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Description
Presented by Director Caroline Shaw on August 17, 2020.
A
B
We
go
okay!
Thank
you,
sorry
about
that
everyone,
technology!
Okay,
should
I
start
from
the
beginning
or
I'm
I
don't.
B
Okay,
so,
as
I
was
saying,
I
was
giving
some
brief
highlights
of
the
salary
survey
we
hadn't
done
one
since
1990,
and
I
felt
like
it.
We
have
four
new
council
members.
It
makes
sense
to
share
some
details
about
this.
B
We
completed
the
non-union
and
elected
officials,
salary
study
in
2017
and
all
three
unions
as
of
2018
and
as
of
january
1st
of
this
current
year,
all
non-union
market
adjustments
for
positions
that
were
identified
as
below
market
or
implemented.
We
did
that
over
three
years,
council
members
and
the
mayor
deferred
adjustments
until
2020
following
the
2019
general
elections,
and
then
data
from
the
union
study
has
been
shared
with
all
three
unions
and
used
to
advise
negotiations.
B
Our
budget
includes
the
following
increases
to
base
pay,
and
the
mayor
said
some
of
this
already,
but
I
will
highlight
that
as
well.
So
for
2021
we
request
a
two
percent
increase
for
non-union
employees
and
elected
officials.
Con
contractual
increases
for
apps
me
and
are
2.5
percent
of
our
police
officers
at
2.8
percent.
The
fire
increase
is
yet
to
be
determined.
B
2021
represents
the
third
and
fourth
the
third
year
of
a
four-year
collective
bargaining
agreement
for
both
afscme
and
the
police
department
and,
as
you
know,
we
are
currently
negotiating
the
fire
contract
with
the
goal
of
having
a
final
contract.
By
the
end
of
this
year,
temporary
employees
now
receive
the
hourly
rate
increase
of
the
201
2021
living
wage,
which
will
be
13.29
cents
in
2021.
B
and
again,
council
members
and
the
mayor.
As
I
mentioned
in
a
previous
slide,
I
deferred
their
market
adjustments
until
2020..
Some
brief
highlights
and
category
one
personnel
line.
121
of
that
is
fica.
The
federal
insurance
contribution
act,
which
remains
at
7.65
percent
line.
122
is
our
public,
employee
retirement
fund
or
perf.
B
The
contribution
for
non-public
safety
employees
is
14.2
and
for
public
safety
sworn
public
safety
employees
is
21.5,
perfect
counts
include
an
employer
contribution
and
an
employee
contribution.
The
city
pays
the
employees
portion
for
non-public
safety
employees
and
that's
at
three
percent
and
for
our
public
safety
employees.
The
city
pays
four
of
the
six
percent
required.
B
We
get
a
placeholder
from
the
medical
trust
each
year
and
the
actual
renewal
rate
will
be
determined
later
this
year,
we're
holding
we're
holding
off
on
any
announcements
until
we
have
more
information
regarding
our
renewal
rates
and
as
I'm
sure
you
understand,
there's
still
a
lot,
we
don't
know
about
coba
19
and
how
it
will
impact
our
health
insurance
claims.
B
Finally,
line
121
and
category
1
of
personnel
is,
is
the
14
274,
which
is
what
we're
currently
budgeting
for
every
employee,
who
has
who
is
benefit
eligible.
B
This
figure
shows
the
city's
medical
insurance
rates
compared
to
medical
trend
over
the
last
nine
years.
The
third
column
is
the
amount
of
money
the
city
saved
each
year
by
by
being
a
member
of
the
medical
trust,
and
if
you
assumed
our
rates
would
have
at
least
been
equal
to
medical
trend
of
10.5
percent
or
12
in
earlier
years.
The
difference
in
dollars
is
calculated
in
the
third
column
and,
as
you
can
see,
our
participation
in
the
aim,
medical
trust
continues
to
save
the
city.
B
Money
are
now
calculating
an
approximate
savings
of
25
over
25
million
dollars,
and
we've
also
been
able
to
provide
consistent
stability
of
our
health
insurance
offerings
to
our
employees,
which
is
really
important,
and
even
though
in
2019
we
had
a
significantly
higher
annual
renewal
rate.
Due
to
our
catastrophic
claims,
our
average
annual
annual
renewal
has
been
about
six
percent
still
well-beating
medical
trend.
B
This
next
slide
is
a
graphic
representation
of
the
previous
slide.
The
red
line
shows
medical
trend.
