

145.00 Ability to automatically terminate coverage and generate a report for the carrier of the coverage

x x x

BENEFITS REPORTING




146.00

Ability to create reports of benefits costs for all individual agencies by benefit programs (e.g., health, dental, vision) with various sorting options

x x x

147.00

Ability to provide totals of amounts due to each benefits carrier based upon employee elections, status, and eligible dependents and produce corresponding reports (e.g., health insurance reconciliation report), with subtotals for employees in active and non‐pay status

x x x

148.00

Ability to create, modify, save, rerun, and view standard and ad‐hoc benefits reports and reporting criteria, based on any time period

x x x

149.00 Ability to create benefits reports that are agency specific and County‐wide, with the appropriate security

x x x

150.00 Ability to report on data obtained from payroll, such as a report on calculated benefit deductions

x x x

151.00

Ability to generate an audit trail report that would detail each change/benefit transaction made within the system (e.g., user, dates, field, enrollments, dis‐enrollments, add/delete, dependent profile adds/updates)

x x x

152.00

Ability to produce an ad‐hoc report that can sort retirees receiving benefits by former department and/or governing labor agreement coding

x x x

153.00

Ability to generate a report to identify those personnel who were notified but have not elected benefit coverage within designated windows after being hired or electing COBRA after termination

x x x

154.00 Ability to produce benefits deduction register for reconciliation to carrier claims and be able to support various sorts via ad‐hoc reporting

x x x




155.00 Ability to generate and print mailing labels by employee address and carrier and premium option

x x x

156.00

Ability to generate standard letters by employee, including provision of password for benefits self‐service and open enrollment notification

x x x

157.00

Ability to send health benefits letters, open enrollment notifications, etc. to employees, retirees, survivors, etc. electronically with encryption functionality

x x x

158.00 Ability to capture and utilize e‐mail addresses of enrollees to transmit correspondence x x x

159.00 Ability to produce an on demand report for grant funded employees x x x

160.00 Ability to produce report to monitor benefit enrollment completion status and vested status change

x x x

161.00 Ability to report an annual enrollment statement to retirees & survivors x x x

162.00 Ability to produce an accounts receivable aging schedule for premium payments not received x x x

163.00

Ability to generate an aging report that shows how long employees have been paying for benefits while on unpaid leave status (e.g., Leave Without Pay, workers comp, disciplinary actions)

x x x

164.00 Ability to reconcile benefit billing and payment (including enrollment and premium data) x x x

165.00 Ability to produce detailed billing statements for the purpose of carrier claim billing and payment reconciliation

x x x

166.00 Ability to capture physical work location x x x 167.00 Ability to capture other health care benefits x x x 168.00 Restrictions of enrollment by employee group x x x 169.00 Ability to capture email to retirees x x x




170.00 Ability to track employees vesting x x x The functional requirements chart above, Chart L, displays requirements for the Human Resources and Benefits Administration sub‐modules, which for Human Resources represents the Personnel and Benefits administration support process in an ERP solution. Other related sub‐processes such as Payroll will be defined in the appropriate function area (i.e., Accounting). These functional requirements have been provided to Human Resources personnel for review and input. During the facilitated sessions, Broward participated in the selection of system requirements based upon current business and future state business processes. Based upon Broward’s defined current state business processes, EquaTerra is recommending 100% of the “fully provided” requirements for the Human Resources and Benefits Administration sub‐modules. The recommendation includes the identification of manual processes that could be handled via automation. The total Human Resources requirements presented, Broward accepted 100%, rejecting none based upon the restriction of certain business rules and policies such as other departments that currently manage certain task. EquaTerra’s recommendation is a result of identifying the efforts required to support the current‐state business process and improvements that could easily be made with the support of an integrated solution. These efforts involve the use of approximately six (6) systems/applications and numerous additional interfaces developed by system support individuals. The future‐state process flows define the high‐level business activities utilizing the current‐state decentralized systems/application and interfaces, and where applicable applied future‐state ERP technology, which resulted in the potential elimination of 54% manual/labor and duplicated efforts. In order to fully maximize the potential of an ERP solution, EquaTerra also suggests that the organization assess the possibility of evaluating current business policies and rules to determine the reasons and efficacy of such rules. Based on information collected in Chart L above, Chart M (Summary of Recommended Requirements) reflects the maximum; EquaTerra recommended and accepted ERP requirements to be implemented.

Chart M – Summary of Recommended Requirements Sub Process Maximum EquaTerra Accepted

Human Resources General 351 351 351 Benefits Administration 174 174 174

TOTALS 525 525 525 Only 488 of the recommended functional requirements are handled by the central human resources organization. The remaining requirements are handled under the jurisdiction of other internal / external county agencies.




