Human Resources Fiscal Year 2026 Budget PresentationHuman Resources
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HUMAN RESOURCES DEPARTMENT
Budget Highlights
FY 2024
Actual
FY 2025
Budget
FY 2026
Requested
% Change
From FY
2025 Budget
Expenses
Employee Expense $ 1,013,531 $ 1,200,647 $ 1,232,222 2.6 %
Supplies and Services $ 756,065 $ 648,548 $ 644,107 (0.7) %
Machinery and Equipment $ 66 $ 700 $ 1,600 128.6 %
Total $ 1,769,662 $ 1,849,895 $ 1,877,929 1.5 %
Resources
Administrative Overhead Recharges $ 783,099 $ 1,086,290 $ 1,229,938 13.2 %
Misc. Reimbursements $ 209,372 $ 255,138 $ 209,372 (17.9) %
Total $ 992,471 $ 1,341,428 $ 1,439,310 7.3 %
Property Tax Support $ 777,191 $ 508,467 $ 438,619 $ (69,848)
Percent Increase (Decrease) (13.7) %
Personnel - Authorized FTE 7.75 8.25 7.75
Improvement Package Summary
1 of 8
This improvement package request is to turn an existing part-time (0.75 FTE) HR Employment
Specialist position (G-28A) into a full-time (1.0 FTE) role for Human Resources. Human Resources
works collaboratively across all city departments. Our current HR Employment Specialist reviews
and processes on average four hundred (400) plus recommendations to hire and employment offer
letters annually, as well as being responsible for all pre-employment contingencies for each
candidate, including but not limited to, education verification, background checks, employment
restriction notices, medical and drug screens, employment paperwork, and payroll action forms. In
addition, annual driving record checks and Clearing House inquiries are now performed and
reviewed for all City of Dubuque departments (21) by the HR Employment Specialist to continue to
improvement risk management practices. The HR Employment Specialist also provides support to
the Talent Acquisition Diversity Coordinator with recruitment efforts.
This position is an essential collaborative role in the Human Resources Department that is the
primary point of contact of many workflows, ensuring compliance, and is needed to create an
effective and efficient on-boarding process with the Talent Acquisition Diversity Coordinator.
As City staff numbers and hiring continue to and be consistently compliant with best practices, the
need for this position to increase from a part-time status (.75FTE) (6 hours per day) to full-time status
(1.0FTE) (8 hours per day) has become essential for employee retention, improved efficiency,
consistent presence, increased demand and workload, addressing internal gaps, and creating better
legal compliance and risk management.
Previously the Human Resources Department utilized temporary staffing agencies and other City
Department’s staff to help support these efforts. This improvement package, if approved, would
eliminate this need in the future. This request supports the City Council goal of Financially
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Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service
Delivery.
Related Cost:$ 31,481 Tax Funds Recurring Recommend - No
Related Revenue: 24,259 Administrative Overhead Recurring
Net Property Tax Cost:$ 7,222
Property Tax Impact:$ 0.0028 0.03%
Activity: Administration
2 of 8
This improvement package 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 for this program is $25,000. In FY
2024, there were 8 employees accepted into the program who were pursuing Associates, Bachelors,
or Masters degrees and reimbursements for these employees totaled $27,533, with the excess being
covered through carryovers from the prior year. In the current fiscal year (FY 2025), there are 15
employees in the program. Of these, 4 completed their degrees during the summer of calendar year
2024. Only 1 of the remaining 11 employees will complete their degree by the end of FY 2025 – the
rest will graduate between December of calendar year 2025 and May 2027. Assuming that each
participant receives 50% reimbursement of their estimated tuition costs, the full $25,000 for the
current fiscal year (FY 2025) is committed and the majority of it is committed through the FY 2026 as
current participants continue their degree programs. Consequently, this request is to increase the
annual budgeted amount for this program by an additional $25,000 for a total of $50,000 annually.
This will allow for accepting new applicants into the program in FY 2026. This supports the City
Council’s goal of a Financially Responsible, High-Performance City Organization. Ensuring sufficient
funding is available for the number of employees interested in the tuition reimbursement program
contributes to a high performance city organization.
Related Cost:$ 25,000 Tax Funds Recurring Recommend - Yes
Related Revenue: 19,265 Administrative Overhead Recurring
Net Property Tax Cost:$ 5,735
Property Tax Impact:$ 0.0019 0.02%
Activity: Administration
3 of 8
This improvement package would establish a Leadership Institute for City of Dubuque employees for
twenty employees annually. The Institute would consist of a series of courses designed to build and
strengthen skills necessary to perform at the highest levels of the City of Dubuque Universal
Competencies and behave consistently with the City’s values as set forth in the SPIRIT statement.
