09-13-17 Personnel and Finance (#6)

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thousand five hundred (1,500) employees. Our Director of Financial Services salary cap needed to become level so they are the same. It is not a big change. She continued, Our biggest accomplishment was hosting our resident budget workshops. They were held at the beginning of the season. It was neat to get ahead of the questions and to hear what the residents want to see out of their budget. We continue to receive many awards. We have a double A(AA) bond rating. Priority Based Budgeting has been huge for us. It has been really interesting to change the conversation we are having within the City. We will be going into our third year of that program. We are working with IT to implement Kronos for timekeeping and payroll. We also achieved$9.1 million in bond refunding savings since 2012. We would like to continue the budget workshops. We are going to continue to develop and train our whole team. Our monthly and annual reporting has been great. Our big hope for next ye is that we are able to look at the folks that report to the fiscal officers to see how we can better use the time and talents of our different offices. Christina Brooks, Diversity and Inclusivity Officer with offices on the 14'h floor of the County- City Building, stated, We tried to accomplish Human Capital and Inclusion for 2017. That is essentially mapping out the baseline metrics of the Diversity and Inclusion Plan. Out of that there came approximately sixty-two (62) action items. We have completed sixty-three percent(63%) of those action items. With the implementation of Kronos, by the end of the year we will have completed seventy-nine percent (79%) of those action items. Those action items cover all areas of workplace,workforce and the community. There are a few things that stand out in the accomplishments. We completed the diversity and inclusion workshops for all City Department heads, directors, managers and supervisors. That was a pretty heavy undertaking with scheduling but was important because all of our leaders in the City need to understand the common language for diversity and inclusion. We were also able to disseminate and apply a diversity and inclusion toolkit. We provided resources to our leadership to not only learn about diversity and inclusion but to actually implement it. We co-hosted the North Central Indiana Small Business Conference with IDOA. We actually brought together bonding and financial representatives to be there with potential and aspiring business owners to talk them through how to become financially solvent and capable of doing business with the City. We have also reestablished key partnerships with minority business affiliates. Namely,we are now partnered with the Mid-States Minority Business Conference. That gives us access to 11,000 minority owned businesses in the State of Indiana. Whenever there is a bid for a contract that comes up,we are able to push that information out to all 11,000 business owners in Indiana and our surrounding region. We also partnered with the Latin American Chamber of Commerce, Government Procurement Innovators for Small Business Development Programs and Doing Business with the City of South Bend workshops. She went on, For next year, we will continue monitoring and adjusting the procedures for high talent inclusive workforce development. We look forward to supporting and expanding our four (4) new Employee Resource Groups. We will continue our annual staff climate and demographic survey to ensure data integrity. One (1) of the things I noticed when I first took this position was the challenge with our data. A lot of the information that, in some cases was just sitting in the system, was not as accurate as we would have liked. This is one (1) of the things we are addressing with our Kronos implementation is making sure, going forward, we have a clearer 5