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Human Resources Fiscal Year 2027 Budget Presentation Copyrighted April 15, 2026 City of Dubuque BUDGET PRESENTATIONS # 1. City Council ITEM TITLE: Human Resources Fiscal Year 2027 Budget Presentation SUMMARY: SUGGUESTED DISPOSITION: ATTACHMENTS: 1. Human Resources - FY27 Budget Presentation FINAL submitted for Council 2. 27 Policy Book Volume IV - Human Resources Updated Page 1206 of 1455 � . ' :; .. ::•,. . �.•• � •� ... � ,! a � . �� :• . ,► � . � � � _ � � . : � � - :ra . �V � �� . -..- � . - Human Resources Department - Through strategic partnerships and collaboration, the Human Resources Department recruits, develops and retains a high-performing workforce and fosters a healthy, safe, and productive work environment. These efforts protect employees, reduce organizational risk, and ensure safe and reliable delivery of services to the community while positioning the City of Dubuque as an employer of choice. Page 1208 of 1455 . ' • ' � ' • . ' i ' • . ' Chief Human Resources Officer Shelley Stickfort Talent Benefits and Administrative Employment Employee Payroll and Development Acquisition Compensation Support Specialist Relations Benefits and Learning Manager Manager Professional (Amanda Manager Specialist Manager (Kristen Dietz) �Connie Palm) (Angie Kelley) Koppes) (VACANT) (McKenzie (Kelly Larson) Capesius) -..- �• . - FISCAL YEAR 2026 HIGHLIGHTS • Ongoing Compensation and Classification Work � � • Employee Benefit Changes Based on Employee Input � . . . � . • Ongoing Organizational Development Culture Work �- � _; _ � , . ,,. r- • Human Resources Information/Management System � (HRIS) Implementation Start - � F _ � ■ ■ ■ , _� � ��. • Continued Collaboration between HR and Finance s �� . . . - � /1 Risk Management to assess and make improvements to the City's risk management policies and procedures ■ ■ Page 1210 of 1455 � 1 �,, , � • HRIS all modules rollout, education/training, , � �� and full implementation targeted for end of , , �;,� .� _�:� �� -��,-\1 -„ µ��, ,� calendar ear. , � --�� ;� . y -;, �� _ . _ <�• �, �': :�'�u � ; _a c r;-'• F;, � i�.: � — _ '� �� ,� �,��__ � , � ' ..` ' � .� • .��' . . .- i 5 ■ ■ ■ ■ � ,�� ;_ , � , • On oin position reviews throu h , �:. � g g g �� - y� �--�- structured job analysis and department- �� .,�, _ � '� �ti� . � wide organizational assessments �, � �— � � � , 1�� \ i *�,, �� y ? i �� '.\ .� ��,�,,� - � �� ,�R � � �,,;�� .;:, , , ,, , � � � � Page 1211 of 1455 Human Resources Department FY 2027 REQU ESTED PROPERTY TAX SU PPORT 361 767 5 . 66 � Net Property Tax Average homeowner's* Support property tax cost for the Human Resources Department (*Avg. home value of $213,211) Page 1212 of 1455 DEVELOPMENT AND LEARNING W W ■ ■ � W W ASSISTANCE WORKSHOP p z ACADEMIC MAINTAIN CREDENTIALS COMPETENCE �� -= P R O F E S S I O N A L EDUCATION _�-� �� PRA�T'�E � D E V E LO P M E N T � � - LEARNING � CONFERENCES _ � COLLABORATIVE CASE STUDY �I� � s V MENTORING Q , Q W CONSULTATION a � � � y O �� c - - �� .,,�.�- � �- V y� �� /'gs� -�� _ '` yil _� ��S;.�s=�_ - - � _ -_ --__- -r�i�,�� 1 _ �4 �: �.� � ��"� � *Safety & Compliance Courses *Universal � Competencies & Appraisals *New Employee and � � _ New Supervisor Classroom Courses *Mentoring _ .� -� J�► . * . . f and Job Shadowing Tuition �. � , � Assistance/Reimbursement *Crucial �'�� '� �,�.i� , - Conversations for Non-Su ervisors Weekl ' "~' - � � p * Y , _ .� � ��-� ��` -- a - �� Webinar/SPIRIT Times ; � �1 �� r � ■ ■ Page 1213 of 1455 TALENT ACQUISITION ■ ■ P�� ➢ Workforce Strategy and Organizational �. j '� ' - �� . Plannin - - �`� � 4� �� g � .,A��► - i� �;. � * - _.� ` • Organizational Structure Analysis (evaluationof how positions, reporting relationships, and responsibilities are arranged to support safe, efficient service delivery and accountability) • Engineering - Completed , • Housing and Community Development - Completed - • Public Works - Current � � � • Human Resources — Current _ � � Y � • Information Technology — Planned 2027 .� � _ • Community Impact & Neighborhood Support —Planned � 1 := 2027 �' =.! - - �' • Parks and Recreation — Planned 2027 �• �.,E • Job Ana lysis (evaluation of a position's duties, responsibilities, and `� required qualifications to support accurate classification, compensation, and �� i� _ staffing decisions) � „ �..� z =e � _ � • 77 Completed this fiscal year to date '`y � � � , . � � . �, �'� • Succession Planning � � � ' �. \ • Position Tiering and Upward Mobility "" � -..- - . - al � - � '^=� � � ,' . - - � TALENT A I ITI N ■ ■ � . �,, . cQu s o �. � , � _�. � ; ��,� ., �° '�`� � - � - ,"�� ` �� ➢ Public Works (Phase One) � . _ � � ! - , � A1 - -~�� ¢ _ i l � _ _ - � �� `.:! - � • • • �� : � -=- . , �� Organ�zational Structure and lob Analys�s � �' _ . , . :�:. `-"� �� - " ; ' • Key Issue: Competitive labor market + ,� . - -° � -,�; � � wage misalignment = vacancies, overtime, Y�j� . i� � � � '��` ��* ��r�- and operational strain : ; �� _ � ,�� 4� y l� � � • Purpose: Address recruitment and retention -��. 1 �� , � � �� ` challenges in critical Public Works operations that '"� provide support service continuity (snow removal, `��°� � streets, sewer, fleet) :�,r ,y . . • Sco e: 50+ employees/13 positions across Public . � ,.: , , �;�� {��r; Works, Parks & Recreation, and Airport _ .��<' - �� :• _ �.v:.. :�� . =�: �, �� -�-� =�, ' - r..x - � .. - -- � '' ��ti� � ' P ��y • Market Adjustment Supplemental Pay � � , �� -..- . - � � � � �� - !L r � � � • �.. �,� , ,,- ,�� °'�`,�. ��_e �� .