The Institute would run once annually, with selected employees meeting one full day a month for six
months. Employees who are already performing solidly at level 2 of all Universal Competencies, who
aspire to or already hold a leadership role in the organization, and who have the approval of their
department manager would be eligible to attend. Course objectives would revolve around leadership
level skills related to communication & customer service, collaboration and positive impact, and
diversity, equity, inclusion and belonging. Skills would be developed around leading with emotional
intelligence, building/coaching/facilitating effective teams, navigating change and conflict, engaging
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with the community, operating in culturally responsive ways, analyzing decisions for equity impacts,
and creating a culture that foster equity and belonging. This supports the City Council’s goal of a
Financially Responsible, High-Performance City Organization. Offering training that allows
employees to strengthen their skills in regard to universal competencies and the City's values
contributes to a high performance city organization.
Cost estimates:
•Room costs and snacks: $200
•Lunches during the Institute (six days of lunches for twenty people each day @$15 per
lunch): $1,800
•Facilitator fees: $1500/day x 6 days, doubled for preparation time: $18,000
Related Cost:$ 20,000 Tax Funds Recurring Recommend - No
Related Revenue: 15,412 Administrative Overhead Recurring
Net Property Tax Cost:$ 4,588
Property Tax Impact:$ 0.0015 0.01%
Activity: Administration
4 of 8
This improvement package request is to secure recurring funding to allow the Employee Relations
Manager to attend conferences each year. The conferences being request include the Iowa Public
Employer Labor Relations Association Conference as well as the Society for Human Resources
Management Conference. There is currently no budget for this position to attend conferences. 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.
Related Cost:$ 5,000 Tax Funds Recurring Recommend - No
Related Revenue: 3,853 Administrative Overhead Recurring
Net Property Tax Cost:$ 1,147
Property Tax Impact:$ 0.0004 —%
Activity: Administration
5 of 8
This improvement package allows the opportunity to provide additional branding supplies and
outreach giveaways for the City of Dubuque at recruitment fairs, job fairs, and other city-wide events
to help promote career opportunities and the overall City of Dubuque brand. This would allow the
Human Resources Department to collaborate with other city departments to attend additional city
events to expand more in-person opportunities. This request supports the City Council goal of
Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective
Service Delivery. Promoting the Human Resources department and collaborating with other
departments enhances service delivery.
Cost estimates:
•Branding Supplies (i.e. Banners, tables clothes, brochures, and reference materials): $400
•Outreach Giveaway Supplies with City logo and contact information (i.e. post it notes, pens,
candy, bags, and fidget toys): $600
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Related Cost:$ 1,000 Tax Funds Recurring Recommend - Yes
Related Revenue: 771 Administrative Overhead Recurring
Net Property Tax Cost:$ 229
Property Tax Impact:$ 0.0001 —%
Activity: Administration
6 of 8
This improvement package request is for the purchase of City of Dubuque shirts. The shirts consist
of polos and long sleeve shirts with an embroidered "City of Dubuque Masterpiece on the
Mississippi" logo and the text "Human Resources Department." This would include two polos and a t-
shirt for the Chief Human Resources Officer, Benefits and Compensation Manager, Training and
Development Manager, Employee Relations Manager, Payroll and Benefits Specialist, Administrative
Assistant, and Talent Acquisition Diversity Coordinator. Human Resources Staff quite frequently
interact with the internal facing departments and public outside of the physical Human Resources
Department office. This includes interaction with the public recruitment events, public workshops,
open houses, presentations, and many more events. The embroidered polo/shirts help clearly
identify Human Resources at these events. This request supports the City Council goal of Financially
Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service
Delivery. Ensuring staff are easily identifiable helps improve service delivery.
Cost estimates:
•City-embroidered apparel (i.e. two polos and two t-shirts) $125 per staff member: $875 Non-
recurring
Related Cost:$ 875 Tax Funds Non-Recurring Recommend - No
Related Revenue: 674 Administrative Overhead Non-Recurring
Net Property Tax Cost:$ 201
Property Tax Impact:$ 0.0001 —%
Activity: Administration
7 of 8
This improvement package request is to secure recurring funding to allow the Administrative
Assistant to attend the annual Office Dynamics International conference. This is a conference for
administrative professionals which allows them to gain new skills and be exposed to new topics. The
Administrative Assistant position does not currently have dedicated funding to attend a conference.
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.
Related Cost:$ 2,000 Tax Funds Recurring Recommend - No
Related Revenue: 1,541 Administrative Overhead Recurring
Net Property Tax Cost:$ 459
Property Tax Impact:$ 0.0002 —%
Activity: Administration
8 of 8
This improvement package is to increase the amount of annual funding available for the delivery of
Crucial Conversations skill building for City staff. A crucial conversation is a dialogue between two or
more people where the stakes are high, opinions vary, and emotions run strong. These
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conversations – when handled poorly or ignored – lead to strained relationships and dismal results.
