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
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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
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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.