- � �:�� -�: �. � .,� +�"�`l` � � �:�.,.; � � �. �i � �,7. � � � ��,. , ' , �,► : >�' � A � -- ; � �- �'t � � � . , , . � . , • . . , � �`� �` �'�� . e -- � _ .: � �--r ":,, .:., � , `��`* ; A\ �1► � _ ,� _ � � ' • . • � ' - � i'- ^ i ' t' � i � . � . _ _ • , - • ` -,, • � � � � ,�� . ii � - � � , - • ' , - � i •� 8. Ensuring Workforce . i 1 i. Readiness , _ � � • � � , � � � "Local governments � - � ��, f�� must really focus on � �� , � • � '�' the workforce and r , ��'.�, '� �'! i ,:� i the staff we ; -,� �+��+�-� - - � � currently have . i` � - � - I} 4 ` . � within Our � � ,� _ �' � � organizations. � Human capital,in � � ,, ' Il ; my view,is one of . • , � � � • �W�' the most important � � ' forms oi capital. That means providing developmental opportunities r � and training and placing a strong emphasis on ( , 1 �� talent acquisition is critical.We need to ensure our � Q 1 `—' candidates are well-prepared,that our interview �I •�. ` � I / I / / � / � � � � � � ` r`` � questions align with our universal competencies. � �.� ' `�i�. �nd that we're buildin�a strong,capable • � � � � • � � � , ,.. ' �,..�� . � . s"�: � � I ; _ : ;'- � � , v. _ r , / � �+` �R � �' , ,�, . ,� � • ' ,-'� ' �"-" '' � �=,t`► /� �-- ,�• � � • , 1 � � � • � � � '� --.`� �I� !� ' - ��;.�,,!I . � �„ � ..-; , _ �� _ �- � - � � Page 1216 of 1455 PARKS AND RECREATION TE M PORARY REC RU ITM E NT ' " Key Takeaways . , �� • On track with fillin all g �� • �• our temporary positions : � � = this season .�� '� • • Back up above pandemic numbers . �� • Streamlined hiring process improved ability � to quickly fill temporary � � � � positions . - . � . . . �.•- . � POLICE RECRUITMENT Key Takeaways :� • Partnering with department ' . leadership to strengthen � � � recruitment strategies and � remove barriers to hiring �� :� :� • Established certified, on-site .� testing to streamline hiring and . � reduce delays, making it more accessible � � � � � � � � • � •- • � • • • '.•- : • � FIRE RECRUITMENT Key Takeaways • Growth has been aligned with service ' • • ' • = � ' • � • demand, safety standards, and , . , , , , � . operational capacity, rather than �.. reactive hiring • This staffing progression demonstrates a balanced approach — prioritizing frontline service while maintaining the support structure ' ' ' ' needed to operate effectively and , , . , � � . safely , ,� , , • Overhiring was strategically implemented in anticipation of known retirements, as approved in FY2025 and FY2026 -..- • . - APPLICATIONS .,,, Key Takeaways � � � • : 1 • Strong upward trend : • - in applications, � �� • reaching a high of �� . • • 4,780 in FY 2025 �� • Increased, applicant pool provides �� greater opportunity to select highly � qualified candidates � � � � � � • � • ' • ` • • • '.�- 1 • � PRE-EMPLOYMENT & ONGOING COMPLIANCE ■ ■ HIRING COMPLIANCE AND WORKPLACE SAFETY: Supporting public safety and reducing risk through compliant hiring and ongoing workforce monitoring. � � ❑ Guide candidates from conditional offer to first day, ensuring all RECRUITMENT requirements are met. ANDHIRINR ❑ Manage pre-employment safety screenings, including background, - education, medical, and regulatory checks. �'�� ". '`i ❑ Conduct annual safety and compliance reviews for employees, including motor vehicle and federal violation checks. � - - =��- - ❑ Verify employment eligibility and documentation to maintain compliance _�. with laws and olicies. � f r- ':'� p ❑ Identify policy or safety concerns by evaluating screening results against job and City of Dubuque standards. ❑ Prepare confidential risk assessments and recommendations for review � �' _ � � committee. - - ,.,, ..�.. ,;;, ' � � � � '•`% �„ � -..- . - NEW HIRES IN CALENDAR YEAR 2025 Key Takeaways � � • 98 regular staff " (full-time and part- time) hired to � support ongoing �� City operations . � � _ • Temporary staff provide critical � support for peak - � - - � - - � • � � � • • - � - - • - � - service periods, this past calendar � • � year we h i red 201 -..- . - Employee Relations • Workplace Culture Audits/Discovery - 4 Celebrating 2025 HR Professionals Day • Formal Employee Complaints - 11 . _ _:;,_. Y-. !G'N�. ,., _ IY • Investi ations - 22 ��'� . � �� :J ��, � '�:�: ��;� � . - �Q ,� ''� - .�� 1'� y �� ,�- _ l� '�! ,.. b .� � �, ' � � ; • Grievances - 6 � �� ` � �� '� � y` i�� .� � • Assessment & Care Team Assistance - 17 '' � � � �� \� ; ' `,� � i • Em lo ee Exit Interviews- 8 � ��! , � � p Y � r,�, , . � '',�,% / :,� .;;,,� _ . ,�!"�:� �� • Teamsters Bus Operators and Teamsters Mixed � �� ` .� _ CBA negotiated and effective July 1 , 2025 • CBAAmendments - 5 Page 1223 of 1455 Employee Relations- Employee Resource Groups (ERGs) *Increasing Employee Resource Groups (6 Total) With Quarterly Touchpoints to Increase Collaboration, Engagement, and Belonging "1 greatly appreciate what you are doing for this organization and "Being part of an LGBTQ focused Employee Resource Group has created this community to help people understand we all need to work to a meaningful sense of belonging for me. It provides a safe space to create an atmosphere of belonging. These were powerful, moving share experiences, build connections, and feel seen —while also stories. " helping our organization better understand and support all employees." Mike Van Milligen in response to Pride in Perspective event Rick Fullmer - �� " "The enuine interactions and cross-de artment connections that 1 '-� 9' p " � - a� have organically formed since joining Admin Allies has been nothing � � - , short of amazing. This ERG provides me with a meaningful purpose and � .