Crucial Conversations teaches people how to:
• Speak persuasively, not abrasively
• Foster teamwork and better decision making
• Build acceptance rather than resistance
• Resolve individual and group disagreements
The results of annual employee surveys and discussions that have occurred while working with ViDL
Solutions on our culture change efforts have identified the need for employees to be more effective
communicators. By learning how to speak and be heard (and encouraging others to do the same,
employees can surface the best ideas, make the highest-quality decisions, and act on decisions with
unity and commitment. This relates to the Council goal of being a High Performing Government.
The goal is to ensure that all employees receive this training. Currently, the City has a recurring
budget of $12,500 which covers the cost of course materials only (no lunches) for 46 employees per
year. This should be sufficient for training new employees each year on an ongoing basis. However,
in order to skill up all current staff, additional funding is needed.
During FY25, approximately 190 functional and administrative supervisors will complete the training.
Approximately 540 regular full-time and regular part-time staff will remain to be trained. The course
itself is 16 hours of class time, and the cost for materials for the training is $268 per person.
However, we can obtain a discounted price of $236 per person if we order in batches of 100 at a
time.
Option 1: Train the remaining 540 employees during FY26. Cost for materials for 540 people,
ordering in batches of 100 or more.
Option 1A: When the course is run for two, 8-hour days, employees are provided lunch. The cost for
lunches is $15 per person per day for a total cost of $16,200. Total cost for Option 1A materials plus
lunch: $143,640.
Option 1B: We could offer a mixture of two, 8-hour classes and four, 4-hour classes. Lunch would
only be provided for the 8-hour classes. If half of the classes were of the 8-hour day design, we
could reduce lunch costs to $8,100. Total cost for Option 1B materials plus lunch for half of the
classes: $135,540.
Option 1C: We could offer only the four, 4-hour class design without lunch. Total cost for Option 1C:
$127,440.
Option 2: Train 180 employees per year divided over three years, FY26- FY28, ordering materials in
batches of 180 at a time.
Option 2A: Two, 8-hour day course design with lunch: $42,480 for materials plus $5,400 for lunches.
Total cost for option 2A is $47,880 annually for three years.
Option 2B: Mixture of two, 8-hour classes with lunch and four, 4-hour classes without lunch. $42,480
for materials plus $2,700 for lunches. Total cost for option 2B is $45,180 annually for three years.
Option 2C: Four, 4-hour class design without lunch. Total cost for option 2C is $42,480 for course
materials annually for three years.
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Option 3: Train 108 employees per year divided over five years, FY26-FY30, ordering materials in
batches of 108 at a time.
Option 3A: Two, 8-hour day course design with lunch: $25,488 for materials plus $3,240 for lunches.
Total cost for option 3A is $28,728 annually for five years.
Option 3B: Mixture of two, 8-hour classes with lunch and four, 4-hour classes without lunch. $25,488
for materials plus $1,620 for lunches. Total cost for option 3B is $27,108 annually for five years.
Option 3C: Four, 4-hour class design without lunch. Total cost for option 3C is $25,488 for course
materials annually for five years.
Option 3C is recommended.
Related Cost:$ 25,488 Tax Funds Non-Recurring Recommend - Yes
Related Revenue: 19,641 Administrative Overhead Non-Recurring
Net Property Tax Cost:$ 5,847
Property Tax Impact:$ 0.0020 0.02%
Activity: Administration
Significant Line Items
Employee Expense
1.FY 2026 employee expense reflects a 3.00% wage package increase.
2.The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2025. The employee contribution of 6.29% is unchanged from FY 2025.
3.The City portion of health insurance expense is unchanged from $1,119 in FY 2025 to $1,119 in
FY 2026 per month, per contract, which results in an annual cost unchanged of $0 or 0.00%.
4.Dental Insurance expense decreased from $280,082 in FY 2025 to $245,856 in FY 2026 based
on FY 2024 actual cost of $245,856. This line item represents the dental insurance premiums
paid which is completely offset by employee payments in dental insurance premium revenue.
5.Insurance Administration is unchanged from $27,100 in FY 2025 to $27,100 in FY 2026 based on
FY 2025 budget. The FY 2024 Actual was $15,199. This line item represents flex medical
spending plan administrative costs ($24,000), State of Iowa 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 decreased from $3,395 in FY 2025 to $0 in FY 2026.
Supplies & Services
7.Training increased from $162,954 in FY 2025 to $213,542 in FY 2026. This 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
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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), training resources for city facilitators ($12,000), and snacks for
open enrollment informational meetings ($100)
8.Other Professional Services is increased from $72,000 in FY 2025 to $84,150 in FY 2026. This
line item includes Cottingham & Butler benefit consultant services ($38,500), third party exit
interview service ($25,000), 509(A) Certificate of Compliance ($2,000), Affordable Care Act
compliance reporting ($10,000), executive coaching ($5,000), GASB 45 actuarial valuation
($3,500), and Dittmer shredding contract ($150). The increase in FY 2026 is due to cost
increases for exit interview services and Affordable Care Act compliance reporting.
