Human Resources Fiscal Year 2025 Budget Presentation Copyrighted
March 26, 2024
City of Dubuque Public Hearings # 04.
Special Meeting
ITEM TITLE: Human Resources Fiscal Year 2025 Budget Presentation
SUMMARY:
SUGGESTED
DISPOSITION:
ATTACHMENTS:
Description Type
Policy Budget Book Supporting Documentation
Presentation_Uploaded 3.26.24 Supporting Documentation
HOW TO USE THIS POLICY BUDGET DOCUMENT
PURPOSE
The Policy Budget defines goals and objectives for all City departments and activities, relates them to
cost and resource requirements and attempts to establish measures for evaluating accomplishment.
Specific improvement packages are developed and included in the Policy Budget for alternative funding
and service levels. The Policy Budget document shows the budget by line item for each Department
and provides a basis for fiscal control once the budget is adopted.
The Policy Budget emphasizes objectives, accomplishments, and alternative funding and service levels
and is intended to keep the attention of the City Council and public on the major policy decisions
involving what services the City government will provide, who will pay for them, and the implications of
such decisions.
FORMAT
The Policy Budget is organized by Department/Division and provides detail for all activities that make
up each Department/Division. Each Department/Division tab includes the following information:
1) Department/Division Financial Summary: The budget highlights portion of the Department
Summary reflects total expenses for the maintenance level budget (cost to continue at the same
level of service) and approved improvement packages for all activities within the Department by
expenditure category (employee expense, supplies and services, machinery and equipment,
and debt service), and the funding sources that pay those expenses. The property tax portion of
the funding is reflected, noting the increase or decrease from the prior years adopted budget.
For Departments which are self supporting (i.e. Water, Water Resources & Recovery Center,
Refuse and Salt Operations (part of Public Works), Media Service, Transit, Parking, Stormwater
(part of Engineering)), the net operating surplus/deficit is reflected, noting the increase or
decrease in the fund from the prior years adopted budget.
This summary displays all Improvement Packages submitted by Department/Division
Managers, with a notation of whether they were recommended by the City Manager, and then
approved by the City Council. Those noted with a `YES' were added to the maintenance level
budget and are reflected in the Department Funding Summary and those noted with a `NO' were
not approved.
And finally, this summary explains significant line item detail by expenditure category, notable
revenue changes, and miscellaneous information regarding the maintenance level budget.
These are the review notes prior to adding any improvement packages.
2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs
further explanation, a memo will be provided.
3) Department's Organizational Chart (optional): Shows how a Department is structured.
Usually included for larger more complex Departments.
-i-
4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives:
This is a written narrative that highlights the Department's prior year accomplishments and what
Departments plan on accomplishing in the near future.
5) Department/Division's Goals and Performance Measures by Activity: This is a written
activity statement and a matrix for each activity which includes activity objectives, relationship to
City Council Goals & Priorities, and key performance indicators (KPIs). Performance measures
are included for each activity to evaluate activities and ensure that the approved levels of
funding yield the expected results. Icons for each KPI visually indicate how well an objective is
doing and represent the following:
Goal Met Goal in Progress Goal Not Met
The goal has not This goal has not
This goal has been been met but is been met and is not
met. showing signs of currently showing
improvement. signs of progress.
6) Recommended Operating Revenue Budget by Department/Division: This report reflects line
item revenue detail at the Department/Division level (combines all activities for each line by
fund). Two years actual revenues, prior year adopted revenues and the recommended revenue
for the new budget year are reflected.
7) Recommended Operating Expenditure Budget by Department/Division: This report reflects
line item expenditure detail at the Department/Division level (combines all activities for each line
by fund). Expenses are grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) and displays two years actual expenses,
prior year adopted expenses and the recommended expense for the new budget year.
8) Recommended Operating Expenditure Budget by Activity and Funding Source: This
report reflects expenses grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) for each activity within the Department/
Division, and displays two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
9) Personnel Complement at Department/Division and Activity Level: These reports reflect
positions budgeted at the Department/Division level and the Activity level, by funding source.
Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each
position for two years prior year adopted FTE and expenses, and the recommended FTE and
related expense for the new budget year.
10) Capital Improvement Projects by Department/Division: This report lists all Capital
Improvement Project totals for two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
11) Five Year Capital Improvement Program Summary by Department/Division: This report
lists all Capital Improvement Projects budgeted in the new budget year and planned for the next
four years.
Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and
Budget and Fiscal Policy Guidelines located in Resident's Guide
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Human Resources
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HUMAN RESOURCES DEPARTMENT
FY 2023 FY 2024 FY 2025 %Change From
Budget Highlights Actual Budget Requested FY 2024 Budget
Expenses
Employee Expense 1,005,286 1,082,366 1,200,647 10.9 %
Supplies and Services 346,073 385,359 648,548 68.3 %
Machineryand Equipment 1,029 1,050 700 (33.3)%
Total 1,352,388 1,468,775 1,849,895 25.9 °/o
Resources
Administrative Overhead Recharges 489,959 783,099 1,086,290 38.7 %
Misc. Reimbursements 255,138 223,649 255,138 14.1 °/a
Total 745,097 1,006,748 1,341,428 33.2 %
Property Tax Support 607,291 462,027 508,467 46,440
Percent Increase (Decrease) 10.1 °/o
Personnel -Authorized FTE 7.75 7.75 8.25
Improvement Package SummarX
1 of 4
This improvement package request is for the purchase of a Human Resource Information System (HRIS,
or also known as a human resources management system).An effective HRIS is the window to a more
effective workforce and an engaging work environment. HRIS is defined as a software or online solution
that is used for data entry, data tracking, and the data management of all human resources operations for
an organization. With the world of work in a continuous, digital flux, HR systems and processes must
adapt to a world that is data filled, technology-driven, and people-centric.