�`. �� t. ` ` � ' " truly makes me feel welcome, empowered, and heard." Angie Metcalf _ "Our Spanish Club ERG strengthens employee engagement while ��`- ' I `�� -�'��-� � � ' building meaningful connections in the community, including a recent � �� e� ,�,� �-� ,�x. �. '' partnership with the Presentation Lantern Center to create Friendship - h .�: :�� .�1 ".��' �. � r 1� �i ..� .. i '' � �-��}..,,i,4��• Y'.� ; � . , � �� " `�` � # �'��"�,: � `r- ` Da cards or local S anish-s eakin learners. Pro rams like our Loteria ��,,' �,; .r- ,, � ��`T" . �� > ; � �,;� �, , •�: Y f p p 9' 9 ..L f.��r��.t., _��' � ��.1 �- {.��'' �,; ��`�?��r,.�!`� �k� ,�= -;� ,�-�- �; � � .�T � �:�� .y +� • " y, �� '��j' event at the Multicultural Family Center help employees feel more ,' r„ � . �~ �. � T�y 'r, � �' .T�.' � \ V-.��. � � ~ '�`E connected while supporting a welcoming environment across -,+�'' � ,; �'�� +�; �` •: , �y ` � � .:4. ,� ; � � °�• y� � • , •`,� y ,y � � y �` � Dubuque." Kara Maxwell .�+ � � �� : .`� � � • .� . � �� 1 � l Y � . }�i�� Ss.�.d'L., � Page 1224 of 1455 Benefits and I • '�� • Com ensation ' p ,. • Continued Classification & � Compensation Study � �, . Implementation � , � �t 1 , ' , ,�. .� ,�.��. • Enhanced Employee Benefits � , . - , • Strengthened SafetyCommitment , t� ' = ,� ' � � ,� • Ongoing Employee Benefits ; � , ,; � ` �, . Education and Communication , ��, � - " , . �, `, i� �,� � `. _ � �} - _ / . T � �� _ - r� � � . J� ��+ � � � � Page 1225 of 1455 Com ensation p • In FY2027, there is about $2.64 million in wage increases across all , i �- � � �� em lo ee rou s: • d � p Y g p . � • Dubuque Police Protective Association includes a 59�6 increase . • Dubuque Professional Fire Fighters Association = 4� increase - • International Union of Operating Engineers = 3.25�No increase ' • Teamsters Local Union No. 120 Bus Operators & Local Union No. 120 = 3�i6 increase '. • Non represented employees = 3�'o increase � _—--, • Partnered with Total Rewards Consulting for initial implementation. �,�.�► - � _ �S,, ��.-- ��S ��1�� '�� 1�� i • Ongoing implementation now lead by human resources: ongoing �a� �� ;��'��, position reviews as part of structured job analysis or department wide °�� R�°=°=°, '°'�� organizational assessments, as needed position evaluations, and regular position review work. Page 1226 of 1455 Enhanced Benefits �ffe ri n s g � Added Roth (post-tax) option to 457(b) - i Retirement Savings plan. �-�`" � Introduced second dental plan for more employee choice. � Positive employee adoption of these new options. Page 1227 of 1455 I : � � -� f �� . C �� . . � . , - � . 1_ . �_ . Commitment to Safet � � � -� �-^ �� v �_.� _ �_� . �, � . • Return-to Work Program for injured � �` �k �� employees. � � • Supports employee engagement and lowers " costs. � � � 1 � - �� . t � � . _ ' �� . � • —�.�'�� ' .4-� •a�► � - - , , -, , - -- . ' . - - - . . - . j � , / r , I t , � ' . � Page 1228 of 1455 � �- � w� � - �� ' " K � � ��\� � 2025 Em lo ee �� !'�t ° � �� - ;� p Y � ` � �- '"'�. � � .i , =-_ . �� Appreciation Breakfast � �� - � - - & Benefits Fair 1 �� , , �»� �:�� . _ �I � . x , � �� ' • "I enjoy the event and look forward to a- � � � ``�`� it each year, the time I do spend with � � `�•�__�_ '�' -� = folks is meaningful:' MissionSquare �` �� , �, r �'.,� �' � � � �- • "I was very impressed with the � � - _� , _ �_ , - number of employees who stopped by �� . - � to chat about their benefits. RXBenefits -' - .`: ` • "The event is a great reminder of the benefits maybe more folks schedule : �-. .9.._. � , — . � dentist appointments because of �,�- -�.� �•" it!"DeltaDental �. ... , � , ��' � �. �; �_ , '�� , J � ; , y�, ', � ! • "I feel employees went away with a � � � � , <, .� little better understanding as well as - � �� ' �'�-� �; ' `' � knowledge of their resources." :. 1 '� � ��- Wellmark : ;�� . :-� . 1.-� . _ ..,, . ,� Page 1229 of 1455 Five Non-Recurring Improvement Packages: • Recruitment Services for City Manager Position ($50,000) • Employment Specialist attend annual HRIS 1 Conference ($2,463) ' • � � • TalentAcquisition Manager and Employment " • Specialist Professional Certifications ($1 , 150) . � • Digitize city documents and employee personnel files by a third-party vendor in coordination with new HRIS rollout ($80,000) • City of Dubuque Apparel ($875) Page 1230 of 1455 � � • � � 1 • Performance Measures City Council Goal: Financially Responsible, High Pertormance City Organization: Sustainable and Effective Service Delivery . r Pertormance Measure (KPI) Target CY 2023 CY 2024 CY 2025 Pertormance Indicator � ept. Objective: To find the best candidate for the job while improving satisfaction and � speeding up the recruitment process. Time to Fill < 60 Days 47 days 52 days 51 days Goal Met Candidate Net Promoter Score Averoage > 8 77 g 52 8.49 Goal Met Quality of Hire > 50% 94% 98% 97% Goal Met �2 ept. Objective: Increase employee engagement Relationship with Peers > 75% 90% 90% N/A"` Goal Met ffective Communication of � 75% 35% 40% N/A" Goal Not Met Information" Quality of Supervisor Feedback Goal in >75% 47% 47% N/A" (re: Pertormance)' Progress *In CY 2025, the annual employee survey was not sent out. In the prior FY survey, it was determined that there were several areas that needed attention. It was decided to focus on these areas to increase employee satisfaction. Page 1231 of 1455 i • �• •,� � • , • � , i • ! t � . •� / � —, 'J - ' 4- • �� . � , - `� r � ' r . ,� . . , _� - � ' www.cityofd u buq ue.org/h u man resou rces Page 1232 of 1455 Human Resources � Page 1233 of 1455 This page intentionally left blank. 