9.Meetings & Conferences is unchanged from $24,395 in FY 2025 to $24,395 in FY 2026. This line
item represents funding for Human Resources staff to attend conferences. The specific
conferences budgeted in FY 2026 include Tyler Connect ($5,298), NeoGov ($2,463), an out of
state conference for the Chief Human resources Officer ($2,500), an out of state conference for
the Benefits and Compensation Manager ($2,500), Young Professionals Dubuque ($160),
Women's Leadership Network ($200), World at Work ($5,400), Tri-State Human Resources
Association ($250), Association for Talent Development ($5,112), and a remaining $512 for
miscellaneous conferences. The specific conferences that staff attend often change each year
based on which conferences are being offered by various organizations.
10.Background Checks is increased from $20,640 in FY 2025 to $24,096 in FY 2026 based on
actual expenses recently paid in FY 2025. This line item represent background checks conducted
during the City hiring process.
11.Technology Services decreased from $295,957 in FY 2025 to $220,364 in FY 2026. This line
item includes the annual NeoGov subscription renewal ($14,177), monthly Verizon charges
($600), recurring expenses for the Human Resources Information System (HRIS) which was an
improvement package in FY 2025 ($165,000), and the Human Resources modules of Tyler
Enterprise Resource Planning software ($40,587). This decrease in FY 2026 is due to non-
recurring expense in FY 2025 for the implementation of the HRIS system ($75,750).
12.Association Dues increased from $3,225 in FY 2025 to $3,600 in FY 2026. The FY 2024 Actual
was $2,574. This line item includes memberships and professional associations for Human
Resources staff, such as the Society for Human Resource Management (SHRM), Association for
Talent Development (ADT), 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. In
FY 2026, the cost of ADT membership is increasing.
13.Education Reimbursement is unchanged from $4,690 in FY 2025 to $4,690 in FY 2026. This line
item includes training and education specifically for Human Resources staff. In FY 2026, this line
item includes Office Dynamic webinars ($895), courses offered at local educational institutions
($195), and training to become a facilitator for Crucial Conversations training ($3,600).
Machinery & Equipment
14.Equipment replacement items include ($1,600):
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Human Resources Machinery and Equipment
Smartphones and Cases $ 1,600
Total Equipment $ 1,600
Revenue
15.Dental Insurance Premium decreased from $255,138 in FY 2025 to $209,372 in FY 2026 based
on FY 2024 actual of $209,372. This line item represents employee-paid premiums for dental
insurance and offsets the expense.
16.Revenue received from Enterprise Funds for administrative overhead charges has increased
from $1,086,290 in FY 2025 to $1,229,938 in FY 2026. FY 2024 Actual was $783,099.
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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.
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.
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Partnerships
The Human Resources
Department works with
partners including GDDC,
IMWCA, ICMA, Area
Schools, Multicultural
Family Center, and the
Dubuque Area Labor
Management Council.
Planning
The Human Resources
Department works with all
City departments to
provide employee
development and training
and to acquire talent that
assures engaged,
competent, and diverse
employees to best carry
out City initiatives.
HUMAN RESOURCES DEPARTMENT
FY
2024
FY
2025
FY
2026
Full-Time
Equivalent 7.75 8.25 7.75
Resources
FY 2024 FY 2025 FY 2026
Administrative Overhead
Recharges
Miscellaneous
Reimbursements
Property Tax Support
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
The Human Resources Department is supported by 7.75 full-time equivalent employees, which
accounts for 65.62% of the department expense as seen below. Overall, the departments’ expenses
are expected to increase by 1.52% in FY 2026 compared to FY 2025.
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Expenditures by Category by Fiscal Year
$1,013,531
$756,065
$66
$1,200,647
$648,548
$700
$1,232,222
$644,107
$1,600
FY 2024 FY 2025 FY 2026
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000
Employee Expense
Supplies and Services
Machinery and Equipment
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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 2026
Chief Human Resources Officer 1.00
Human Resources Benefits & Payroll
Specialist 1.00
Talent Acquisition Diversity Coordinator 1.00
Administrative Assistant 1.00
Employee Relations Manager 1.00
Human Resources Employment
Specialist 0.75
Benefits and Compensation Manager 1.00
Development and Learning Manager 1.00
Total FT Equivalent Employees 7.75
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Performance Measures
1 Dept. Objective: Ensure equal employment opportunities for all employees and applicants
for employment.