An HRIS includes a wide range of systems under its umbrella. For example, it includes all aspects of
managing the employee database and directory, applicant tracking, benefits administration, payroll
processes, work scheduling/time and attendance, leaves tracking, compliance protocols, customizable
insight reports, employee self-service, performance management, and HR processes accessible and
managed on mobile apps.
In general, an HRIS includes the following basic umbrella modules:
1. People Administration/Records Management. (E-Personnel files, Personnel Records)
2. Database Management
3. Time and Labor Management (Leaves and Absences)
4. Payroll Functions
5. Benefits & Compensation Management
6. Employee Interface (Personal Self Service)
7. Talent Acquisition/Applicant Tracking (Recruitment)
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8. Retention/Engagement (Onboarding, Performance Evaluation, Training and Development)
The City of Dubuque maintains primarily paper processes and procedures in the absence of an HRIS with
the exception of the following:
1. Payroll (current system: FinPlus through March 17, 2024, then transition to/rollout a new system
called Tyler Munis/EERP).
2.Applicant Tracking/Recruitment (current system: NeoGov Online Hiring Center (OHC))
3. Training and Development (current system: NeoGov LEARN)
Finding an HRIS that is capable of saving time is desirable for the City.A solid HRIS will enable the City to
manage employee data more easily in an efficient manner that also contributes to an employee's growth
and development. Through using such HR management solutions, a structure is created that enhances
employee performance and serves as a reliable hub for all inquiries regarding employee information. With
HR modules and information stored and updated in one location or within systems that can communicate
with each other, HR can make strategic workforce planning decisions, given that the data gathered can be
analyzed to determine key trends and hotspots in employee behavior.
The Tyler/Munis (EERP) system has gaps or does not provide the full complement of a basic HRIS.A
complete HRIS is essential for meeting the City's goals of being a High Performing Organization/
Government, Data-based or Data-driven Analysis and Decisions, Recruitment and Retention of a Quality
Workforce.
The cost of this package includes the cost to develop an RFP and also purchase the following five
modules to address current gaps in software capabilities.
1. Hire a RFP Consultant to write, evaluate, and process an RFP for HRIS modules to fill
operational gaps. RFP consultant makes recommendation for vendor selection(s). Cost of$75,750
non-recurring.
2. Retention/Engagement (Onboarding, Performance Evaluation, Training and Development). Cost
of$30,000 recurring.
3. People Administration/Records Mgmt. (E-Personnel files, Personnel Records)
Cost of$42,000 recurring.
4. Database Management, Leave Mgmt. Cost of$31,000 recurring.
5. Benefits Administration Management. Cost of$37,000 recurring.
6. Employee Interface/Employee Self-Service. Cost of$25,000 recurring.
Total Non-Recurring - $75,750.00
Total Recurring - $165,000
According to PeopleGoal, HR Management, the top 10 HRIS Systems for 2024 include the following
vendors/systems, in no order: BambooHR, SAP SuccessFactors, Natural HR, WorkDay, Optimum HRIS,
Namely, Gusto Simple, Eddy, TriNet Zenefits, and Rippling.
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Related Cost: $165,000 Tax Funds Recurring Recommend -Yes
Related Cost $ 75,750 Tax Funds Non-Recurring
Related Revenue $ 27,506 Administrative Overhead Recurring
Related Revenue: $ 12,628 Administrative Overhead Non-Recurring
Net Property Tax Cost: $200,616
Property Tax Impact: $ 0.0789 0.85%
Activity:Administration
2 of 4
This Improvement Package request is to increase the amount of annual funding available through the
City's Tuition Reimbursement Program. This program is available to all regular full-time and regular part-
time employees at the City of Dubuque who have worked for the City a minimum of one year. It is
designed to encourage personal and professional career development in order to enhance employee
productivity and retention. Employees who are accepted into the program are eligible for 25- 50%
reimbursement up to a maximum of$5,250 per calendar year; precise reimbursement is dependent on
actual costs and grades achieved. Currently, the annual budget (FY24)for this program is $25,000. In the
current fiscal year, we have 8 employees who have been accepted into the program and are pursuing
Associates, Bachelors, or Masters level degrees.Assuming maximum reimbursement of 50% of projected
tuition costs, we have committed approximately $21,000 of our$25,000 for the year to these employees.
Nearly all of these employees are at the beginning of their degree programs and anticipate continuing in
the program for a minimum of one more year. As a result, we can anticipate that for the coming year, we
will have insufficient funding to accept more than one additional applicant. Consequently, we are
requesting that the annual budgeted amount for this program be increased by an additional $25,000 for a
total of$50,000 annually. This will allow us to accept new applicants into the program in the coming year.
This supports the City Council's goal of a Financially Responsible, High-PerFormance City Organization.
Related Cost: $ 50,000 Tax Funds Recurring Recommend - No
Related Revenue: $ 6,151 Administrative Overhead Recurring
Net Property Tax Cost: $ 43,849
Property Tax Impact: $ 0.0172 0.18%
Activity:Administration
3 of 4
This improvement package request funds the opportunity for Human Resources staff to attend new
conferences and attain new certifications that have not previously been budgeted for. These conferences
are in addition to the already budgeted conferences.Attending conferences allows staff to experience
unique education opportunities, make professional connections, and get insight from other communities.