2 Page 1234 of 1455 HUMAN RESOURCES DEPARTMENT % Change FY 2025 FY 2026 FY 2027 From FY Budget Highlights Actual Budget Requested 2026 Budget Expenses Employee Expense $ 900,896 $ 1,232,222 $ 1,093,284 (11.3)% Supplies and Services $ 336,700 $ 644,107 $ 695,846 8.0 % Machinery and Equipment $ 265 $ 1,600 $ 2,000 25.0 % Total $ 1,237,861 $ 1,877,929 $ 1,791,130 (4.6)% Resources Administrative Overhead Recharges $ 1,086,290 $ 1,229,938 $ 1,400,072 13.8 % Misc. Reimbursements $ 38 $ 209,372 $ — — % Greater powntown TIF Loan Repayment $ — $ — $ 29,291 — % Total $ 1,086,328 $ 1,439,310 $ 1,429,363 (0.7)% Property Tax Support $ 151,533 $ 438,619 $ 361,767 $ (76,852) Percent Increase (Decrease) (17.5)% Personnel -Authorized FTE 8.25 7.75 8.00 Improvement Package SummarX 1 of 6 This improvement package request is to engage a qualified executive search firm to conduct a full- scope recruitment for the City Manager position for the City of Dubuque, with a total package amount of $50,000. The City Manager is a crucial leadership role for the City's organization, and this recruitment represents the first time the City of Dubuque will be hiring a City Manager in over 30 years. This improvement package would fund comprehensive professional recruitment services, including national outreach and advertising, stakeholder engagement, candidate screening and evaluation, background and reference checks, facilitation of finalist interviews, and support through appointment and contract negotiation. Utilizing a specialized municipal executive search firm ensures a competitive, confidential, and equitable recruitment process aligned with best practices in local government leadership selection. A reputable municipal executive search firm will typically provide: • National advertising and proactive outreach • Direct recruitment of passive candidates • Stakeholder and council input facilitation • Candidate screening, vetting, and ranking • Reference and background checks • Semi-finalist and finalist interview coordination • On-site interview facilitation • Offer negotiation and appointment support 3 Page 1235 of 1455 This is a one-time enhancement to support a high-quality executive recruitment process, reduce organizational risk, and minimize internal staff workload while increasing the likelihood of attracting and selecting a highly qualified City Manager aligned with Dubuque's values and priorities. This request supports the City Council goal of a Financially Responsible, High-PerFormance City Organization by investing in strong executive leadership, promoting transparent processes, and supporting sustainable and effective service delivery. Related Cost: $ 50,000 GDTIF Loan Repay Non-Recurring Recommend -Yes Related Revenue: $ 39,110 Administrative Overhead Non-Recurring Net Cost: $ 10,890 Activity:Administration 2of6 This improvement package was submitted as recurring but is being recommended as non-recurring. This improvement package request is to secure recurring funding to allow the HR Employment Specialist to attend the annual NeoGov (Applicant Tracking/Onboarding Software) conference each year. Attendance at this conference provides direct access to industry experts, hands-on training, and best practices that enhance the City's use of its applicant tracking and onboarding system. The conference also offers valuable networking opportunities with other public sector organizations facing similar workforce challenges, fostering collaboration and innovation in recruitment and onboarding strategies. Currently, there is no budget allocated for this position to attend conferences, limiting the HR team's ability to stay current with emerging trends and maximize the return on investment in the City's HR technology platforms. This improvement package supports the City Council Goal of a Financially Responsible, High Performance City Organization by investing in professional development that strengthens efficiency, compliance, and service delivery across the City. Related Cost: $ 2,463 GDTIF Loan Repay Non-Recurring Recommend -Yes Related Revenue: $ 1,927 Administrative Overhead Non-Recurring Net Cost: $ 536 Activity:Administration 3of6 This improvement package was submitted as recurring but is being recommended as non-recurring. This improvement package request is to secure recurring funding in the Education line item to cover SHRM-CP (Society for Human Resource Management Certified Professional) certification and recertification expenses for the Talent Acquisition Manager and HR Employment Specialist. Currently, there is no budget for these positions to pursue professional HR certifications. The SHRM-CP is a nationally recognized credential that strengthens the City's ability to attract, develop, and retain a high- quality workforce through evidence-based HR practices while ensuring compliance with evolving employment laws and best practices. Providing funding for certification, exam preparation, and recertification supports the City Council Goal of a Financially Responsible, High Performance City Organization by investing in professional development, building organizational capacity, and enhancing the effectiveness of recruitment and workforce management processes. 