Ratio of female:male employees
(consistent with City of Dubuque
resident make-up)*
51%
female to
49% male
31.0% f:
69.0% m
35.0% f:
65.0% m
36.0% f:
64.0% m
Goal in
Progress
% of non-White employees >8% (non-
white)
5.8% non-
white
7.11%
non-white
7.12%
non-white
Goal in
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 52 days Goal Met
Candidate Net Promoter Score Average >
0 4.43 8.77 8.52 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
Information*> 75%38%*35%40%Goal Not Met
Quality of Supervisor Feedback
(re: Performance)>75%45%47%47%Goal in
Progress
City Council Goal: Financially Responsible, High-Performance City Organization
Performance Measure (KPI)Target FY 2023
Actual
FY 2024
Actual
FY 2025
Estimated
Performance
Indicator
*In FY 2023 and prior, this question on the annual employee survey asked, "My organization
communicates effectively with employees." Beginning in FY 2024, this question was changed to ask, "I
usually feel as informed as I need to be in order to do my job well."
Employee Data Tables
Employee Demographics (Fiscal Year 2024)
Male (525) - 64% Female (289) - 36%
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Total
496 12 14 2 —258 15 9 4 1 814
Other - 1 Preferred not to answer - 2
117 Page 597 of 635
Coming & Going
FY 2019 FY 2020 FY 2021 FY 2022 FY2023 FY2024
Vacancies 146 139 88 96 163 210
Applications
Processed
4,191 4,068 2,704 2,995 3,361 3,974
Civil Service
Applications
565 83 163 179 144 155
Applicants
Employment Applications White Black Hispanic
Asian or
Pacific
Islander
American
Indian or
Alaskan
Native
Unknown Other
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
FY24 Employment
Applications 3153 308 167 131 14 149 52
Application Percentage
Change*17%44%64%82%17%(16)%16%
New Hires
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
FY24 New Hires 95 10 3 2 0 3 0
New Hire Percentage
Change*(67)%(29)%(77)%(50)%(100)%(83)%(100)%
** 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
Fund/Account/Account Title
FY23
Actual
Revenue
FY24
Actual
Revenue
FY25
Adopted
Budget
FY26
Recomm'd
Budget
100 - General
4A - Charges for Services
45500 - Miscellaneous Chg for
Svcs $ — $ — $ — $ —
47100 - Reimbursements — — — —
47150 - Refunds — — — —
47310 - Insurance Premium (255,138) (209,372) (255,138) (209,372)
4A - Charges for Services Total (255,138) (209,372) (255,138) (209,372)
4N - Transfers
49600 - Transfer in Water Op (25,958) (138,197) (219,765) (259,224)
49610 - Transfer In Sanitary Op (162,237) (199,788) (269,874) (266,006)
49620 - Transfer in Storm Op (48,671) (116,611) (216,904) (255,850)
49650 - Transfer in Parking Op (21,091) (28,820) (42,807) (51,421)
49670 - Transfer in Refuse Op (150,882) (199,788) (224,183) (264,435)
49950 - Transfer in DMASWA Gen (81,120) (99,895) (112,757) (133,002)
4N - Transfers Total (489,959) (783,099) (1,086,290) (1,229,938)
Grand Total $ (745,097) $ (992,471) $ (1,341,428) $ (1,439,310)
119 Page 599 of 635
6A - Salaries & Wages
100 - General
60100 - Salaries-Regular Full Time $ 464,278 $ 511,270 $ 614,240 $ 684,851
60200 - Salaries - Regular Part
Time 44,933 30,311 42,472 52,735
60300 - Hourly Wages - Temp/
Seasonal 5,439 — 21,650 —
60400 - Overtime — 4 — —
60410 - Overtime - Holiday — — — —
60630 - Special Pay Sick Lv Payout
Ret 11,465 11,253 3,395 —
60635 - Special Pay Sick Lv Payout
50% — — — —
60640 - Special Pay - Vacation
Payout 1,295 10,076 — —
60710 - Special Pay - Parental
Leave — — — —
6A - Salaries & Wages Total 527,410 562,913 681,757 737,586
6B - Employee Benefits
100 - General
61100 - FICA - City Contribution 38,384 41,591 52,154 56,425
61300 - IPERS - City Contribution 48,020 51,048 64,037 69,628
61510 - Health Insurance 93,961 95,513 93,961 93,961
61540 - Life Insurance 252 270 322 322
61600 - Workers' Compensation 3,296 1,140 1,234 1,344
61615 - Insurance Premium 280,082 245,856 280,082 245,856
61625 - Exccess Workers' Comp — — — —
61705 - Actual Claim Experience — — — —
61710 - Insurance Administration 13,881 15,199 27,100 27,100
61992 - Physicals — — — —
6B - Employee Benefits Total 11,584,818 11,581,324 413,703 455,918
6C - Staff Development
100 - General
62100 - Association Dues 1,439 2,574 3,225 3,600
62200 - Subscriptions 1,891 16 180 3,692
