HomeMy WebLinkAbout09-21-2022 Personnel & Finance1865
OFFICE OF THE CITY CLERK
D AWN M .JONES, C ITY CLERK
PERSONNEL AND FINANCE COMMITTEE SEPTEMBER 21, 2022, 5:00 P.M.
Committee Members Present:
Others Present:
Presenters:
Agenda:
Sheila Niezgodski, Troy Warner, Rachel Tomas
Morgan, Eli Wax, Henry Davis Jr.
Bianca Tirado*, Lori K. Hamann*, Karen L.
White*, Daniel Parker*, Dawn Jones, Victoria
Trujillo*, Bob Palmer*, Justin LePla*
Michael A, Patton, Dan Parker
2023 Administrative Departments Budget
Presentation
Council Questions and Feedback on Proposed 2023
Administrative Departments Budget
Public Input on Proposed 2023 Administrative
Departments Budget
Members marked with an asterisk(*) are present digitally
Please note the attached link for the meeting recording:
https://docs.southbendin.gov/WebLink/browse.aspx?dbid=0&mediaid=357658
Committee Chair Sheila Niezgodski called to order the Personnel and Finance Committee at
5:00 p.m.
2023 Administrative Departments Budget Presentation
I&T divisions include the following:
• 3 11 : Customer service, application intake, resident engagement
• Applications: Automation, software implementations, system maintenance, custom
solutions, GIS support
• Business Analytics: Data governance and analytics, design/UX/web, performance
management, transparency, business process innovation
• Civic Innovation: Piloting/prototyping, smart cities, grant writing and distribution,
technology equity, university/research partnerships
• Infrastructure: Cybersecurity, network support and expansion
• Services: Vendor management, hardware distribution/refreshes, tech asset management,
helpdesk support
The Committee reviewed the l&T organizational chart. The department includes thirty-two (32)
full-time staff. The proposed budget increase is two-point four percent (2.4%), which will put the
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CITY OF SO UTH BEND OFFICE OF THE CLERK
2023 budget at ten million and seventy thousand dollars ($10.,070,000). I&T is an allocation
department.
2022 departmental highlights include:
• Post-call survey implementation, which measured frontline teams and resident customer
service satisfaction
• The introduction of the assistance portfolio
• City works AMS, an asset management and work order solution for the parks
maintenance team
• Strides in tech/digital equity, including the digital equity plan, speed test project, digital
literacy survey, CBRS PL TE pilot with SBCSC, and federal grant applications
• Public safety technology upgrades, including the RTCC, camera expansion planning, PD
data policy updates, and engagement
• Maintaining operations with eight departures across all divisions so far this year; creative
uses of the professional services to cover long vacancy periods and high turnover for
analysts and developers
• Training including change management certifications, CS50 certifications, and GovEx
• Awards and recognitions including the What Works Cities silver award, ICMA
performance management recognition, being selected for Bloomberg's Data Alliance,
being identified as a Digital Inclusion Trailblazer City, and as a Broadband Ready city
• Revival of TRC programming and partnerships such as the No nprofit Lunch and Learns,
Citywide Classroom South Bend, Upskill SB, Open SB Academy, "Self-Made, Self-
Taught," and SolveSB Ideathon
2023 department goals include:
• Strengthen the team through recruiting, rebuilding, training, retention, and the new IT
strategic plan
• Support for public safety technology upgrades such as the camera expansion project and
RTCC
• Bring in federal dollars through broadband, cybersecurity, and smart infrastructure
• D1ive customer service improvements such as the improved SLA tracking, expanded
digital services, and engagement
• Dri ve internal operational improvements through the reporting server expansion,
continued City works implementation, system upgrades, and security assessments
• Technology equity and access through continuing the SB open Wi-Fi expansion,
connectivity coalition, CBRS PLTE with SBCSC, device lending programs, IT
workforce/certification programs, and the digital equity plan
The Committee reviewed the 2023 budget overview. The overall proposed budget of ten million
and seventy thousand dollars ($10.,070,000) is a slight decrease from 2021. Many strategic
projects are AR-funded continuing into 2023. Larger increases will result in more funds for
training and travel across teams.
The department is planning to lean more on professionals' services throughout 2023 in lieu of
training, rebuilding, and turnover. This will give the department flexibility to maintain services
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CIT Y O r SOUTH BEND OFFICE OF THE CL ERK
for partnered business units, hire more independent contractors, and keep progress on strategic
initiatives.
The three-one-one (31 l) marketing/advertising/supplies increase was informed by resident focus
groups and stakeholder interviews asking for more engagement, outreach, and awareness. The
commuters trust grant will be closed out at the end of 2022 and the project wi ll shift into a new
operational phase with local partners. The three-one-one (31 l) raises will help retain key staff
with tacit knowledge of city services and create a larger step between liaisons and senior staff
with more responsibility. The business analytics team raises will drive parity across other city
positions and help with retention and faster recruitment of entry and mid-level analysts in the
market.
