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HomeMy WebLinkAbout08 07 2019 Study SessionCITY OF CHUBBUCK COUNCIL STUDY SESSION AGENDA AUGUST 7, 2019 4:OOPM LOCATED AT CHUBBUCK CITY HALL 5160 YELLOWSTONE AVE. CALL TO ORDER: Mayor England COUNCIL MEMBERS PRESENT: STAFF MEMBERS PRESENT: AMEND COUNCIL STUDY SESSION AGENDA: GENERAL BUSINESS: I- Presentation by REDI's Energy Technology and Envirorunent Group. 2- Update from Human Resources. GENERAL ANNOUNCEMENTS: ADJOURN: City Hall and the City Council Chambers are accessible for persons with disabilities. Any person needing special accommodations to participate in the meeting should contact City Clark, Joey Bowers at 208.237.2400 at least 24 howl prior to the meeting. REGIONAL ECONOMIC DEVELOPMENT eastern Idaho roduction To The ETEG wo�wvg l-wp TLS Pbcla L .1'=1rc;:! ETEG: Who We Are ENERGY, TECHNOLOGY, AND ENVIRONMENT WORKING GROUP Volunteer group to study new opportunities and help the community better understand them • Participation in community meetings • Providing educational materials • Writing commentary • Producing reference materials • Engaging with industry partners ETES: Subcommittees Small KPiodular Reactor (SMR) Lead: Steve Laflin (slaflin@intisoid.com) Nuclew, Working Group Lead: Kiri Marlow (Kirt.marlow@walshengr.com) Technology Committee Lead: John Snyder (john rsnyder@cableone.net) These Photos by Unknown Authors are licensed under CC BY -NC -ND • Naval Spent Fuel Handling Facility UAMPS Small Modular Reactor (SMR) -- A Commercial project by UAMPS — DoE granted a site use permit — Carbon Free Power Project (CFPP) — INL Joint Use Module Plant (JUMP) RLGIpNAL ECON(DMIC 1)EVELOP ME: NT National Reactor Innovation Center — An opportunity to host the Versatile Test Reactor Project — R&D to enable Micro Reactors — Other Commercial Small Modular Reactor designs REG 0`IAL ZCONOMIC EEVUO?iIEN- EASTERN IDAHO REGIONAL ECONOMIC DEVE LOPM ENT Are We Ready To Address These Opportunities? REG MAL XONCIMIC CUUO'KIEW LA51ERtl IDAHO Local advocacy brought the lab to Eastern Idaho The result — Seventy Years of landmark research -- More than 4000 employees - Sixth largest employer in Idaho — About $150 MM spent in 2018 on Idaho -based subcontractors — Greater than $600k in charitable donations in 2018 — Over $2 Billion in total economic impact in 2018 REG 0'10d ECONOMIC GEV:LQ'MEN_ EA"ERN IDAHO Idaho National Laboratory Idaho Falls, Idaho Pacific Northwest National Laboratory Richland, Washington SLAG National Accelerator Laboratory 1 Menlo Park, California -- --- �� REGIONAL ECONOMIC D E V E L O P M FNT National Renewable Fermi National Brookhaven Energy Laboratory Accelerator Laboratory GoldenNational Laboratory , COIDUddO Batavia, Illinois Natio New York Argonne National Laboratory National Energy Argonne, Illinois I Technology Laboratory Sandia National Laboratory Livermore, Calitornia Albuquerque, New Mexico Ames Laboratory- I I Morgantown, West Virginia Ames, Iowa 11 PiEtsburgh, Pennsylvania I ' Lawrence Livermore Los Alamos Lawrence Berkeley National Laboratory National Laboratory National Laboratory Livermore, California Los Alamos, New Mexico Berkeley, California ifs I I - �~ Princeton Plasma • -- Physics Laboratory ii Princeton, New Jersey Thomas Jefferson National Accelerator Facility Newport News, Virginia Oak Ridge National Laboratory i Oak Ridge, Tennessee Savannah River National Laboratory Aiken, South Carolina REG 0141 XOtJOWC CHHO;'MEN- EASIERN IpFNO 40 Regional small business needs +e� ri I REG40NAL ECONOMIC D F V F L O P M F N T Anticipated shortage of quality housing Higher graduation rates for BS and Grad students wfF REG 04AL �-CQUOWC CES=1.9'h9EW Eh FERN IDAHO Bringing up the rear: Idaho ranks near bottom for educated workforce By LUKE O'ROARK Loroark(opostreVsterxom ty firs ago Post Register April 17, 2019 NtG 01AAL CONOM€C GEC=EO'k9EN- EASTERN IDAHO •Contacts Steve Laflin ETEG Chair slaflin_@intisoid.com 208 589-1579 Ann Rydalch ETEG Co -Chair arydalch@msn.com Guy Girard ETEG Co -Chair ggirard@ptius.net PE010NAL ECONOMIC D E V E L O P M E N T REG O`fAl :CONOMIC [EV:LO?MEN- Eh-iTEW4 IDAHO Our CommUNI 0 A great place to live, work, & raise a family CITY OF CHUBB UCK STRATEGIC PLAN Human Resources Update n„K,,se 07, zmv VISION In 2024, the City of Chubbuck is a family oriented community by being: a city with vibrant and aesthetic neighborhoods (pg. 5); a city that is diverse, inclusive, and unified (pg. G); a city that promotes participatory governance (pg. 7); a city that has a wcU-managed effective, efficient, and economical goverome: a city that is safe and prepared (pg. 9); a city with a strong economy (pg. 10); a city with healthy residents (pg. 11); a city that is accessible for multimodal transportation (pg. 12); a city with thriving youth and children (pg. 13); and a city with growing arts, cultural, and recreational opportunities (pg. 14) Vision Item: All Action Item: Plan. Ambassador HR Responsibility - Leadership: Adopt the Strategic Plan as the primary planning and monitoring system for Human Resources and actively promote the benefits o the Strategic Plan to City leaders, employees, vendors, and citizer to create a shared vision and enhance the City brand. Progress: 75% Participated in Envisio training