62300 - Training 9 584 162,954 213,542
62325 - Mileage 1 168 — 1,200
Recommended Operating Expenditure Budget - Department Total
67 - HUMAN RESOURCES
Fund/Account/Account Title
FY23
Actual
Expense
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
120 Page 600 of 635
62400 - Meetings & Conferences 12,427 14,801 24,395 24,395
62500 - Education Reimbursement 55,285 62,872 4,690 4,690
6C - Staff Development Total 70,140 36,320 131,585 207,974
6D - Repair/Maint/Util
100 - General
63730 - Telecommunications 6,678 3,393 7,302 4,200
6D - Repair/Maint/Util Total 6,678 3,393 7,302 4,200
6E - Contractual Svcs
100 - General
64020 - Advertising 3,380 1,896 596 638
64030 - Outsourced Labor 70,999 181,060 — —
64062 - Refunds — — — —
64081 - Insurance - Liability 4,325 5,105 6,543 6,516
64083 - Insurance - Other 36,462 — 5,295 7,675
64100 - Labor Relations — — — —
64110 - Legal 15,051 9,389 — —
64140 - Printing 58 305 59 314
64145 - Copying 435 309 434 309
64160 - Rental - Land/Bldgs/
Parking 1,443 2,016 2,016 2,016
64190 - Technology Services 19,244 17,016 295,957 220,364
64191 - IT Recharges 4,024 17,772 41,219 40,255
64890 - Background Check 28,151 23,270 20,640 24,096
64900 - Other Professional Service 81,671 412,124 72,000 84,150
64980 - Technology Equip Maint
Cont — — — —
6E - Contractual Svcs Total 265,244 670,262 444,759 386,333
6F - Commodities
100 - General
65045 - Technology Equipment 1,029 66 700 1,600
65060 - Office Supplies 612 745 543 745
65070 - Operating Supplies 144 144 — 1,177
65080 - Postage/Shipping 13 507 500 533
6F - Commodities Total 1,798 1,462 1,743 4,055
Grand Total $ 1,350,057 $ 1,769,662 $ 1,849,895 $ 1,877,929
Recommended Operating Expenditure Budget - Department Total
67 - HUMAN RESOURCES
Fund/Account/Account Title
FY23
Actual
Expense
FY24
Actual
Expense
FY25
Adopted
Budget
FY26
Recomm'd
Budget
121 Page 601 of 635
Recommended Expenditure Budget Report by Activity & Funding Source
67 - HUMAN RESOURCES
Fund/Activity
FY24
Actual
Expense
FY25 Adopted
Budget
FY26
Recomm'd
Budget
6701 - Administration
100 - General
6A - Salaries & Wages $ 562,913 $ 681,757 $ 737,586
6B - Employee Benefits 450,617 518,890 494,636
6C - Staff Development 81,015 195,444 251,119
6D - Repair/Maint/Util 3,393 7,302 4,200
6E - Contractual Svcs 670,262 444,759 386,333
6F - Commodities 1,462 1,743 4,055
6701 - Administration Total 1,769,662 1,849,895 1,877,929
6799 - Pcard Clearing
100 - General
6F - Commodities — — —
6799 - Pcard Clearing Total — — —
Grand Total $ 1,769,662 $ 1,849,895 $ 1,877,929
122 Page 602 of 635
C I T Y O F D U B U Q U E , I O W A
COMPLEMENT
67 HUMAN RESOURCES DEPT.
FY 2026
FD JC WP-GR JOB CLASS FTE BUDGET
60100 Full Time Employee Expense
100 5010 GE-07 ADMIN SUPPORT PROF 1.00 $ 61,251
100 2815 GE-14 DEVELOPMENT LEARNING MGR 1.00 99,462
100 2805 GE-12
TALENT ACQUISITION DIVERSITY
COORDINATOR 1.00 83,545
100 2835 GE-16
BENEFITS AND COMPENSATION
MANAGER 1.00 107,120
100 2825 GE-16 EMPLOYEE RELATIONS MGR 1.00 102,278
100 6775 GE-11
PAYROLL AND BENEFITS
SPECIALIST 1.00 64,229
100 2755 GE-21
CHIEF HUMAN RESOURCES
OFFICER 1.00 166,966
TOTAL FULL TIME EMPLOYEES 7.00 684,851
60200 Part Time Employee Expense
100 6765 GE-12 EMPLOYMENT SPECIALIST 0.75 52,735
TOTAL PART TIME EMPLOYEES 0.75 52,735
TOTAL HUMAN RESOURCES DEPT 7.75 $ 737,586
123 Page 603 of 635
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2026
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET
Human Resources - FT General Fund
6701 60100 100 5010 GE-07 ADMIN SUPPORT PROF 1.00 $ 61,251
6701 60100 100 2815 GE-14
DEVELOPMENT
LEARNING MGR 1.00 99,462
6701 60100 100 2805 GE-12
TALENT ACQUISITION
DIVERSITY
COORDINATOR 1.00 83,545
6701 60100 100 2835 GE-16
BENEFITS AND
COMPENSATION
MANAGER 1.00 107,120
6701 60100 100 2825 GE-16
EMPLOYEE RELATIONS
MGR 1.00 102,278
6701 60100 100 6775 GE-11
PAYROLL AND BENEFITS
SPECIALIST 1.00 64,229
6701 60100 100 2755 GE-21
CHIEF HUMAN
RESOURCES OFFICER 1.00 166,966
Total 7.00 684,851
Human Resources - PT General Fund
6701 60200 100 6765 GE-12
EMPLOYMENT
SPECIALIST 0.75 52,735
Total 0.75 52,735
TOTAL HUMAN RESOURCES DEPT.7.75 $ 737,586
124 Page 604 of 635
FISCAL
YEAR
2026
HUMAN RESOURCES
Page 605 of 635
MISSION STATEMENT
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.