Give
me
just
a
second
here:
I've
got
a
something
popped
up.
This
is
the
graphic
representation.
The
previous
slide.
The
red
line
is
the
medical
trend.
The
blue
line
is
the
actual
renewal
rate
by
year
so,
and
you
can
see
the
city
of
bloomington
as
renewal
rate
is
in
orange,
and
that's
just
a
nice
representation
of
the
money
we've
saved
and
how
we
beat
trend
pretty
much
consistently,
except
for
2019..
B
The
medical
trust
has
been
very
responsive
to
coba
19
by
adding
additional
mental
health
resources
throughout
this
crisis.
They've
waived,
employee
cost
shares
for
copic
testing,
test,
related
visits
and
other
treatments,
and
I
really
appreciate
the
support
they've
provided
us
during
all
of
this
dental
and
vision
insurance.
The
dental
plan
remains
self-funded
and
administered
through
a
third
party
administrator
network.
The
vision
plan
remains
fully
ventured
by
a
third
party
administrator
and
network,
and
we
do
not
anticipate
any
chance
plan
and
anticipate
any
changes
for
2021
or
we
anticipate
any
cost
increases.
B
We've
got
locked-in
rates
on
those
and
the
next
two
slides
with
several
other
benefits
that
we
offer
our
benefit
eligible
employees.
I
will
not
read
those
to
you,
but
I'll
just
give
you
a
minute
to
take
a
look,
and
finally,
this
slide
also
shows
some
additional
benefits.
We
offer
those
our
employees
and
I
will
emphasize
the
second
slide-
has
a
really
as
a
free
flu
shot
program
that
we
were
emphasizing
even
more
this
year
because
of
cover
19.
B
A
Thank
you,
miss
shaw.
I
think
I
I
would
like
to
go
ahead
and
do
the
budget
for
human
resources
and
then
just
do
questions
about
both.
If
that's
all
right
with
everybody.
That
sounds
great
okay,
I
can't
see
anybody's
everybody.
So
if
there's
an
objection,
speak
up
all
right,
miss
shaw:
please
go
ahead
with
your
departmental
budget.
B
So
this
is
the
second
of
my
two
presentations
this
evening
and
this
one
is
the
fiscal
year.
2021
human
resources
budget.
B
This
is
all
related
to
the
pandemic,
we're
all
living
through
and
despite
this
city
employees
and
continue
doing
excellent
work,
I
see
employees
supporting
one
another
coming
up
with
solutions
to
new
needs
and
embracing
flexibility.
It's
because
of
these
employees.
That
bloomington
continues
to
be
such
a
great
place
to
live.
I'm
so
grateful
grateful
for
our
talented
and
dedicated
people,
so
we
exist.
We
recognize
that
our
employees
are
our
greatest
asset
and
that
by
supporting
them,
we
directly
provide
the
quality
services
that
our
residents
deserve
by
utilizing
innovative
best
practices
in
human
resources
management.
B
The
department
does
this:
by
implementing
effective
recruitment
strategies,
offering
programs
to
increase,
increase,
employee
engagement,
managing
systems
to
improve
performance
and
promote
employees,
professional
development,
advising
leaders
on
management
issues
and
organizational
development
and
providing
services
related
to
benefits
and
payroll
functions,
and
maintaining
systems
remain
compliant
with
federal
and
state
laws.
This
is
our
photograph
of
our
hr
team,
same
photograph
we
had
last
year,
we
have
six
employees
in
hr
and
we're
asking
for
additional
part-time
resources
for
2021..
B
That's
the
0.6
in
the
mayor's
announcement.
Major
responsibilities
include
benefits
management,
record
administration,
hiring
coordination
and
employee
relations
support.
Our
major
passion
and
past
initiatives
include
coordinating
a
360
feedback
assessment
for
our
managers,
which
we
then
followed
up
with
small
group
coaching
sessions
and
implementing
an
applicant
tracking
software
early
in
2017,
which
has
helped
significantly
reduce
paper
work,
as
you
might
imagine,
and
an
unforeseen
bonus
is
that
70
has
an
unforeseen
benefit
of
this
software.
Is
it's
been
tremendous
helping
us
during
the
pandemic
we're
trying
to
not
have
interactions
with
people?
B
We
have
this
great
software
employees
and
others
continue
to
apply
for
jobs.
We
can
coordinated
the
majors
initiative,
conduct
organizational
assessments
for
every
city
at
department
and
we're
still
working
on
that.