Attaining certifications ensures staff are knowledgeable of standards. This improvement package request
includes funding for the following items:
NeoGov conference for Development and Learning Manager- $2,500.
NeoGov conference for Human Resources Specialist - $2,500.
Certified Employee Benefits Specialist Conference for Benefits and Compensation Manager-
$1,500.
Certified Compensation Professional Certification for Benefits and Compensation Manager- $500.
Total Cost: $7,000
This improvement package request supports the City Council Goal Financially Responsible, High-
Performance City Organization. Providing staff with opportunities to attend new conferences on emerging
topics contributes to a High-Performance City Organization.
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Related Cost: $ 7,000 Tax Funds Recurring Recommend - No
Related Revenue: $ 4,533 Administrative Overhead Recurring
Net Property Tax Cost: $ 2,467
Property Tax Impact: $ 0.001 0.01%
Activity:Administration
4of4
This improvement package request is for a temporary Scanning Clerk position (0.50 FTE, GE-25A). This
position was funded through a non-recurring improvement package in the FY 2022 budget, but the
position was not filled and the funds have not continued to get carried over into future fiscal years,
therefore, the funds are no longer available in the Human Resources budget. This improvement package
seeks to regain the funding and authorization for this position.
The digitization of paper personnel file documents is needed to 1) provide searchable and functional
access to authorized staff, and 2) to help for the planned transition to the digital human resources
information system within the enterprise resource planning system. Because essentially no Human
Resources documents prior to October 2019 have been maintained in digital formats (all are on paper or
in a paper file/folder system), all documents would need to be scanned to progress to a digitized storage
system.
This request supports the City Council Goal Financially Responsible, High-PerFormance City Organization.
Ensuring that documents are transferred from paper to a digital format improves efficiency in accessing
past records.
Related Cost: $ 25,350 Tax Funds Non-Recurring Recommend -Yes
Related Revenue: $ 4,226 Administrative Overhead Non-Recurring
Net Property Tax Cost: $ 21,124
Property Tax Impact: $ 0.0083 0.09%
Activity:Administration
Significant Line Items
Employee Expense
1. FY 2025 employee expense reflects a 5.00°/o wage package increase. The FY 2024 employee
expense budget included several vacant positions that were budgeted at middle-level pay steps.
Two of those positions have since been filled with employees who are at higher pay steps than
what was budgeted for in FY 2024, thus contributing to an increase in employee expense in FY
2025.
2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2024. The employee contribution of 6.29% is unchanged from FY 2024.
3. The City portion of health insurance expense is unchanged from $1,119 in FY 2024 to $1,119 in FY
2025 per month, per contract, which results in the annual cost remaining unchanged $0 or 0.00%.
4. Dental Insurance expense increased from $228,261 in FY 2024 to $280,082 in FY 2025 and is
based on FY 2023 actual cost. This line item represents the dental insurance premiums paid,
which is offset by employee payments in dental insurance premium revenue.
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5. Insurance Administration is unchanged from $27,100 in FY 2024 to $27,100 in FY 2025 based on
FY 2024 budget. The FY 2023 Actual was $13,881. This line item represents flex medical spending
plan administrative costs ($24,000), State of lowa fee for the 509(A) certificate ($100), and Patient
Centered Outcomes Research Initiative fee ($3,000), which are costs that cannot be paid from the
self-insurance reserve.
6. Five-Year Retiree Sick leave payout is decreased from $11,032 in FY 2024 to $3,395 in FY 2025.
This amount reflects the anticipated costs for the current retirees.
7. 50% Sick Leave Payout unchanged from $0 in FY 2024 to $0 in FY 2025 based on FY 2024 actual
to-date. Effective July 1, 2019, employees over the sick leave cap can convert 50% of the sick
leave over the cap to vacation or be paid out.
Supplies & Services
8. Training increased from $0 in FY 2024 to $162,954 in FY 2025. This is a new account that was
created in the Human Resources budget for FY 2025. Prior to FY 2025, the expenses in this
account were all located in the Education Reimbursement line item ($162,734 in FY 2024). This
account was created to better organize the department's budget and help separate various training
expenses that were previously all combined in the Education Reimbursement line item. This new
line item represents expenses for training and education that is provided to city employees outside
of the Human Resources department. This includes the tuition reimbursement program ($25,000),
safety training ($2,500), the new employee orientation luncheon ($3,800), general training supplies
($1,820), hiring outside trainers ($32,480), Office 356 training ($13,000), Crucial Conversations
training for city staff($12,400), continuing education for city facilitators ($4,063), incentives for city
facilitators ($11,241), wellness committee funding ($12,850), various emotional intelligence
trainings and contracts ($31,800), and training resources for city facilitators ($12,000).
9. Other Professional Services is unchanged from $72,000 in FY 2024 to $72,000 in FY 2025 and is
based on FY 2024 Budget less non-recurring items. This line item includes Cottingham & Butler
benefit consultant services of$38,500, third party exit interview service of$15,000, 509(A)
Certificate of Compliance of$2,000, Affordable Care Act compliance reporting of$8,000, executive
coaching of$5,000, and GASB 45 actuarial valuation of$3,500. The FY 2023 Actual was $81,671.