Page 606 of 635
Chief Human Resources Officer
Shelley Stickfort
Human Resources Department (7.75 Full-Time Equivalents)
Talent
Acquisition
Diversity
Coordinator
(Kristen Dietz)
Benefits and
Compensation
Manager
(Connie Palm)
Administrative
Assistant
(Angie Kelley)
Employment
Specialist
(Amanda
Koppes)
PT (.75)
Payroll and
Benefits
Specialist
(VACANT)
Development
and Learning
Manager
(Kelly Larson)
Talent
Acquisition
Diversity
Coordinator
(Kristen Dietz)
Employee
Relations
Manager
(Robyn
Hosch)
Payroll and
Benefits
Specialist
(McKenzie
Capesius)
Page 607 of 635
New Staff
Robyn Hosch
Employee Relations
Manager
McKenzie Capesius
Payroll and Benefits
Specialist
Page 608 of 635
FISCAL YEAR 2025 HIGHLIGHTS
■Classification and Compensation Study/Review
■Universal Competencies and Learning
Challenge implemented
■Temporary Staff Hiring Success
■Organization Culture Work
■Employee Resource Group (ERG)
■Crucial Conversations Training for Supervisors
Completed
Page 609 of 635
FISCAL YEAR 2025
HIGHLIGHTS CONTINUED
■Job Shadowing
■Bargained 2 CBA’s
■Advanced Employee & Retiree Benefits
Education
■Collaboration between HR and Risk
Management to assess and make
improvements to the City’s risk
management policies and procedures
■Payroll system work continues (PAF,
collaboration with IT, Budget, HR)
Page 610 of 635
■Workplace Environment/Culture Audits
■Weekly All EE Webinar/Call
■HR “Office Hours” throughout City
employee work locations
■Annual Employee Survey
■Monthly CMO “Huddle Group”
■HR Committees/Advisory Groups
■ERS’s
■All City Users and Library Group Emails
■Training Evaluations
■Bi-Annual Wellness Culture Audit
■“At the Moment” or “Upon Request”
■Applicant Net Promoter Survey
■After Actions Meetings
Page 611 of 635
FISCAL YEAR 2025 HIGHLIGHTS
Circle of Excellence
Award
May 2024
Tyler
Implementation
Collaboration
Page 612 of 635
FUTURE
INITIATIVES ◦Crucial Conversations Training -next steps
◦HRIS, Benefit Administration Tools,
Performance Appraisals, and Neogov
Integration
◦Continued Benefit Education
◦Continued Implementation of Classification
and Compensation Study Results
◦Automated Hiring Matrix
Page 613 of 635
Human Resources Department
FY 2026 REQUESTED PROPERTY TAX SUPPORT
$438,619 $5.79
Net Property Tax
Support
Average homeowner’s*
property tax cost for the
Human Resources Department
(*Avg. home value of $196,508)
Page 614 of 635
PUBLIC SAFETY
•Talent Acquisition Diversity Coordinator ensures the recruitment
of highly skilled candidates for critical public safety positions,
fostering a workforce that reflects the community it serves and
enhances trust between law enforcement, fire services, and the
public.
•Talent Acquisition Diversity Coordinator partners with department
leadership to assess recruitment strategies, ensuring that all
hiring processes align with the city’s commitment to fairness,
opportunity, and attracting the best candidates for public safety
roles.
•Employment Specialist collaborates, coordinates, and completes
the required pre-boarding contingencies for Police Officers and
Fire Service Personnel ensuring candidates meet the
qualifications of the position and that the workflow is efficient.
•Learning and Development Manager in collaboration with the
Risk Management function in Finance, offer learning &
development opportunities related to safety.
•Employee Relations Manager investigates and/or addresses
performance concerns and ensure compliance with laws and
policies which maintains a safe working environment of the
highest integrity for all Fire and Police personnel.
•Payroll & Benefits Specialist administers the flu vaccine
program, and this helps with public safety because so many of
our employees are in public spaces each day.