4 Page 1236 of 1455 Related Cost: $ 1,150 GDTIF Loan Repay Non-Recurring Recommend -Yes Related Revenue: 900 Administrative Overhead Non-Recurring Net Cost: $ 250 Activity:Administration 4of6 This improvement package request is to secure funding to contract with a third-party provider to digitize City documents and employee personnel files in coordination with the rollout of the City's new Human Resources Information System (HRIS). Partnering with a professional digitization company will enable the City to systematically convert paper-based records into secure, searchable, and easily retrievable digital files. Integrating digitized personnel files with the new HRIS platform will streamline employee data management, enhance security, and improve the efficiency of HR and payroll processes. This effort will reduce reliance on physical storage, improve staff efficiency in accessing records, and enhance compliance with records retention and public records requests. Currently, City departments spend significant time and resources managing, retrieving, and storing paper documents. The lack of a comprehensive digitization process limits the City's ability to streamline workflows, provide timely responses to the public, and protect records from deterioration or loss. For HR, this creates inefficiencies in onboarding, benefits administration, and compliance reporting, which will only be magnified if the new HRIS is not supported by a modern, digital record base. Outsourcing this service ensures professional-quality digitization at scale, freeing up internal staff to focus on higher- value tasks and reducing the long-term costs associated with physical storage and manual document handling. This improvement package supports the City Council Goal of a Financially Responsible, High Performance City Organization by investing in technology-driven solutions that strengthen transparency, efficiency, and customer service delivery. It also directly supports the strategic modernization of the City's HR operations by aligning personnel file management with the new HRIS system. If this request is approved, the improvement package for the temporary Office Assistant is not needed. Cost Estimate for a City-scale Project: • Suppose you have 200,000 pages (i.e. 400,000 images) to convert in a year • Base scanning cost: � $0.10 per image x 400,000 = $40,000 • Indexing / OCR/ metadata: maybe an additional 20-40% _ + $8,000—$16,000 • Document prep & handling (if vendor does it): 30% of cost = + $12,000 • Pickup/transport/ logistics: assume a few thousand dollars • Quality control, project management, contingency: + say 10% Related Cost: $ 80,000 GDTIF Loan Repay Non-recurring Recommend -Yes Related Revenue: $ 62,576 Administrative Overhead Non-recurring Net Cost: $ 17,424 Activity:Administration 5 Page 1237 of 1455 5of6 This improvement package request is to secure funding and authorization for a temporary Office Assistant position (0.50 FTE, NB05) to support the City's transition to digitized personnel records. This position was initially funded through a non-recurring improvement package in the FY 2022 budget; however, the position was not filled, and the funds did not carry over into subsequent fiscal years. As a result, resources are no longer available in the Human Resources budget to support this essential role. The digitization of paper personnel file documents is a critical step in modernizing the City's human resources operations and ensuring a successful rollout of the City's new Human Resources Information System (HRIS), which has been approved and is currently being implemented. This position will focus on converting legacy paper files into secure, searchable, and functional digital formats that can be readily accessed by authorized staff. Doing so will not only improve day-to-day efficiency in responding to employee requests and compliance inquiries but will also ensure that historical employee records are fully integrated into the HRIS platform from the outset. Currently, nearly all Human Resources documents created prior to October 2019 exist only in paper form and are stored in traditional file folders. This paper-dependent system creates challenges in retrieving records quickly, ensuring compliance with retention policies, and safeguarding sensitive information. Without digitization, the new HRIS system will launch with incomplete employee records, limiting its functionality and preventing the City from realizing the full return on investment in this major system upgrade. The Scanning Clerk will ensure these historical files are systematically digitized, indexed, and prepared for seamless integration, providing HR staff and City leadership with a comprehensive, reliable digital record system. This improvement package supports the City Council goal of a Financially Responsible, High- Performance City Organization. By investing in the digitization of personnel records during the rollout of the HRIS, the City is building a more efficient, secure, and sustainable HR infrastructure that reduces reliance on physical storage, accelerates service delivery, and strengthens compliance. If this request is approved, the improvement package Digitizing City Documents is not needed. Related Cost: $ 29,160 Tax Funds Non-recurring Recommend - No Related Revenue: 22,809 Administrative Overhead Non-recurring Net Property Tax Cost: $ 6,351 Property Tax Impact: $ 0.0020 0.02% Activity:Administration 6of6 This improvement package was submitted as recurring but is being recommended as non-recurring. This improvement package request is for the purchase of City of Dubuque shirts. The shirts consist of polos and long-sleeved 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 Support Professional, and Talent Acquisition Manager. 