10. Meetings & Conferences is unchanged from $24,395 in FY 2024 to $24,395 in FY 2025. This line
item includes funding for one staff member to attend the Tyler Connect conference ($2,649), one
staff member to attend the NeoGov conference ($2,463), and one out of state conference for the
Chief Human Resources Officer ($2,500). This line item also includes expenses for a variety of
employment-related conferences for all Human Resources staff($17,323). The specific
conferences that staff attend often changes each year based on which conferences are being
offered by various organizations.
11. Background Checks is unchanged from $20,640 in FY 2024 to $20,640 in FY 2025 and is based
on FY 2024 budget. This line item represent background checks conducted during the City hiring
process.
12. Technology Services increased from $51,341 in FY 2024 to $295,957 in FY 2025. This line item
includes the annual NeoGov subscription renewal ($14,000), monthly Verizon charges ($600),
lockdown software for the Human Resources kiosk ($20), and the Human Resources portion of
Tyler Enterprise Resource Planning software ($40,587). The cost for Tyler Enterprise Resource
Planning software was not part of the FY 2023 Actual.
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13. Association Dues decreased from $16,940 in FY 2024 to $3,225 in FY 2025. The FY 2023 Actual
was $1,224. This line item includes memberships and professional associations for Human
Resources staff, such as the Society for Human Resource Management (SHRM) and the Public
Sector Human Resources Association (PSHRA). This expense can very each year depending on
which dues are up for renewal in a particular year. The decreases from FY 2024 is due to
expenses for Crucial Conversations training for city staff($12,400) being shifted to the Training
expense line item. This shift was made to better organize the Human Resources department
budget.
14. Education Reimbursement decreased from $166,534 in FY 2024 to $4,690 in FY 2025. The FY
2023 Actual was $54,356. In the past, this line item included training and education expenses for
employees outside of the Human Resources department, as well as training and education
intended only for Human Resources staff. In FY 2025, this line item only includes training and
education for Human Resources staff. The training and education expenses for employees outside
of the Human Resources department were shifted to the Training line item for FY 2025. This shift
was done to better organize funds within the Human Resource budget. In FY 2025, this line item
includes various trainings for Human Resources staff including Office Dynamic webinars ($895),
courses offered at local educational institutions ($595), and training to become a facilitator for
Crucial Conversations training ($3,600).
Machinery 8� Equipment
15. Equipment replacement items include ($700):
Human Resources Machinery and Equipment
Smart Phone and Case (2) $ 700
Total Equipment $ 700
Revenue
16. Dental Insurance Premium revenue increased from $223,649 in FY 2024 to $255,138 in FY 2025
based on FY 2023 actual of$255,138. This line item represents employee-paid premiums for
dental insurance and offsets the expense.
17. Revenue received from Enterprise Funds for administrative overhead charges has increased from
$783,099 in FY 2024 to $1,086,290 in FY 2025. FY 2023 Actual was $489,959.
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HUMAN RESOURCES DEPARTMENT
Through strategic partnerships and collaboration, the Human Resources Department recruits, develops,
and retains a high performing and diverse workforce and fosters a healthy, safe, and productive work
environment for employees, their families, departments and the public in order to maximize individual
and organizational potential and position the City of Dubuque as an employer of choice.
-�. -� .
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,. . : .
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE
LEADING TO OUTCOMES
People
Improve the productivity and efficiency of operations by continuing organizational
development and team building with emphasis on development of supervisory staff,
improved intra-and inter-departmental effectiveness through the use of collaborative
teams and maintenance of management skills and processes.
Partnerships Planning
The Human Resources The Human Resources
Department works with Department works with all
partners including GDDC, City departments to provide
IMWCA, ICMA,Area employee development and
Schools, Multicultural Family training and to acquire talent
Center, and the Dubuque that assures engaged,
Area Labor Management competent, and diverse
Council. employees to best carry out
City initiatives.
HUMAN RESOURCES DEPARTMENT
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FY 2023 FY 2024 FY 2025
Full-Time Equivalent 7.75 7.75 8.25
Resources
$1,500,000
$1,000,000
$500,000
��
$0
Administrative Miscellaneous Property Tax Support
Overhead Recharges Reimbursements
� FY 2023 FY 2024 FY 2025
The Human Resources Department is supported by 8.25 full-time equivalent employees, which
accounts for 64.90°/o of the department expense as seen below. Overall, the departments' expenses
are expected to increase by 25.95°/o in FY 2025 compared to FY 2024.
Expenditures by Category by Fiscal Year
$1,005,286
Employee Expense $1,082,366
$1,200,647 �
$346,073
Supplies and Services $385,359
$648,548
$1,029
Machinery and Equipment $1,050
$700
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000
$ (Millions)
� FY 2023 FY 2024 FY 2025
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HUMAN RESOURCES DEPARTMENT
Overview
The City of Dubuque Human Resources Department provides expertise in attracting, developing, and
sustaining a high-quality workforce. Responsibilities include:
• Lead and assist departments in talent acquisition, employee development and training, and
engagement of employees
• Represent the City in collective bargaining with five employee unions and contracts
• Create and maintain the Human Resources Information System
• Administer the Employee Handbook
• Administer total rewards, including all benefits (e.g., wellness, employee assistance programs,
physical and brain health programs, prescription drug, dental, life, workers' compensation, and
disability plans)
• Ensure compliance with state and federal employment related laws and regulations
Position Summary
FY 2025
Chief Human Resources Officer 1.00
Payroll and Benefits Specialist 1.00
Talent Acquisition Diversity Coordinator 1.00
Administrative Assistant 1.00
Employee Relations Manager 1.00
Employment Specialist 0.75
Benefits and Compensation Manager 1.00
Development and Learning Manager 1.00
Total FT Equivalent Employees 7.75
Performance Measures
City Council Goal: Financially Responsible, High-Performance City Organization
Performance Measure (KPI) Target FY 2022 FY 2023 FY 2024 Performance
Actual Actual Estimated Indicator
� Dept. Objective: Ensure equal employment opportunities for all employees and applicants for
employment.
