2018 Adminstration and Finance Annual Report

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o° y 1y \g:(' _ )-;.,15-:y &S Department of Administration & Finance Divisions of Finance, Human Resources, Safety & Risk, Central Services & Purchasing 2018 Annual Report o Thirty-eight employees received 6 weeks of 100% paid leave to bond with their new family members during the first year of the City's parental leave policy. o The City implements two new policies to make it an even greater employer for great employees. In 2019, employees will have up to 8 hours of paid time off to volunteer, and employees will be able to donate vacation to fellow employees who are on unpaid leave due to extreme health or personal circumstances. o Human Resources partnered with Diversity & Inclusion to evaluate pay equity in the City, developing a tool that can be used in the new Human Resources Information System to evaluate equity on a regular basis. o Human Resources hosted the fifth Veteran's Day Celebration for City employees in November, which included a service project to clean and winterize yards for two local veterans. o Safety& Risk o Through increased prevention tactics and proactive work with clinics and employees,the total cost of worker's compensation claims fell by 44% in 2018 compared to 2017. ■ City of South Bend's average cost per worker's compensation claim is $2,344. Other employers in the area have an average cost per claim of$4,720. o Working with the Human Resources department, Safety& Risk implemented a city wide "Active Shooter" training and policy. o Partnered with additional clinics to reduce charges at 130% of Medicare rate vs. 80% of billed rate from the clinics, providing a more predictable cost structure in addition to reductions in actual fees paid. Provide enduring Financial Strength o Budgeting o Working with the Mayor's Office, Common Council, department heads, fiscal officers and others, prepared and received passage of the 2019 City of South Bend budget that contains funding for priority projects of the City. This budget contains five-year operating and capital plans as recommended by the Government Finance Officers Association (GFOA) and credit rating agencies. o In the spirit of transparency and responsiveness, the City continued the practice of developing its participatory budgeting processes. In addition to 12 public meetings to discuss the budget, the 2