B
The
team
became
known
as
a
continuity
of
city,
government,
team
or
cocg,
and
we
had
to
quickly
figure
out
how
to
implement
and
manage
paid
leave
afforded
under
the
family's
first
coronavirus
response
act.
We
coordinate
with
risk
management,
determine
bone
screening
contact,
tracing
processes
if
employees
are
symptomatic
and
some
our
2020
goals
have
been
delayed
or
canceled
due
to
cover
19
precautions
over
the
next
three
slides
I'll
briefly
highlight
our
2020
goals.
B
Conducting
year
three
of
an
organizational
assessments,
reduce
reducing
staff
hours
and
improving
your
accuracy
and
reducing
the
city's
risk
by
outsourcing
the
fmla.
We're
almost
done
with
that.
I'm
very
excited
about
that
project.
Another
2020
goals
include
increasing
employee
awareness
of
policies
and
procedures
and
maintaining
or
improving
compliance
with
city
policies
and
federal
state
and
local
laws
being
present
and
accessible
to
all
c
employees,
regardless
of
where
they
work
and
improving
department,
head
satisfaction
rates
and,
finally,
just
to
highlight
a
few
of
our
other
2020
goals.
B
We
continue
to
focus
on
implicit
bias,
training
for
all
employees
also
challenged
by
the
pandemic,
we're
about
to
go
online
with
that
sort
of
training.
Do
it
virtually
for
the
most
part,
implement
and
refine
the
supervising
training
program
that
addresses
training
needs
with
the
video
orientation
for
new
supervisors
and
subsequent
quarterly
workshops.
B
We
recognize
we've
reorganized
our
programs
this
year
into
four
categories.
The
first
program
is
the
staffing
it's
pretty
self-explanatory.
We
oversee
the
hiring
process,
we
try
to
conduct
very
fair
processes
and
we
can
communicate
and
orient
new
hires.
So
we
consult
with
department
heads
on
staffing
concerns
and
we
provide
support
to
the
job
evaluation
committee.
B
Our
goals
for
this
program
this
year
this
coming
year,
are
increasing
the
diversity
number
of
highly
qualified
candidates
in
our
applicant
pools
by
15
for
certain
vacancies
by
the
end
of
the
year,
through
more
strategic
marketing
tax
tactics
and
improving
hiring,
improving
our
support
to
hiring
managers
and
strategic
strategies
to
ensure
a
positive
experience
for
candidates,
ensuring
staff,
safety
and
continuity
of
social
services,
coordinating
the
completion
of
a
communicable
disease
plan
by
the
end
of
the
first
quarter
of
2021
and
completing
the
final
phase
of
organizational
assessments
by
the
end
of
the
year.
B
We
continue
to
take
necessary
steps
to
improve
department
head
satisfaction
measured
by
surveys,
and
our
final
program
is
compensation,
benefits
and
employee
development
goals
for
2021
include
developing
and
implementing
an
outcomes-based
employee
wellness
program
that
supports
increase
in
annual
physicals
by
five
percentage
points
by
the
end
of
quarter
three
and
again
reviewing
our
employee
benefits
package.
We're
constantly
looking
at
that
serving
employees.
The
end
of
quarter
four
to
make
sure
they're
pleased
with
how
the
open
enrollment
process
went
that
year.
B
This
next
slide
is
highlighting
our
budget
highlights
category
one
is
personnel
services
and
that
has
actually
gone
down
by
negative
21
or
174
000.
B
That's
largely
because
this
budget,
you
probably
probably
remember
hearing
me,
talk
about
this
in
prior
years-
that
this
budget
included
the
placeholder
for
the
market,
adjustments
for
our
non-union
employees
and
this
year.
I
do
not
have
that
place
order
because
that
pulled
her,
because
that
has
been
completed,
so
our
budget
decreases
significantly.
It
does
go
up
a
bit
for
the
additional
part-time
ft
that
we've
requested,
which
is
about
52
dollars
as
our
estimates
and
then
in
category
two.
B
Our
budget
has
also
dropped
to
23.60
or
by
seven
by
fifty
four
percent,
and
that's
because
last
year
we
bought
some
hardware
both
for
a
position
in
our
department
and
also
a
work
station
for
candidates
who
come
in
to
apply
for
jobs,
and
there
are.
There
are
no
changes
to
our
category
three.
This
next
slide
is
our
human
resources
budget
summary
that's
the
drop-in
from
our
controller's
office,
and
that
just
shows
how
it's
changed
over
the
last
four
years.