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 6 Page 1238 of 1455 Resources at these events. This request supports the City Council goal of Financially Responsible, High-Performance City Organization: Sustainable and Effective Service Delivery. Related Cost: $ 875 GDTIF Loan Repay Non-Recurring Recommend -Yes Related Revenue: 684 Administrative Overhead Non-Recurring Net Property Tax Cost: $ 191 Activity:Administration Significant Line Items Employee Expense 1. FY 2027 employee expense reflects a 3% wage package increase for non-bargaining employees. 2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2026. The employee contribution of 6.29% is unchanged from FY 2026. 3. The City portion of health insurance expense is increased from $1,119 in FY 2026 to $1,175 in FY 2027 per month, per contract, which results in an annual cost increased by $18,791 or 20%. The increase is due to the city contribution increasing 5.00% because of increasing health costs and an increase in the number of contracts. 4. Dental Insurance expense decreased from $245,856 in FY 2026 to $0 in FY 2027 based on FY 2025 actual cost of $0. This line item represents the dental insurance premiums paid which is completely offset by employee payments in dental insurance premium revenue. The decrease in this line is due to the premiums moving to a liability account. 5. Insurance Administration is decreased from $27,100 in FY 2026 to $20,000 in FY 2027 based on FY 2026 budget. The FY 2025 actual was $18,330. This line item represents flex medical spending plan administrative costs, State of lowa fee for the 509(A) certificate, and Patient Centered Outcomes Research Initiative fee, which are costs that cannot be paid from the self-insurance reserve. 6. Five-Year Retiree Sick leave payout is unchanged from $0 in FY 2026 to $0 in FY 2027. 7. During FY 2026, the Human Resources Employment Specialist position was approved by City Council to change from a part-time (0.75 FTE) position to a full-time (1.0 FTE) position resulting in an increased employee expense of$22,874. 8. During FY 2026, the City Manager approved a reclassification of the Talent Acquisition Manager and the Learning and Development Manager. These reclassifications were due to changing job duties and an internal equity review. The Talent Acquisition Manager was moved from salary grade NB12 to NB15, a $1,029 expense increase. The Learning and Development Manager position was moved from salary grade NB14 to NB15, a $3,161 expense increase. 7 Page 1239 of 1455 Supplies & Services 9. Training decreased from $213,542 in FY 2026 to $200,542 in FY 2027. 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 ($50,000), safety training ($2,500), the new employee orientation luncheon ($3,800), general training supplies ($1,820), hiring outside trainers ($32,480), Office 365 training ($13,750), Crucial Conversations training for city staff ($37,888), 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). 10. Other Professional Services is unchanged from $84,150 in FY 2026 to $84,150 in FY 2027. 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). 11. Meetings & Conferences is increased from $24,395 in FY 2026 to $26,892 in FY 2027. This line item represents funding for Human Resources staff to attend conferences. The planned conferences budgeted in FY 2027 include 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 ($160), Tri- State Human Resources Association ($500), Association for Talent Development ($5,112), Women Lead Change ($500), Upper Midwest Law Institute ($800), lowa Society for Human Resource Management ($450), IA Employment Conference ($325), IA Public Employer Relations Association ($500), and a remaining $8,459 for miscellaneous conferences. The specific conferences that staff attend often change each year based on which conferences are being offered by various organizations. 12. Background Checks is increased from $24,096 in FY 2026 to $24,346 in FY 2027 based on actual expenses paid in FY 2025. This line item represents background checks conducted during the City hiring process. 13. Technology Services increased from $220,364 in FY 2026 to $245,600 in FY 2027. This line item includes the monthly Verizon charges ($600) and recurring expenses for the Human Resources Information System (HRIS) which was an improvement package in FY 2025 ($165,000). This decrease in FY 2027 is due to the removal of the Tyler Human Resources software. 14. Association Dues increased from $3,600 in FY 2026 to $3,809 in FY 2027. The FY 2025 actual was $2,695. 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 (ATD), and the Public Sector Human Resources Association (PSHRA). This expense can vary each year depending on which dues are up for renewal in a particular year. 15. Education Reimbursement is decreased from $4,690 in FY 2026 to $820 in FY 2027. In FY 2026, this line item included Office Dynamic webinars ($895), courses offered at local educational $ Page 1240 of 1455 institutions ($195), and training to become a facilitator for Crucial Conversations training ($3,600). These trainings were not needed in FY 2027. Machinery & Equipment 16. Equipment replacement items include ($2,000): Human Resources Machinery and Equipment Smartphones and Cases $ 2,000 Total Equipment $ 2,000 Revenue 17. Dental Insurance Premium decreased from $209,372 in FY 2026 to $0 in FY 2027 based on FY 2025 actual of $18. This line item represents employee-paid premiums for dental insurance and offsets the expense. The decrease in this line is due to the dental insurance premiums moving to a liability account. 18. Revenue received from Enterprise Funds for administrative overhead charges has increased from $1,229,938 in FY 2026 to $1,400,072 in FY 2027. FY 2025 actual was $1,086,290. 