•The Benefits and Compensation Manager administers the City’s
Workers’ Compensation Program. As part of that work, I meet
regularly with Risk Manager Tony Breitbach and Safety
Coordinator Dawn March and participate in the Safety and
Incident Review Committees. These committees focus on not
only employee but resident safety as well. One of the Safety
Committee goals is to provide a safe, healthy workplace. The
workplace for many of our employees is public space –streets,
roads, homes, gathering spaces like the Library or the MFC.
Doing our part to provide safe public spaces benefits not only
our employees but the public as well.
•The City’s Employee Benefits structure offers a wide range of
top-tier benefits to employees and their eligible family members.
Giving employees the tools and resources to maintain their
physical and mental health helps our employees be more
present to residents and focus on their work.
Page 615 of 635
DEVELOPMENT AND LEARNING
*New Employee and New Supervisor Orientation
update *Job Shadowing/Mentoring Tools
Implemented *Learning Challenge and
Universal Competencies implemented *Tuition
Assistance/Reimbursement Program
*Crucial Conversations for Supervisors *Sexual
Harassment Prevention *Weekly Webinar
Page 616 of 635
TALENT ACQUISITION
Page 617 of 635
•Address for Success: Mapping Talent into
Triumph (ICMA Presentation with Assistant
City Manager, Cori Burbach, and Public
Works Director, Arielle Swift).
•Community Partnerships, Collaboration, and
Engagements (University of Dubuque Bridge
Program, Fountain of Youth S.M.A.R.T.
Series, Young Professionals).
•Engineering Department Restructuring,
Tiered Positions, and Succession Planning.
•FY 2026 Automated Hiring Matrix and New
Data Metric Points.
Page 618 of 635
Page 619 of 635
Key Takeaways
•On track with filling all
our temporary positions
this season
•Projected to receive
approximately 1,300 this
year
•Back up above
pandemic numbers
Page 620 of 635
Key Takeaways
•Developing and implementing
recruitment strategies with
department leadership to
remove potential barriers
•Reassigned five positions from
sworn to non-sworn
FY2024
155 Applications
•124 Applications or 80% Males
•31 Applications or 20% Females
•22 Applications Vets Preference
Page 621 of 635
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Page 626 of 635
•City Manager Introducing Emotional Intelligence (EQ) as
Foundation to All City Services & Management Philosophy
•Continued Expansion of EQ Services, such as
Assessments, Coaching, and Training
◦Future Data Collection Through Vital Assessment to
Drive Continued Efforts
•Continued Infusion of ViDL Training Concepts
•Complaint Processing with Review for Trends
◦Workplace Culture Audits This Past Year -4
◦Investigations This Past Year -12
◦Grievances This Past Year -7
◦Times Reached out to Care Team This Past Year -15
•Employee Handbook Updates/Revisions
Page 627 of 635
Advancing Employee & Retiree Benefits Education
*Expanded In Person Presence
*Benefits Fair at Employee Recognition Event
*Vendor In Person Visits
*New Employee Orientation
*Policy -Retiree on Medical Insurance
Collaboration between HR and Risk Management
*Established Return to Work Program
Classification and Compensation Study
Page 628 of 635
•Completing a classification and compensation study was identified as a key
milestone that would help with the City Council’s Top Priority of City Workforce
Retention and Attraction during 2022 goal setting.
•In 2023, Carlson Dettman Consulting (now known as Cottingham & Butler
Total Rewards Consulting) was hired to complete the study.
•C&B Total Rewards Consulting supports both private sector and public sector
employers to develop the appropriate compensation plan for an organization
by taking into consideration marketplace conditions, regulatory, organizational,
cultural, and other internal and external requirements.
Page 629 of 635
Summer 2023
•City began an interactive process to create and update job documentation.
•Positions in the Operating Engineers, Police, and Fire collective bargaining agreements were prioritized to be
reviewed first.
January / February 2024
•Operating Engineers, Police, and Fire collective bargaining was completed.
April / May 2024
•Analysis of the results of the study was completed.
•The City drafted its first Compensation Philosophy.
•Compensation strategy established.
◦The City has chosen a match the market strategy.
June / July 2024
•Department managers and supervisors received an update on the results of the study and the initial plans for
implementation.
•In addition, non-bargaining unit employees and Teamsters (Bus and Non-Bus) unions had the opportunity to
participate in information sessions.
Page 630 of 635
•New Wage Plan Design Structure
•Transition: Position Evaluations and Employee Impacts -10/2024 chart
•Keeping the system aligned going forward
◦Review of at least 1/3 of positions every three years
Page 631 of 635
Page 632 of 635
FY 2026
RECOMMENDED
IMPROVEMENT
REQUESTS
■Tuition Reimbursement
Additional Funding
■Human Resources Branding
for Recruitment
■Crucial Conversations
Training for City Staff
Page 633 of 635
Page 634 of 635
THANK
YOU
www.cityofdubuque.org/humanresources
Page 635 of 635