Based on these recommendations there are several implementation and related savings scenarios presented below, depicting the range of costs and savings related to each scenario. 7. Projected Implementation and Related Savings Scenarios There are five possible savings drivers for Broward County related to implementing a new ERP system and reengineering current business processes. The following graphic depicts these savings drivers in relation to a standard business process:

These savings drivers have been evaluated based on the feedback by each department to provide a means to define scenarios ranging from aggressive to conservative, in terms of savings targets. Each scenario consists of the following information:

• Systems ‐ Current Systems Costs • Processes ‐ Current Process Costs (survey information and process statistics) • Outputs Improvements / Savings • Policy, Procedure and Controls Improvements / Savings • Target FTE and Savings Projections • Summary Scenario Comparisons

These savings drivers have been evaluated based on the feedback by each department to provide a means to define scenarios ranging from aggressive to conservative, in terms of savings targets. Each scenario takes Current Process Costs, Current Systems Costs, Cost Driver Feedback, Benchmark Comparisons, and the ERP Requirements into account to determine the




savings that can result. The savings are based on improvements in automation, throughput and a reduction in the costs associated to manually intensive processes and systems that will be retired upon implementation of the ERP system. Each scenario is described below, providing a range of savings from which to determine the exact savings targets for Broward County. The Aggressive Scenario combines Cost Driver Feedback, Top Performer Benchmark Comparison and ERP Requirements in comparison with the current costs of business processes and to costs to subsequently produce outputs associated to business processes. The Aggressive Scenario maximizes the potential savings associated with implementing the ERP system. The savings are based on the five savings drivers and collected based on the deployment plan. The EquaTerra Scenario uses the same scenario approach; however there may be some differences with the Aggressive Scenario based on the specific areas and functions reviewed as part of these analyses. The Conservative Scenario (if presented) identifies any differences with the Aggressive and/or EquaTerra Scenarios based on the expectation that these recommendations can be attained. Systems For the purposes of these scenario presentations, all application systems used by Public Works are listed. However if this system is owned (or primary application) by another agency, any proposed retirements and cost savings will be reflected in those reports. Application costs in the scenario tables reflect operating expense only (i.e., annual maintenance costs, upgrade costs, license fees) and not any personnel resources (i.e., dedicated county technology support). They are presented for this agency regardless of where the operating expenses are actually paid (agency or ETS). Aggressive Scenario

Application Systems FY2009 Cost Retire System Proposed Retirement Timing ACT (Benefits Case Management) $4,480 Yes Phase 2AMS Advantage / Financial System $0 N/A >> Accounting <<AMS infoAdvantage Report Writer $0 N/A >> Accounting <<Caseware 20/20 ( Case management) $600 Yes Phase 2COBRA ( 3rd party COBRA Billing) $475 Yes Phase 2FTR ( Minutes Tracking) ** $0 No N/A PGP (Encryption) $480 Yes Phase 2IDCard (Identification Card System) ** $1,025 No N/A Cognos ** $0 Yes Phase 2




EquaTerra Scenario EquaTerra believes that all these application systems can be retired as presented in the Aggressive Scenario, and therefore recommend the retirement of these applications after confirmation in the design phase that this functionality can be replicated. In the case of Human Resources, these recommended applications include moving to an integrated human resources and payroll system that would include the functionality presently found in auxiliary applications. Processes For the purposes of these scenario presentations, the following process definitions were used:

• Report writers and printing applications are not counted as a system. These costs would however be captured upon retirement.

• Any process that requires human intervention outside of the system to complete a process is considered manual. For example, if there is a portal that is created to support on‐line entry, but does not support workflow and on‐line approval of the transaction, this task or process is considered manual. Another example of a manual task or process would be an in‐house developed interface that automates a portion of the process; however most of the process remains manually drive outside the system. Automation is at its best when the process is system driven from start to finish, and that is the automation highlighted in this potential ERP implementation as the future state. The detailed processes for Human Resources along with the manual references are reflected in Human Resources “as is” and “to be” process flows.

Total Statistics For Application Systems & Work Task Processes

# of Business Tasks

% Tasks CurrentlyManual

% Tasks FutureManual

# of Current Systems

# of Future Systems

337 98% 46% 10 3

Impact of ERP Automation (%): 54% System Impact (%): 333%

Cyborg $131,350 Yes Phase 2HR Recruiter $1,810 Yes Phase 2Registrar $16,700 Yes Phase 2

Total Potential Application Savings: $156,920 ** Application costs not determined, may be internally developed with no associated

maintenance or renewal fees Total Scenario Savings For Human

Resources: $151,415




Process Output Improvements / Savings For the purposes of these scenario presentations, targeted improvements in work process outputs have been identified in Human Resources “as is” and “to be” process flows.