The technology equity manager will give steadiness to the open Wi-Fi broadband partnership
portfolio and be a staff member to drive broadband and digital equity grantmaking. The proposed
salary cap for 2023 is sixty-six thousand three hundred and twenty-two dollars ($66,322). The
department has attempted to meet these functions with part-time interns and fellows under the
Director of Civic Innovation. Given the opportunities and the successful pilots/grants that have
come out of the portfolio, it is time to make the FT position official.
The deputy CTO addition to the 2022 budget will bring back more options for retention and a
pipeline for highly skilled employees in pre-leadership. The salary cap for 2023 is ninety
thousand nine hundred and ninety-six dollars ($90,996). This is an existing position in ordinance
which was budgeted for in 2020 but was removed from the budget in 202 l to save funds .
2023 strategic initiatives include:
• Continuation of American rescue investments from 2022
o Open Wi-Fi expansion
o Public safety tech upgrades
o Tracking and supporting neighborhood assistance update
• Improved customer service tracking and support
o SLA tracker, continued post-call survey work, digital services improvements,
three-one-one (3 11) outreach and engagement pilots
• Improved cybersecurity posture
o In-state grants, more assessments, continued employee security/training, I&T
professional certifications
• Bloomberg Data Alliance
• DCI pennitting, code, building, zoning so lution
Diversity Compliance Inclusion Officer Michael A, Patton, with offices on the fourteenth ( 14th )
floor of the County-City building, presented the Office of Diversity and Inclusion organizational
chart for 2022/2023. The budget request is one million two hundred thousand dollars
($1,200,000) for 2023.
The Office of Diversity and Inclusion's 2022 successes include:
• Authoring the three-year (3) diversity and inclusion strategic plan
• Reworking the disparity study
• Reauthoring the MWBE program plan
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.CITY OF SOGTH BEND OFFICE OF THE CLERK
• Public convening regarding the aspirational goal modification
• First MWBE goal sets
o Establishment of separate minority and women business goals ensure diversity
of economic impact
• Over thirty (30) online tutorials were held during the COVID-19 pandemic
• Creation of the small business assistance suite
• Implementation of goal sets on contract alternates
• Hosting a forty ( 40) company small business launch pad
• Purchasing new compliance software (B2GNOW)
Two (2) position openings will be available in 2023 , including the contract compliance
administrator and inclusion project manager. Both positions will have a salary of fifty-eight
thousand and six hundred dollars ($58,600).
The Office of Diversity and Inclusion's 2022 current personnel include the contract compliance
administrator, diversity compliance/i nclusion officer, inclusion project manager, and seasonal
interns. The NB-FT-contract compliance administrator position would receive an increase of
seven-point five percent (7.5%), and the NB-FT-inclusion project manager would receive an
increase often-point nine six percent (10.96%) to their salary.
South Bend Human Rights Commission 2022 highlights include:
• IUSB Welcome Week
• Do's, Don'ts and Donuts
o How to interact with the transgender community
• Police Department Resource Fair
• Juneteenth
• Robust Fair Housing Month
o Lunch and Learn sponsored by Chick-fil-A
o Three (3) Fair Housing Webinars
• Open house for the community
• Cohosting the forty-seventh ( 4 7th> Annual Indiana Consortium of State and Local Human
Rights Conference
o Scheduled from November 1 to 4, 2022, at the Century Center
• Sponsoring the State of the Unity documentary
The Committee reviewed the proposed 2023 budget for the Human Rights Commission. Current
personnel for the HR Commission include administrative assistant, director of human rights,
investigator, employment manager, and the housing manager. Proposed raises were as follows:
• Administrative Assistant -forty-four thousand four hundred and thirty dollars ($44,430)
• Director of Human Rights -seventy-eight thousand two hundred and eighty dollars
($78,280)
• Investigator -forty-seven thousand six hundred and thirty-nine dollars ($47,639)
• Employment Manager -sixty-six thousand one hundred and sixty-nine dollars ($66,169)
• Housing Manager -sixty-six thousand one hundred and eighty-nine dollars ($66,189)
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CIT Y OF OUTH BEND OFFI CE OF THE CLER K
Dan Parker presented the administration and finance 2023 budget. The first (1 st) element of the
strategic plan is good fiscal management to ensure that the city is financially sustainable in the
long-tenn and promote alignment between resource allocation and strategic priorities. Efficient
and effective financial processes is the second factor. The goal is to design processes for
purchasing, paying bills, paying employees, and handling financial resources that are simple,
cost-effective, accurate, and timely. Transparent, useful financial reporting will enhance the
usefulness and availability of financial information and analyses for city employees, elected
officials, and the public. Sustainable asset management will be achieved through investing in the
maintenance of and sustainable replacement of the city's assets including facilities , equipment,
and vehicles.