Ratio of female:male employees 51%female 31.0% f: 35.0% f: 35.0%f: Goal in
(consistent with City of Dubuque to 49% male 69.0% m 65.0% m 65.0% m Progress
resident make-up)*
>8% (non- 5.8% non- 7.11% non- o Goal in
% of non-White employees white) white white ��11 /o progress
2 Dept. Objective: To find the best candidate for the job while improving satisfaction and speeding
up the recruitment process.
Time to Fill < 60 Days 60 days 47 days 57 days Goal Met
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City Council Goal: Financially Responsible, High-Performance City Organization
Performance Measure (KPI) Target FY 2022 FY 2023 FY 2024 Performance
Actual Actual Estimated Indicator
Candidate Net Promoter Score Average > 0 4.43 8.77 8.48 Goal Met
Quality of Hire* > 50% 95% 94% 98% Goal Met
3 Dept. Objective: Increase employee engagement
Relationship with Peers > 75% 93% 90% 90% Goal Met
Effective Communication of > 75% 38% 35% 35% Goal Not Met
Information
Quality of Supervisor Feedback (re: >75% 45% 47% 47% Goal in
Performance) Progress
Employee Data Tables
Male (538) -65% Female (290) -35%
American American
Asian or Indian or Asian or Indian or Total
White Black Hispanic Pacific Alaskan White Black Hispanic Pacific Alaskan Employees
Islander Native Islander Native
507 16 13 1 1 264 18 7 — 1 828
Coming & Going
� � � � �i7�
Vacancies 146 139 88 96 163
Applications 4,191 4,068 2,704 2,995 3,357
Processed
Civil Service 565 83 163 179 144
Applications
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Applicants
FY20 Employment Applications 3478 301 131 74 16 0 68
FY21 Employment Applications 1940 168 55 37 32 59 37
FY22 Employment Applications 2506 201 76 42 30 82 58
FY23 Employment Applications 2690 214 102 72 12 177 45
Application Percentage Change� 7°/o 6% 34% 71% (60)% 116°/o (22)%
FY20 New Hires 171 12 8 1 0 0 0
FY21 New Hires 148 9 7 1 0 0 0
FY22 New Hires 52 7 4 0 0 0 0
FY23 New Hires 292 14 13 4 12 18 5
New Hire Percentage Change� 462% 100% 225%
** Other(Includes Aleuts, Eskimos, Malayans, Thais, 2 or more races and any other not covered by specific
categories on this form.)
FY23 data is the number of eligible applicants that meet the minimum qualifications.
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Recommended Operating Revenue Budget - Department Total
67-HUMAN RESOURCES
FY22 Actual FY23 Actual FY24 Adopted FY25 Rccomm'd
Fund/AccounUAccount Title Revenue Revenue Budget Budget
100-General
4A-Charges for Services
45500-Miscellaneous Chg for Svcs 0 0 0 0
47100-Reimbursements � 0 0 0 0
47150-Rcfunds 0 0 0 0
47310-Insurancc Prcmium (223,649) (255,138) (223,649) (255,138)
4A-Charges for Services Total (223,649) (255,138) (223,649) (255,138)
4N-Transfers
49600-Transfer in Water Op (20,244) (25,958) (138,197) (219,765)
49610-Transfer Tn Sanitary Op (126,516) (162,237) (199,788) (269,874)
49620-Transfer in Storm Op (37,953) (48,671) (ll 6,611) (216,904)
49650-Transfer in Parking Op (16,450) (21,091) (28,820) (42,807)
49670-Transfcr in Rcfusc Op (117,658) (150,882) (199,788) (224,183)
49950-Transfcr in DMASWA Gen (63,252) (81,120) (99,895) (112,757)
4N-Transfers Total (382,073) (489,959) (783,099) (1,086,290)
HUMAN RESOURCES-Total (605,722) (745,097) (1,006,748) (1,341,428)
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Recommended Operating Expenditure Budget - Department Total