9 Page 1241 of 1455 HUMAN RESOURCES DEPARTMENT Through strategic partnerships and collaboration, the Human Resources Department recruits, develops, and retains a high performing and varied 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. 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 training and to acquire Family Center, and the talent that assures Dubuque Area Labor engaged, competent, and Management Council. varied employees to best carry out City initiatives. 10 Page 1242 of 1455 HUMAN RESOURCES DEPARTMENT FY FY FY 2025 2026 2027 Full-Time Equivalent 8.25 7.75 8.00 Resources $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 Administrative Overhead Miscellaneous Property Tax Support Recharges Reimbursements � FY 2025 Actual FY 2026 Budget FY 2027 Recomm'd The Human Resources Department is supported by 8.00 full-time equivalent employees, which accounts for 61.04% of the department expense as seen below. Overall, the department's expenses are expected to decrease by (4.62)% in FY 2027 compared to FY 2026. Expenditures by Category by Fiscal Year Employee Expense $1,232,222 `r $1,093,284 $336,700 Supplies and Services $644,107 $695,846 $265 Machinery and Equipment $1,600 $2,000 $� �2pp,p0� �4pp,00� �gpp,00� �gpp,00�� ppp,00�� 2pp,00�� 40p,00� � FY 2025 Actual FY 2026 Budget FY 2027 Recomm'd 11 Page 1243 of 1455 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 six employee unions and five 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, health insurance dental, life, workers' compensation, and disability plans) • Ensure compliance with state and federal employment related laws and regulations Position Summa FY 2027 Chief Human Resources Officer 1.00 Human Resources Benefits & Payroll Specialist 1.00 Talent Acquisition Manager 1.00 Administrative Support Professional 1.00 Employee Relations Manager 1.00 Human Resources Employment Specialist 1.00 Benefits and Compensation Manager 1.00 Development and Learning Manager 1.00 Total FT E uivalent Em lo ees 8.00 �2 Page 1244 of 1455 Performance Measures City Council Goal: Financially Responsible, High Performance City Organization: Sustainable and Effective Service Delivery Performance Measure (KPI) Target CY 2023 CY 2024 CY 2025 Performance Indicator � Dept. Objective: To find the best candidate for the job while improving satisfaction and speeding up the recruitment process. Time to Fill < 60 Days 47 days 52 days 51 days Goal Met Candidate Net Promoter Score AverOage > g 77 8.52 8.49 Goal Met Quality of Hire > 50% 94% 98% 97% Goal Met 2 Dept. Objective: Increase employee engagement Relationship with Peers > 75% 90% 90% N/A�` Goal Met Effective Communication of � 75% 35% 40% N/A* Goal Not Met Information* Quality of Supervisor Feedback o 0 0 � Goal in >75/0 47/0 47/o N/A (re: Performance)* Progress *In CY 2025, the annual employee survey was not sent out. In the prior FY survey, it was determined that there were several areas that needed attention. It was decided to focus on these areas to increase employee satisfaction. Employee Data Tables Male (548) - 64% Female (313) - 36% Asian or American Asian or American White Black Hispanic Pacific Indian or White Black Hispanic Pacific Indian or Total Islander Alaskan Islander p`laskan Native Native 518 12 13 2 — 277 13 10 5 2 852 Other- 3 Other- 6 Coming & Going FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Vacancies 139 88 96 163 210 170 Applications Processed 4,068 2,704 2,995 3,361 3,974 4,780 Civil Service Applications 83 163 179 144 155 524* *Increase is due to civil service listings for promotional opportunities. 13 Page 1245 of 1455 Applicants Asian or American Employment Applications White Black Hispanic Pacific Indian or Unknown Other* Islander Alaskan FY20 Employment 3478 301 131 74 16 0 68 Applications FY21 Employment 1940 168 55 37 32 59 37 Applications FY22 Employment 2506 201 76 42 30 82 58 Applications FY23 Employment 2690 214 102 72 12 177 45 Applications FY24 Employment 3153 308 167 131 14 149 52 Applications FY25 Employment 3879 333 159 105 17 204 83 Applications Application Percentage 23°/o 8°/o (5)% (20)% 21% ° ° Change 37/0 60/o Asian or American New Hires White Black Hispanic Pacific Indian or Unknown Other* Islander Alaskan Native 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 FY25 New Hires 130 0 3 5 1 1 1 New Hire Percentage Change 37°/o (100)% —% 150% N/A (67)% N/A * Other(Includes Aleuts, Eskimos, Malayans, Thais, 2 or more races and any other not covered by specific categories on this form.) 14 Page 1246 of 1455 Recommended Operating Revenue Budget - Department Total 67 - HUMAN RESOURCES FY 2024 FY 2025 FY 2026 FY 2027 Fund/Account/Account Title Actual Actual Budget Recomm'd 100 - General 4A - Charges for Services 47100 - Reimbursements — (20) — — 47310 - Insurance Premium (209,372) (18) (209,372) — 4A - Charges for Services Total (209,372) (38) (209,372) — 4N -Transfers 49600 -Transfer in Water Op (138,197) (219,765) (259,224) (298,313) 49610 -Transfer In Sanitary Op (199,788) (269,874) (266,006) (298,313) 49620 -Transfer in Storm Op (116,611) (216,904) (255,850) (298,313) 49650 -Transfer in Parking Op (28,820) (42,807) (51,421) (57,666) 49670 -Transfer in Refuse Op (199,788) (224,183) (264,435) (298,313) 49950 -Transfer in DMASWA Gen (99,895) (112,757) (133,002) (149,154) 4N -Transfers Total (783,099) (1,086,290) (1,229,938) (1,400,072) HUMAN RESOURCES -TOTAL (992,470) (1,086,328) (1,439,310) (1,400,072) 15 Page 1247 of 1455 Recommended Operating Expenditure Budget - Department Total 67 - HUMAN RESOURCES FY 2024 FY 2025 FY 2026 FY 2027 Fund/Account/Account Title Actual Actual Budget Recomm'd 6A -Salaries &Wages 100 - General 60100 - Salaries-Regular