Impacted Output Type of Impact Recommended Result Impact OccursNone Identified

Policy, Procedure and Controls Improvements / Savings The implementation of an ERP solution most often address business process improvements that may have direct impacts on current policies, procedures, and controls in an organization. These controls which are often established and executed to ensure certain audit capabilities where a system lacks the automation and internal system controls. An ERP solution could alleviate the need for these types of manual controls by having the system controls built‐in, resulting in changes to organization policies and procedures. Aggressive Scenario Impacted Policy, Procedure, Control Type of Impact Recommended Result Impact Occurs

Approvers Workflow Decreased Approval Lead Time Post Phase 2Organization Re‐alignment Organization Reporting Lines Augmentation Post Phase 2

EquaTerra Scenario EquaTerra believes that these process output improvements could be put into place as presented in the Aggressive Scenario, which would facilitate approval of human resource transactions and provide a single owner for each business process. The establishment of a single business process owner would include full responsibility for these processes, along with minimum service level expectations. Target FTE Savings For the purposes of these scenario presentations, targeted FTE savings from cost driver and benchmark analyses based on a review as to whether these target savings could be addressed by ERP functionality were used. It is very important to recognize that any FTE savings can only be secured after ERP functionality and business process modifications have been made. So for business processes modified during the first phases, FTE reductions could be made in the second phase after confirmation that these changes effected staffing as targeted.




Aggressive Scenario

# of Business Process FTE

# of System Support FTE

Phase 1 Reductions

Phase 2 Reductions

Phase 3 Reductions

Phase 4 Reductions

Total Reductions

50 0 0/0 13/0 0 0 13#/# indicates first the number of business process FTE, then System Support FTE (i.e., X/Y indicates X number of business support positions, while Y indicates the number of system support (technology) positions The Aggressive Scenario is based on the number of targeted FTE that came from the benchmark analysis and represented the potential savings should top performer status be attained. EquaTerra Scenario # of Business Process FTE

# of System Support FTE

Phase 1 Reductions

Phase 2 Reductions

Phase 3 Reductions

Phase 4 Reductions

Total Reductions

50 0 0/0 9/0 0 0 9#/# indicates first the number of business process FTE, then System Support FTE (i.e., X/Y indicates X number of business support positions, while Y indicates the number of system support (technology) positions The EquaTerra Scenario is based on the number of targeted FTE that came from both the cost driver and benchmark analyses and represented the potential savings should median performer status be attained. EquaTerra believes that these targeted FTE savings are reasonable given the current work processes and the experience possessed by the EquaTerra team regarding process improvements in an ERP implementation. The cost driver analysis points to process inefficiencies in four primary areas, Compensation Management, Benefits Administration, Training Administration and Labor & Employee Relations (see Chart H ‐ Total Inefficiency Target Dollars by Major Process). This analysis further points to technology and manual intensity as the primary elements inhibiting effective operations within Human Resources (see Chart G ‐ Total Inefficiency Target Dollars by Cost Driver).




Savings Projections In some instances an average salary for the agency may be used to calculate FTE savings, and that was used here since the primary Human Resources FTE savings targets were in Compensation Management, Benefits Administration, Training Administration and Labor & Employee Relations (see Chart H ‐Total Inefficiency Target Dollars by Major Process above). Aggressive Scenario

Department Budget

Savings Phase

Systems Retirement

Process Improvement

Output Improvement

Policy, Procedure, Controls

FTE Savings

$4,869,506 Phase 1 $0 $0 $0 $0 $0$4,869,506 Phase 2 $0 $0 $0 $0 $0$4,869,506 Phase 3 $151,415 $0 $0 $0 $977,232$3,740,859 Phase 4 $0 $0 $0 $0 $0 Total Savings by Area: $151,415 $0 $0 $0 $977,232

EquaTerra Scenario

Department Budget

Savings Phase

Systems Retirement

Process Improvement

Output Improvement

Policy, Procedure, Controls

FTE Savings

$4,869,506 Phase 1 $0 $0 $0 $0 $0$4,869,506 Phase 2 $0 $0 $0 $0 $0$4,869,506 Phase 3 $151,415 $0 $0 $0 $676,545$4,041,546 Phase 4 $0 $0 $0 $0 $0 Total Savings by Area: $151,415 $0 $0 $0 $676,545

Scenario Comparisons

AREA AGGRESSIVE EQUATERRA Systems Retirement $151,415 $151,415 Process Improvement $0 $0 Output Improvement $0 $0 Policy, Procedure, Controls $0 $0 FTE Savings $977,232 $676,545

TOTALS $1,128,647 $827,960

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