67-HUMAN RESOURCES
FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd
Fund/Account/Accaunt Title Expense Expense Budget Budget
6A-Salaries&Wages
100-General
60100-Salaries-Regular Full Time 374,739 464,278 575,121 614,240
60200-Salaries-Regular Part Time 45,492 44,933 40,295 42,472
60300-Hourly Wagcs-Temp/Scasonal 0 5,439 0 21,650
60400-Ovcrtimc 221 0 0 0
60410-Overtime-Holiday 559 0 0 0
60630-Special Pay Sick Lv Payout Ret 11,040 11,465 11,032 3,395
60635-Special Pay Sick Lv Payout 50% 1,518 0 0 0
60640-Special Pay-Vacation Payout 8,247 1,295 0 0
60710-Special Pay-Parental Leave 0 0 0 0
6A-Salaries&Wages Total 441,817 527,410 626,448 681,757
6B-Employcc Bcnefits
100-General
61100-FICA-City Contribution 32,191 38,384 47,080 52,154
61300-IPERS-City Contribution 40,367 48,020 58,095 64,037
61510-Health Insurance 56,527 93,961 93,961 93,961
61540-LiCe Insurance 213 252 322 322
61600-Workers'Compensation 669 3,296 1,099 1,234
61615-Insurance Premium 228,261 280,082 228,261 280,082
61625-Exccess Warkers'Comp 0 0 0 0
61705-Actual Claim Expericnce 75,000 0 0 0
61710-Insurance Administration 20,394 13,881 27,100 27,100
61992-Physicals 0 0 0 0
6B-Employee Benefits Total 453,622 477,876 455,918 518,890
6C-Staff Development
100-General
62100-Association Dues 394 1,224 16,940 3,225
62200-Subscriprions 105 1,891 105 180
62300-Training 0 0 0 162,954
62325-Mileage 0 1 0 0
62400-Meetings&Conferences 2,104 11,247 24,395 24,395
62500-Education Reimbursement 33,717 54,356 166,534 4,690
6C-Staff Development Total 36,320 68,718 207,974 195,444
6D-Repair/Maint/Util
100-General
63730-Tciccommunications 2,785 6,678 2,785 7,302
6D-Repair/Maint/Util Total 2,785 6,678 2,785 7,302
6E-Contractual Svcs
100-General
64020-Advertising 1,792 � 3,380 � 1,792 596
64030-Outsourced Labor 0 70,999 0 0
64062-Refunds 0 0 0 0
64081 -Insurance-Liability 3,142 4,325 4,381 6,543
64083-Insurancc-Othcr 3,957 36,462 4,230 5,295
64100-Labor Rclations 0 0 0 0
17
Recommended Operating Expenditure Budget - Department Total
67-HUMAN RESOURCES
FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd
Fund/AccounUAccount Title Expense Expense Budget Budget
641 10-Legal 0 I5,05 I 0 0
64140-Printing 37 58 220 59
64145-Copying 349 435 89 434
64160-Rental-Land/Bldgs/Parking 441 1,443 441 2,016
64190-Technology Services 15,948 19,244 51,341 295,957
64191 -IT Rcchargcs 0 4,024 17,772 41,219
64890-Background Check 16,613 28,151 20,640 20,640
64900-Other Professional Service 64,733 81,671 72,000 72,000
64980-Technology Equip Maint Cont 2,333 0 0 0
6E-Contractual Svcs Total 109,344 265,244 172,906 444,759
6F-Commodities
100-General
65045-Tcchnology Equipmcnt 2,773 1,029 1,050 700
65060-Office Supplies 970 5,277 970 543
65070-Operating Supplies 181 144 181 0
65080-Postage/Shipping 518 13 543 500
6F-Commodities Total 4,441 6,463 2,744 1,743
64900-Other ProCessional Service 46,058 64,733 61,525 72,000
64980-Technology Equip Maint Cont 2,333 2,333 2,338 0
6E-Contractual Svcs Total 89,529 109,344 144,454 172,906
6F-Commodities
100-General
65045-Technology Equipment 0 2,773 0 1,050
65060-Office Supplies 1,101 970 1,101 970
65070-Operating Supplies 63 181 63 181
65080-Postage/Shipping 623 518 635 543
6F-Commodities Total 1,786 4,441 1,799 2,744
HUMAN RESOURCES-Total �r 1,048,329 1,352,389 T 1,468,775 1,849,895
18
Recommended Expenditure Budget Report by Activity & Funding Source
67-HUMAN RESOURCES
FY25 Recomm'd
Fund/Activity FY23 Actual Expense FY24 Adopted Budget Budget
6701- Administration
100-General
6A-Salaries&Wages 527,410 626,448 681,757
6B-Employee Benefits 477,876 455,918 518,890
6C-Staff Development 68,718 207,974 195,444
6D-Repair/Maint/Util 6,678 2,785 7,302
6E-Contractual Svcs 265,244 172,906 444,759
6F-Commodities 1,729 2,744 1,743
6701- Administration Total 1,347,655 1,468,775 1,849,895
6799- Pcard Clearing
100-General �
6F-Commodities 4,734
6799- Pcard Clearing Total 4,734
HUMAN RESOURCES TOTAL � 1,352,389 = 1,468,775 = 1,849,895
19
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
67 HUMAN RESOURCES DEPT.
FY 2023 FY 2024 FY 2025
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 225 GE-25 ADMINISTRATIVE ASSISTANT 1.00 $ 52,906 1.00 $ 45,733 1.00 $ 48,211
100 GE-34 DEVELOPMENT&LEARNING MRG 1.00 $ 85,638 1.00 $ 89,582 1.00 $ 94,414
TALENTACQUISTION DIVERSITY
100 GE-33 COORDINATOR 1.00 $ 78,864 1.00 $ 82,807 1.00 $ 86,951
BENEFITS AND COMPENSATION
100 GE-36 MANAGER 1.00 $ 75,904 1.00 $ 80,527 1.00 $ 96,871
100 GE-34 EMPLOYEE RELATIONS MGR 1.00 $ 66,821 1.00 $ 74,081 1.00 $ 78,093
PAYROLLAND BENEFITS
100 GE-28 SPECIALIST 1.00 $ 48,482 1.00 $ 53,726 1.00 $ 64,534
CHIEF HUMAN RESOURCES
100 9300 GE-44 OFFICER 1.00 $ 142,130 1.00 $ 148,665 1.00 $ 156,691
TOTAL FULL TIME EMPLOYEES 7.00 $ 550,745 7.00 $ 575,121 7.00 $ 625,765
61020 Part Time Employee Expense
100 225 GE-28 EMPLOYMENT SPECIALIST 0.75 $ 34,242 0.75 $ 40,295 0.75 $ 42,472