Creating a great workplace is the last factor of the strategic initiative. The goal is to create a
culture of respect, excellence, diversity, transparency, and communication among employees to
become the employer of choice in the community.
Dan Parker presented the 2023 administration and finance organization chart and draft budget.
Dan Parker reported that they are proposing to eliminate the director of accounting and budget
position and make it a staff accountant position under the director of treasury. The money saved
through the new position will be divided among the director of purchasing, director of treasury,
and director of city finance positions. The deputy city controller's position's salary will be
increased to one hundred and ten thousand four hundred and fifty-one dollars ($110,451) to
make it more competitive.
The new organization chart proposes an alignment of titles, merging three (3) human resources
generalist positions into one (l) human resource senior position and two (2) human resources
generalist positions.
Council Questions and Feedback on Proposed 2023 Administrative Departments Budget
Committee Vice Chair Wax asked for further clarification regarding how outsourcing will
be used in lieu of training.
Dan Parker reported that the outsourcing will not necessarily be in lieu of training but will
be used as a contact to lean on and to aid when needed. When new hires are onboarded, they
are given the opportunity to participate in big projects under the guidance of their manager.
Training is used as a form of compensation.
Councilmember Lee asked how much money the outsourcing for the technology equity
manger cost.
Dan Parker reported that the exact cost vanes year to year but is roughly one hundred
thousand dollars ($100,000).
Committee Vice Chair Wax asked if the city would receive a refund for the first (1 st) MWBE
study as it was flawed.
Michael A, Patton confirmed that the city did not ask for a refund, but the study was re-done at
no cost.
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CIT Y O F SOUTH BE~D OFFIC E OF THE CLERK
Councilmember Wax expressed concerns regarding the salary increases that are above the
median.
Michael A, Patton reported that the goal of salary increases is to increase employee retention and
eliminate vacancies. Candidates have turned down job offers for the positions because they were
able to receive a higher wage through competing positions.
Committee Member Rachel Tomas Morgan asked for further clarification regarding the
education and training line item in the budget.
Michael A, Patton confirmed that education and trammg includes staff training and training
programs such as the small business assistance suite and mentoring programs.
Committee Member Davis Jr. asked about the lead investigators who have quit the Office of
Diversity and Inclusion and what steps are being taken to bring investigators back into the
department.
Michael A, Patton reported that investigators have not left the department. Two (2) managers
have left, and recruitment is ongoing. Investigators' positions are currently filled.
Committee Member Lee asked about the importance of the project manager and compliance
administrator.
Michael A, Patton reported that both positions are critical. The positions facilitate opportunities
for MWBEs. The positions establish initiatives, build relationships within the community, and
ensure that the small business assistance suite is on task.
Councilmember Lee asked for a list of success stories related to the business launch pad. Michael
A, Patton reported that the department provided training on pop-up tents and helped prepare the
business for the launch pad opportunity. The businesses averaged five hundred dollars ($500) in
a day over a seven (7) hour period. The highest grossing business generated one thousand seven
hundred dollars ($1,700) in a day.
Committee Member Rachel Tomas Morgan asked if there are any additional vacancies in the
finance department and what additional incentives are being explored to fill vacancies.
Dan Parker reported that the biggest concern is mechanics with three (3) vacancies. Human
resources are being rebuilt as they are suffering from high turnover rates. The department is
working with the mayor to define a remote work policy so that remote work can be offered as a
benefit. The benefits package is undergoing a comprehensive review. The HR team is also
exploring how to increase engagement and involvement to foster a commitment to the city.
Committee Member Davis Jr. asked if the Council would conduct a survey and when the survey
can be expected.
Dan Parker reported that the departments conduct several surveys including a department
engagement specific survey. The departments are focusing on department specific surveys
because each department environment varies significantly. A single survey may not be effective
because of the variances. The departments are also examining the exit interview process and
increasing their analysis of the exit interview data.
Public Input on Proposed 2023 Administrative Departments Budget
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CITY OF SOUTH BEND OFFICE OF THE CLERK
There was no public input on the proposed 2023 administrative departments budget.
With no further business, Committee Chair Sheila Niezgodski adjourned the Personnel and
Finance Committee meeting at 6:58 p.m.
Res pectfully Submitted,
_J/j;tl~~
Sheila Niezgodski , Committee Chair
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Auxiliary· Aid or Other Services may he Available upon Rct1ucst at No Chan,:c.
Plc-,uc l!h'c Reasonable Advance Rc1111cs1 when Possiblc
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