in June. Continuing to analyze how to incorporate HR responsibilities into the details of all plan vision items, actions and tactics to transitior to the plan as the driver of HR activity. V ision Item: All Action Item: Human Resources HR Responsibility— Staffing, Selection, Retention, Performance Management: Leverage staffing, selection, retention and coaching systems to ensure that we have the needed employees with the right skill seg to accomplish the Strategic Plan and enhance the City brand. Progress: Each of these issues will be evaluated in the following • Vision Item: Thriving Children and You Action Item: Develop Employee Mentorship Programs HR Responsibility - Recruiting: Increase awareness of career opportunities with the City and enh the City brand by developing programs that allow employees to n youth and serve as community examples. Progress: 95% Current programs: Mayor's Youth Advisory Council Scout Projects Shop With a Cop First Responders Academy Firefighter for a Day ISU Intern Program Trunk or Treat Instructing ISU LE Acadei Play Unplugged Vision Item: Well Managed Government Action Item: Training/Education/Certifications HR Responsibility — Employee Development Enable employees to develop the skills they need to implement ar achieve their career goals and the strategic plan through training education and certification programs. Progress: 80% - We expanded tuition aid for college courses to a employee development. Police and Fire certifications are already established and we've completed an evaluation of certifications r( for Public Works line employees. Still need to evaluate certificatic PW leadership and Treasurer employees. Vision Item: Well Managed Governmen Action Item: Training/Education/Certifications HR Responsibility — Performance Management: Incorporate goa the strategic plan into the job descriptions and performance evalt process. Progress: 100% - Job descriptions have been updated for all jobs City. Our job descriptions are current which helps employees und, accountability and the requirements for advancement. Vision Item: Well Managed Government Action Item: Training/Education/Certifications HR Responsibility — Performance Management: Incorporate goal the strategic plan into the job descriptions and performance evalu Progress: 80% - Performance evaluations have been updated for Public Works, Fire and Treasurer Departments. Leader evaluations include assessment of training and using Department goals to coa train employees. Employee evaluations include assessment of trai well as support and response to the department's goals, program! mission statement. Need to continue leadership and coaching tra Vision Item: Well Managed Governmen Action Item: Five Year Capital Ilan HR is not driver of capital assets. The impact HR has on capital planning is adherence to budget for compensation and benefits. Vision Item: Well Managed Governmeni Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility — Compensation Program: Promote employee and engagement by maintaining fair salary ranges consistent with economic constraints of the City and the labor market in which w compete. HR Responsibility —Benefits Management: Promote employee r and engagement by maximizing service levels while containing co health plan through competitive bidding and employee wellness 40 Vision Item: Well Managed Governmen Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility —Compensation Program: Promote employee and engagement by maintaining fair salary ranges consistent wit[ economic constraints of the City and the labor market in which w compete. Progress: 95% We are fully utilizing the compensation structure by the Council in 2003. Each job is assigned a market rate and the rates are evaluated and adjusted based on periodic market surve, pay increases are determined based on comparison to the assign rate for each job. Vision Item: Well Managed Governmeni Action Item: Adherence to Budget While Maintaining Service Levels Compensation Program: Annual Pay Increases To stay competitive and retain employees, we will normally need annual pay increases each year. Our existing pay table indicates 1 FY20, the General Fund impact for annual pay increases is $177,5 Action Item: Adherence to Budget While Maintaining Service Levels Compensation Program: Market Adjustments We benchmarked all roles in the City and adjusted our salary tables in 2016. The Police salary table was benchmarked and adjusted again in 2018. These were pay range adjustments only. Given the current market conditions, 1 just completed another evaluation of the existing pay table for all roles in the City. The evaluation indicates a need for a market adjustment to existing salaries for FY20 of $224,500. Most of this adjustment is for Police and Fire personnel. Vision Item: Well Managed Governmen Action Item: Adherence to Budget While Maintaining Service Levels Compensation Program: FY20 Funding Needs — General Fund Annual Pay Increases FY20 Market Adjustment $177,500 $224,500 Total $402,000 Vision Item: Well Managed Governmen. Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility —Staffing: Currently have 124 employees Fire 34 (13 full-time and 21 pay call) Police 37 Public Works 40 Admin/Treasurer 10 Elected Officials 5 Vision Item: Well Managed Government HR Responsibility— Staffing: Projections for increased staffing (subject to budget approval each year) FY20 2 1 Police (Ordinance), 1 Public Works (Wastewater) $75,000 General Fund FY21 5 1 Police (IT), 3 Public Works (Sanitation, Streets, Clerical), 1 Treast $206,250 General Fund FY22 4 1 Police (Facilities), 2 Public Works (Parks, Water), 1 HR (Clerical) $131,250 General Fund FY23 3 3 Police (2 Officers, 1 Dispatcher) $225,000 General Fund FY24 12 12 Fire (Firefighters) $900,000 General Fund Vision Item: Well Managed Governmen Action Item; Adherence to Budget While Maintaining Service Levels HR Responsibility — Benefits Management: Promote employee by maximizing service levels while containing costs. The driver of benefits costs is the health plan. Vision Item: Well Managed Governmen- Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility— Benefits Management— Health Plan: Progress: 100% - The health plan has performed well since we a contracts to a new broker and a new TPA for FY17. Service TPA remains very good with almost zero complaints from employees. Over the last two years, surplus has grown fro $116,003 to $205,763. 71 Vision Item: Well Managed Government Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility — Benefits Management — Health Plan: Claims costs remained low for FY17 and FY18 with no single claim reaching stop loss threshold of $50,000. However, claims costs have escalated in FY19. As a result, TPA and Stop Loss costs are expected to escalate 5% for FY20. We are out to market now on the Stop Loss contract for FY20 and the Plan Actuary is currently calculating the estimated contribution needed from the City for FY20. Vision Item: Well Managed Governmeni Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility — Benefits Management — Health Plan: We do not plan on increasing the budget for the health plan for F However, I do recommend that we increase surplus and I plan to Council for a contribution from existing employee benefit funds b the surplus level of the health plan. This will not impact the FY20 Vision Item: Well Managed Governmer Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility — Employee Retention: Balance requirements anc accountability compared to rewards includingsa_ lary, career path opr recognition, and organizational culture. Progress: 95% - The three year average retention for the City is 929/c ( 2018 = 88%, 2017 = 93%, 2016 = 95%) This is a reasonable result cc current unemployment and abundant job opportunities. We have m table adjustments to stay as competitive as possible but we need a rr adjustment as discussed previously. Vision Item: Well Managed Government Action Item: Adherence to Budget While Maintaining Service Levels FIR Responsibility — Employee Retention: Balance requirements and accountability compared to rewards including salary, career Path opportunities, recognition and organizational culture. Progress: 95% - We have good career paths in Police and Fire, and have ma changes in PW such that we now have good career paths there as well. We have enhanced employee recognition for service awards and added employee of the year in Public Works. Police and Fire employees are recognized for promotions and accomplishments on social media and we could grow that in Public Works. ZZ Action Item: Adherence to Budget While Maintaining Service Levels HR Responsibility — Employee Retention: Balance requirements and accountability compared to rewards including salary, career path opportuniti recognition and organizational culture. Progress: 90% - We draw good candidate pools for most posted positions indicating that the City is considered as a good employer with good job security and work -life balance. The strategic plan will also focus effort and provide clear direction which will drive employee engagement and retention. We need to continue providing training to leaders and establish a schedule for periodic employee surveys assessing engagement including feedback on organizational culture (leadership, coaching, teamwork, work -life balance Vision Item: Well Managed Government Action Item: Hire and Promote from within based on competence and EEO HR Responsibility — Recruiting and Selection: Maximize service levels and cost containment by filling positions critical to achieving the Strategic Plan and by selecting the most qualified applicants for all positions. Progress: 100% our selection process is well defined in each department. We make decisions based on the best match to competencies as stated in the job descriptions. Interview panels are used along with testing as appropriat the position. Vision Item: Well Managed Government Action Item: Hire and Promote from within based on competence and EEO HR Responsibility — Recruiting and Selection: Maximize service levels and cost containment by selecting the most qualified applicants To place the most qualified candidate possible, job openings are generally posted internally and externally. However, the Mayor may approve only internally or externally for specific positions. City policy requires that employees are made aware of and have the opportunity to apply for open positions concurrent with the City's consideration of external candidates for,, employment.