TOTAL PART TIME EMPLOYEES 0.75 $ 34,242 0.75 $ 40,295 0.75 $ 42,472
TOTAL HUMAN RESOURCES DEPT 7.75 $ 584,987 7.75 $ 615,416 8.25 $ 689,887
20
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2023 FY 2024 FY 2025
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
Human Resources-FT General Fund
ADMINISTRATIVE
10072700 61010 100 225 GE-25 ASSISTANT 1.00 $ 52,906 1.00 $ 45,733 1.00 $ 48,211
DEVELOPMENT&
10072700 61010 100 GE-34 LEARNING MRG 1.00 $ 85,638 1.00 $ 89,582 1.00 $ 94,414
TALENT ACQUISTION
DIVERSITY
10072700 61010 100 GE-33 COORDINATOR 1.00 $ 78,864 1.00 $ 82,807 1.00 $ 86,951
BENEFITS AND
COMPENSATION
10072700 61010 100 GE-36 MANAGER 1.00 $ 75,904 1.00 $ 80,527 1.00 $ 96,871
EMPLOYEE RELATIONS
10072700 61010 100 GE-34 MGR 1.00 $ 66,821 1.00 $ 74,081 1.00 $ 78,093
PAYROLLAND BENEFITS
10072700 61010 100 GE-28 SPECIALIST 1.00 $ 48,482 1.00 $ 53,726 1.00 $ 64,534
CHIEF HUMAN
10072700 61010 100 9300 GE-44 RESOURCES OFFICER 1.00 $142,130 1.00 $148,665 1.00 $156,691
Total 7.00 $550,745 7.00 $575,121 7.00 $625,765
Human Resources-PT General Fund
EMPLOYMENT
10072700 61020 100 225 GE-28 SPECIALIST 0.75 $ 34,242 0.75 $ 40,295 0.75 $ 42,472
Total 0.75 $ 34,242 0.75 $ 40,295 0.75 $ 42,472
TOTAL HUMAN RESOURCES DEPT. 7.75 $584,987 7.75 $615,416 8.25 $689,887
21
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Human Resources Department
Through strategic partnerships and collaboration, the
Human Resources Department recruits, develops and
retains a high performing and diverse workforce and
fosters a healthy, safe, and productive work environment
for emp/oyees, their families, departments, and the public
in order to maximize individual and organizational
potential and position the City of Dubuque as an
employer of choice.
' • ' � ' • . � ' • . '
Chief Human Resources Officer
Shelley Stickfort
Talent Benefits and Administrative Employment Development
Acquisition Compensation Assistant Specialist lati ene it and Learning
Diversity Manager (Angie Kelley) (Amanda ecial' Manager
Coordinator (Connie Palm) Koppes) (Kelly Larson)
(Kristen Dietz) PT (.75)
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FISCAL YEAR 2024 HIGHLIGHTS
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■ Classification and Compensation Study/Review
■ New Payroll System Activities
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■ ■ � Final Phase Classification and Compensation Review
Human Resources Department
FY 2025 REQU ESTED PROPERTY TAX SU PPORT
508 467
7 . 55
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Net Property Tax Average homeowner's*
Support property tax cost for the
Human Resources Department
(*Avg. home value of $196,508)
�l Hi�h-�er�nrm�n�� Qr�ani��#i�r� ��n� ��mrnun�t�� �ith
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* Time and Attendance User Guides
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* Exit Interviews
■ ■
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TALENT ACQUISITION ■ ■
Focus on Diversity in Recruitment/Hiring Process
— Applicant Tracking System
— Mandatory 2-Part Hiring/Interview Panel Training L �
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— Civil Service Tests/Assessments Modernized -J��`��
— Required Interview Panel Courses Compliance
— More diverse Interview Panel
Human Resources
����rtment E M P LOYE E DATA TAB L ES
���
� Emplay�� Dat� Tabl�s
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� h�lale ��3$} - 65°!n Fernale ��9�� - ��-0lo
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� Islander Alasl�an Isl�nder Alaskan Eiriplayees
� ;� . Natiue N ati a�
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��,. `,- ,.�� �,'� APPlication� � �,197 � �,��8 � 2,70� � �,��� 3,357
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,'� ' �ivil 5errice � ��5 � 83 � 7�3 � 779 7�4
. . Applications
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Employee Applications by Demographics FY2D Employee Applicatians by Demagraphics FY21
0 White-3478 0 Black-301 0 White- 1940 �Black- 168
0 Hispanic- 131 0 3sian or Pacific lslander- 74 �Hispanic-55 �Asian or Pacific Islander- 37
0 American Indian orAlaskan Nati�e - 16 0 Inknown - Q DAmerican Indian orAlaskan Nati�e -32 0 Unknown -59
�Other-68 ��ther- 37
74 16 68 37 32 �g 37
131
55
301
168
1940
3478
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Employee Applications by Demographics FY22 Employee Applications by Demographics FY23
0 White-260E 0 Black-20/ 0 White-2690 0 Black-214
0 Hispanic-76 �Asian or Pacific Islander-42 0 Hispanic- 1 D2 0 Asian or Pacific Islander- 72
DArnerican Indian orAlaskan Nati�e -30 �Unknown - 82 DAmerican Indian prAlaskan Native - 12 0 Unknawn - 177
�Other- 58 �4ther-45
$2 58 177 45
4 3 12
76 72
�a2
201
2'I 4
FY23 data is the
number of
eligible
applicants that
meet the
minimum
qualifications.
