The Escambia County Budget
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Human Resources
Mission Statement
Provides efficient, responsive services that enhance the quality of life, meet common needs, and promote a safe and healthy community.
Objectives / Priorities
The Human Resources Department serves the needs and best interests of Escambia County citizens, employees, and elected officials. In support of our County’s principles, values, vision and mission, it is the mission of human resources department to support the total operation in meeting its goals through its most valuable resource—its PEOPLE.
Our Objectives:
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Develop an attitude of teamwork and quality in our day-to-day operations.
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Seize opportunities that demonstrate excellent execution, a caring attitude, and a sense of urgency.
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Reduce waste by vigorously pursuing continuous improvement activities and enhance efforts to automate processes to increase efficiency and effectiveness while reducing cost.
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Commit to doing and to acting openly, equitably, and consistently in our pursuit of uncompromising quality.
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Increase participation in County and community activities while seeking knowledge, enthusiasm, and an improved quality of life for ourselves, our co-workers, and the community.
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Respect team member values that may be different from our own.
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Accept responsibility for promoting ethical and legal conduct in personal and business practices.
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Communicate in a candid and fair manner with the diverse workforce from whom our County derives its strength.
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Take a neutral leadership role in serving both employees and managers while addressing workplace conflict and concerns.
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Assist management partners by providing guidance and resources to mitigate issues of conflict, with a goal of timely and positive resolution.
- Foster a positive, compliant, and productive workplace culture that supports employee engagement and organizational performance.
The Human Resources Department provides a multitude of services including innovative HR leadership and operations to BCC employees and managers in the areas of classification, compensation, training and development, recruitment and placement, employee and labor relations, employee benefits, as well as health and safety. The Human Resources Department also ensures BCC is following all applicable employment-related local, state, and federal laws and regulations. Additionally, Human Resources administers the group medical, dental, vision, life, retirement, deferred compensation, and cafeteria plan benefits to all County employees serviced by the BCC HR staff. We also manage benefits for all other County constitutionals (Clerk of the Court’s Office, Property Appraiser, Supervisor of Elections, Tax Collector, Santa Rosa Island Authority, Court Administration and Housing Finance Authority).
We serve approximately 2,100 active employees and 1,000 retirees.
Goals
- Bring awareness to diversity and inclusion through different types of diversity, appreciating differences among co-workers, and provide knowledge and strategies to enhance employees' interpersonal and communication skills to help build a positive work environment
- Develop a Mentorship Program
- Establish a position for a Mental Health Coordinator
- Annual renewal of all County Insurance Policies
- Successfully handle all claims in accordance with County Policy and Procedure
- Finalize implementation of ClearRisk system and go live
- New training of County employees through Industrial Safety Liaison (after successfully establishing and recruiting for the position)
- Annual active shooter training
- Emergency notification (Active shooter, fire, etc.) system through phones and speakers
- Drive efforts to recruit and retain by providing competitive pay and benefits and maintaining a positive work environment
- Better align our recruiting initiatives to meet the needs of the department by educating the hiring managers and supervisors
- Continued assessment of all County positions as DOL laws change.
- Create supervisor handbook and training materials
- Consistent annual training for Harassment/Workplace Bullying, Ethics and HIPPA
- Increase HR presence in all departments to be more available to employees
- Assist departments in developing department Standard Operating Procedures (SOP’s)
- Host in-person Health Fair to help increase education on all benefits available to employees
- Develop/Improve department specific Safety Training Program
- Build relationships with educational institutions, talent agencies, military bases to promote BCC careers
- Update / Review all HR-related policies
- Conduct quarterly worker’s compensation training to help reduce workplace accident/injuries
- Strengthening Policy Compliance and Communication
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Conduct quarterly worker’s compensation training to help reduce workplace accident/injuries
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Develop a funding source for HR employees
- Enhance Conflict Resolution Capabilities


Performance Measures
|
FY 2022/2023 Actual |
FY 2023/2024 Actual |
FY 2024/2025 Estimate |
FY 2025/2026 Estimate |
|
| Number of Vacancies Filled | 423 | 388 | 432 | 440 |
| Number of Applications Processed | 12,314 | 10,370 | 5,760 | 5,280 |
| Average Turnover Rate | 25.30% | 12.88% | 11.60% | 12.00% |
| Number of Retirements | 36 | 22 | 37 | 35 |
| Personnel Actions Processed | 3,100 | 3,270 | 4,750 | 3,750 |
| Medical Utilization (Premium vs Claims) | 85% | 96% | 102% | 97% |
| Medical Claims | $23,060,941 | $25,120,792 | $29,988,400 | $27,632,871 |
| Dental Claims | $981,879 | $1,071,124 | $1,097,000 | $1,151,850 |
| Workers' Compensation Reported Claims | 310 | 339 | 350 | 325 |
| WC Temporary Duty Assignments | $89 | $80 | $90 | $90 |
| Certificate of Insurance Approval | 339 | 313 | 340 | 340 |
| Safety Inspections | 123 | 95 | 123 | 125 |
| General Liability Claims Processed | 57 | 53 | 70 | 75 |
| Training Courses Conducted (hours) | 69 | 74 | 75 | 75 |
| Accidents Investigated | 75 | 91 | 85 | 85 |
Benchmarking
| Escambia County | Benchmark | |
| # of HR Staff per 100 employees* (22:2000) | 1.0 | 1.7 - Median |
| # of HR's Benefits Staff per 100 employees (4:2000) | 0.19 | |
| # of HR's Benefits Staff per 100 employees/retirees (4:3000) | 0.13 | |
| Employer/Employee Health Insurance Contribution % | 89% / 12% | 82% / 18% |
* Benchmark Sources - SHRM Jan 2024, US Bureau of Labor and Statistics 2023
Funding Priorities
| Major Issues Funded | Amount |
| Employee Health Clinic | $1,139,940 |
| HRIS | $313,632 |
Significant Changes for Fiscal Year 2025 / 2026
- ECAT (ATU) Collective Bargaining Agreement negotiated, finalized, and ratified.
- Conducted a job market analysis of all job descriptions within the BCC
- Conducted 14 supervisory trainings for front line management
- Restructured the Performance Evaluation Process to included workflows and performance review questions that are specific to job titles and classification.
- AxiomPro (Image API) implementation with digitizing employee’s files
- Conducted three Recruitment Career Fairs
- Attended career events for local High schools and PSC, including Santa Rosa County
- Created training checklist for HR Liaisons, allowing the HR Department to provide a more well-rounded training experience for HR Liaisons
- Increased engagement with departments and with interview process, allowing acquainted relationships between the HR Liaisons, the department and the HR personnel
- Created timelines for completing HR Actions including job posting, hiring, HR actions, etc. with great success
- New Employee Orientation (presentation) updated and streamlined
- Assisted and supported the summer youth program