Full Time 511,270 647,597 684,851 819,487 60200 - Salaries - Regular Part Time 30,311 - 52,735 - 60400 - Overtime 4 501 - - 60630 - Special Pay Sick Lv Payout Ret 11,253 2,720 - - 60640 - Special Pay - Vacation Payout 10,076 - - - 6A -Salaries &Wages Total 562,913 650,818 737,586 819,487 6B - Employee Benefits 100 - General 61100 - FICA- City Contribution 41,591 47,741 56,425 62,691 61300 - IPERS - City Contribution 51,048 60,744 69,628 77,050 61510 - Health Insurance 95,513 94,851 93,961 112,752 61540 - Life Insurance 270 316 322 368 61600 - Workers' Compensation 1,140 1,257 1,344 936 61615 - Insurance Premium 245,856 26,839 245,856 - 61710 - InsuranceAdministration 15,199 18,330 27,100 20,000 6B - Employee Benefits Total 450,617 250,078 494,636 273,797 6C -Staff Development 100 - General 62100 -Association Dues 2,574 2,695 3,600 3,809 62200 - Subscriptions 16 3,660 3,692 3,830 62300 - Training 584 152,171 213,542 200,542 62325 - Mileage 168 29 1,200 1,200 62400 - Meetings & Conferences 14,801 24,151 24,395 26,892 62500 - Education Reimbursement 62,872 4,443 4,690 820 6C -Staff Development Total 81,015 187,149 251,119 237,093 6D - Repair/Maint/Util 100 - General 63730 - Telecommunications 3,393 3,225 4,200 4,236 6D - Repair/Maint/Util Total 3,393 3,225 4,200 4,236 6E - Contractual Svcs 100 - General 64020 -Advertising 1,896 1,780 638 50,660 64030 - Outsourced Labor 181,060 2,334 - - 64081 - Insurance - Liability 5,105 5,763 6,516 6,283 64083 - Insurance - Other - - 7,675 7,004 16 Page 1248 of 1455 Recommended Operating Expenditure Budget - Department Total 67 - HUMAN RESOURCES FY 2024 FY 2025 FY 2026 FY 2027 Fund/Account/Account Title Actual Actual Budget Recomm'd 6A -Salaries &Wages 64110 - Legal 9,389 - - - 64140 - Printing 305 716 314 738 64145 - Copying 309 836 309 836 64160 - Rental - Land/Bldgs/Parking 2,016 2,016 2,016 2,016 64190 - Technology Services 17,016 14,878 220,364 245,600 64191 - IT Recharges 17,772 41,219 40,255 30,115 64890 - Background Check 23,270 19,496 24,096 24,346 64900 - Other Professional Service 412,124 56,417 84,150 84,150 6E - Contractual Svcs Total 670,262 145,454 386,333 451,748 6F - Commodities 100 - General 65045 - Technology Equipment 66 265 1,600 2,000 65060 - Office Supplies 745 466 745 466 65070 - Operating Supplies 144 - 1,177 1,000 65080 - Postage/Shipping 507 407 533 428 65925 - Uniform Purchase - - - 875 6F - Commodities Total 1,462 1,138 4,055 4,769 HUMAN RESOURCES -TOTAL 1,769,662 1,237,861 1,877,929 1,791,130 �� Page 1249 of 1455 Recommended Expenditure Budget Report by Activity & Funding Source 67 - HUMAN RESOURCES FY 2025 FY 2026 FY 2027 Fund/Activity Actual Budget Recomm'd 6701 - Administration 100 - General 6A- Salaries & Wages 650,818 737,586 819,487 6B - Employee Benefits 250,078 494,636 273,797 6C - Staff Development 187,149 251,119 237,093 6D - Repair/Maint/Util 3,225 4,200 4,236 6E - Contractual Svcs 145,454 386,333 451,748 6F - Commodities 1,138 4,055 4,769 6701 - Administration Total 1,237,861 1,877,929 1,791,130 HUMAN RESOURCES -TOTAL 1,237,861 1,877,929 1,791,130 �8 Page 1250 of 1455 CITYOFDUBUQUE , IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 67 HUMAN RESOURCES DEPT. FY 2025 FY 2026 FY 2027 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 60100 Full Time Employee Expense 100 5010 NB-07 ADMIN SUPPORT PROF 1.00 $ 48,211 1.00 $ 61,251 1.00 $ 66,269 BENEFITS AND COMPENSATION 100 2835 NB-16 MANAGER 1.00 96,871 1.00 107,120 1.00 116,353 CHIEF HUMAN RESOURCES 100 2755 NB-21 OFFICER 1.00 156,691 1.00 166,966 1.00 172,185 100 2815 NB-15 DEVELOPMENT LEARNING MGR 1.00 94,414 1.00 99,462 1.00 111,034 100 2825 NB-16 EMPLOYEE RELATIONS MGR 1.00 78,093 1.00 102,278 1.00 111,320 100 6765 NB-12 EMPLOYMENT SPECIALIST - - - - 1.00 76,158 PAYROLLAND BENEFITS 100 6775 NB-11 SPECIALIST 1.00 64,534 1.00 64,229 1.00 69,650 100 2805 NB-15 TALENTACQUISITION MANAGER 1.00 86,951 1.00 83,545 1.00 96,518 TOTAL FULL TIME EMPLOYEES 6.00 538,814 6.00 601,306 8.00 819,487 60200 Part Time Employee Expense 100 6765 NB-12 EMPLOYMENT SPECIALIST 0.75 42,472 0.75 52,735 TOTAL PART TIME EMPLOYEES 0.75 42,472 0.75 52,735 60300 Temporary Employee Expense 100 5365 NB-02 SCANNING INTERN 0.50 21,650 - - - - TOTAL TEMPORARY EMPLOYEES 0.50 21,650 - - - - TOTAL HUMAN RESOURCES DEPT 7.75 $ 646,412 7.25 $ 695,814 8.00 $ 819,487 �9 Page 1251 of 1455 CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2025 FY 2026 FY 2027 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Human Resources -FT General Fund 6701 60100 100 5010 NB-07 ADMIN SUPPORT PROF 1.00 $ 48,211 1.00 $ 61,251 1.00 $ 66,269 BENEFITS AND COMPENSATION 6701 60100 100 2835 NB-16 MANAGER 1.00 96,871 1.00 107,120 1.00 116,353 CHIEF HUMAN 6701 60100 100 2755 NB-21 RESOURCES OFFICER 1.00 156,691 1.00 166,966 1.00 172,185 DEVELOPMENT 6701 60100 100 2815 NB-15 LEARNING MGR 1.00 94,414 1.00 99,462 1.00 111,034 EMPLOYEE RELATIONS 6701 60100 100 2825 NB-16 MGR 1.00 78,093 1.00 102,278 1.00 111,320 EMPLOYMENT 6701 60100 100 6765 NB-12 SPECIALIST - - - - 1.00 76,158 PAYROLLAND BENEFITS 6701 60100 100 6775 NB-11 SPECIALIST 1.00 64,534 1.00 64,229 1.00 69,650 TALENT ACQUISITION 6701 60100 100 2805 NB-15 MANAGER 1.00 86,951 1.00 83,545 1.00 96,518 Total 7.00 625,765 7.00 684,851 8.00 819,487 Human Resources -PT General Fund EMPLOYMENT 6701 60200 100 6765 NB-12 SPECIALIST 0.75 42,472 0.75 52,735 - - Total 0.75 42,472 0.75 52,735 - - Human Resources -Temporary General Fund 6701 60300 100 5365 NB-02 SCANNING INTERN 0.50 21,650 Total 0.50 21,650 - - - - TOTAL HUMAN RESOURCES DEPT. 8.25 $689,887 7.75 $737,586 8.00 $819,487 20 Page 1252 of 1455