Zsas 2690
' • � ' ' � •
.
Emplayee New Hires by Demographics FY2� Emplayee New Hires by Demographics FY21
�White- 171 0 B1ack- 12 0 White- 148 0 Black-9
�Hispanic-8 0 Asian or Pacific Islander- 1 0 Hispanic-7 �Asian or Pacific Islander- 1
DAmerican Indian orAlaskan Nati�e -� 0 Unknown -0 DAmerican Indian arAlaskan Nati�e -0 0 Unknown - 0
��ther-0 �Other-0
g 1 7 1
12 g
171 148
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Employee New Hires by Demographics FY22 Employee New Hires by Demographics FY23
0 White- 52 0 Black-7 0 White-292 0�lack- 14
�Hispanic-4 0 -.ian or Pacific Islander- D 0 Hispanic- 13 0 Asian or Pacific Islander-4
DAmerican Indian orAlaskan IVati�e -a 0 iknown - 0 0 American Indian orAlaskan Native - 12 0 Unknown - 18
�Qther- a �Other- 5
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7 13
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52 292
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EMPLOYEE RELATIONS
• Wellness and Employee Satisfaction Survey
Follow-U p
� Focus Groups
� Action Plans
� Communication J .�
• Complaint Processing with Review for Trends � . � ��� � �� . � L = , ��
�� ��
• Employee Resource Groups - � �
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(Formation Process Finalized) �_�j� _
1� 3 ���.. , i� � �-ii
• Updated Safe Workplace Guidance -- �- -
' � � � . . �����.'�y ���.
• Best Practice Guidance/Forms/Templates . �
W
• Employee Handbook Updates/Revisions � - � ,�
• Assessment and Care Team (ACT)/Employee to
Employee Resource Team
• EQ Services
■ ■ ■ ■ BENEFITS � � � �
�' Advancing City EmpLoyee Benefits Education
,,
. � Communication Using a Variety af Nlethods
� + , � � In person Visits to Fire 5tations
'�� � � � Vendvr In Persvn Visits forAll Em la ees
�.. P Y
Benefits CansultantSu��ort
� Plan Design
.
f Tending Benefits for Future Cvnsiderativn
Advancements in Culture af �afety
� Staffing Gammitments ta 5afety and Risk Nlanagement
� Return To-Vllork Policy and Program
.a,�. � 5upervisor Injury ar Illness Reporting and Accident Reporting
� Impro�ement Package — Fire Captain
- � VaLue Add and Efficiency in Benefit Administration
� � Pharmacy Card for Retirees
� I PERS EligibiLity Review
Human Resources Information System (HRIS)
Recu rri ng Cost � $ 165,000
Non-Recu rri ng Cost � $75,750
1
Net Property Tax Cost: $200,616
' • � �
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Temporary Scanning Clerk
Cost � $25,350
Net Property Tax Cost: $21 , 124
PERFORMANCE MEASURES
Pertorma nce Meas ur�s
�i#y �o�ancil Coal; Financi�lly Responsihle, High-Perf�rmance �i#y Organization
Perfonnance Mea�ure ��CPI� Target FY ��2� FY ��23 FY ��24 Performance
Actual Actual Estimat�cl Inclicator
� �ept, Objec#ive: En�ure equal employrnent opportuni#ies for all �mployees and applicants for
. , employment.
a#io of femal�:male employees ��°:4 female �1.0'.�:} f: �5.�'.�:� f: �5.0'.�:} f: �oal ir�
rconsistent'.`iltll G'y Of DU�41C�J2 ta 4���o male G�.O°�o m 6�.0°�o m 6�.0°�o m Progress
fESIdEf1- I71�kE-41�]1'
Human >8°I� �non- 5.8°� non- 7.11°l¢ nan- Goal irr
°�a af non-V�r�ri#e em lo��ees 7.11'.�:�
� } wh i#e� k+rh ite k+rh ite Prog ress
Resources ept, Objec#ive: Tofind the best candiclate forthe job while improving satisfaction and speeding
� up#herecrui#rnentproeess.
Department Tirne ta Fill � fi� Uays GO da,�s �7 da•;�s 57 da,�s �oal M�t
� � �ity �ouncil ��al: Financially F�espar�sible, Hig1�-Perf�rmance �i#y Organizatior�
Peifonnance Mea�ure {KPI� Targe# FY ��2� FY ��23 FY ��24 Performance
Actual Actual Estima#�cl In�licatar
Gandidate Net Promoker�core Avera�e > 0 d.d3 8.77 8.�� �oal Met
Quali#�r of Hire" > �0°l� �5°� �d°� �8°r� �aal Met
3 ept, Objecti+re: Increase employee engag�ment
Relationshi��+�ith Peers � 75°l� 9�°�� 90°� 90°r� Goal Me#
Effe�:ti�,+e �omirrunication of � 75°l� 38°�¢ 3v'.�:� 35°r� �oal Nok Met
Infori77akion
Quality of�u ervisor Feedback{re: >�5°l� 4�°�� A7°ti 47°r� �aal �n
Performan�e� Progress
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